Project Management Process Guidelines

Project Management Process Guidelines

Once a project risk level is determined using the project level indicators and the project scorecard these guidelines outline the required planning, documentation, and approvals required for information technology projects at Virginia Tech. While the processes required for low, medium, and high risk projects are the same, the project manager and project leader should provide project documentation that is appropriate to the complexity of the project. High risk projects are supported with documentation that is substantially more detailed and thorough than would be expected for a medium-risk, or low-risk projects. For many low-risk projects, the full documentation package could be as brief as two to three pages, using the low risk project form. Whereas, the documentation for high-risk projects could easily run to hundreds of pages.

Project approval and oversight are also designed according to the level of project risk and complexity. These process guidelines forms show when approval is required and the approval and oversight section below shows who are appropriate approvers

1. Initiation Processes

• Project Inititation/Charter

The IT project initiation form, or project charter, serves a dual purpose. First, it is designed to formalize information about an initiative and to expedite gathering of the minimal information deemed necessary for an initial project approval. Second, is to encourage ideas that are not fully formed project proposals but are able to document enough information to gain approval to move forward with more detailed planning. Ideally all sections of the form would contain enough information for approval. However, where requested information is unknown, mark that section or component of a section, as unknown

• Approval

1. Planning Processes

1. Executing Processes

• Project Team Development
• Procure or Secure Resources
• Security
• Quality Assurance
• Direct & Manage Project Resources
• Communications Information Distribution

1. Monitoring & Controlling Processes

• Integrated Change Control
• Quality Control
• Independent Verification & Validation
• Report Performance
• Monitor Risks & Issues
• Implement Testing plan
• Security Final Review
• Implement Training plan
• Document new lessons learned
• Approval

1. Closing Processes

• Project Closing
• Sign Off

How To Manage Project

A successful Project Manager must simultaneously manage the four basic elements of a project: resources, time, money, and most importantly, scope. All these elements are interrelated. Each must be managed effectively. All must be managed together if the project, and the project manager, is to be a success

• Resources

People, equipment, material

• Time

Task durations, dependencies, critical path

• Money

Costs, contingencies, profit

• Scope

Project size, goals, requirements

The project management steps below guide you through the process of managing any project, step by step:

1. Define the Scope

The first, and most important, step in any project is defining the scope of the project. What is it you are supposed to accomplish by managing this project? What is the project objective? Equally important is defining what is not included in the scope of your project. If you don’t get enough definition from your boss, clarify the scope yourself and send it back upstairs for confirmation

1. Determine Available Resources

What people, equipment, and money will you have available to you to achieve the project objectives? As a project manager, you usually will not have direct control of these resources, but will have to manage them through matrix management. Find out how easy or difficult that will be to do

1. Check the Timeline

When does the project have to be completed? As you develop your project plan you may have some flexibility in how you use time during the project, but deadlines usually are fixed. If you decide to use overtime hours to meet the schedule, you must weigh that against the limitations of your budget

1. Assemble Your Project Team

Get the people on your team together and start a dialog. They are the technical experts. That’s why their functional supervisor assigned them to the project. Your job is to manage the team

1. List the Big Steps

What are the major pieces of the project? If you don’t know, start by asking your team. It is a good idea to list the steps in chronological order but don’t obsess about it; you can always change the order later

1. List the Smaller Steps

List the smaller steps in each of the larger steps. Again, it usually helps you remember all the steps if you list them in chronological order. How many levels deep you go of more and more detailed steps depends on the size and complexity of your project

1. Develop a Preliminary Plan

Assemble all your steps into a plan. What happens first? What is the next step? Which steps can go on at the same time with different resources? Who is going to do each step? How long will it take? There are many excellent software packages available that can automate a lot of this detail for you. Ask others in similar positions what they use

1. Create Your Baseline Plan

Get feedback on your preliminary plan from your team and from any other stakeholders. Adjust your timelines and work schedules to fit the project into the available time. Make any necessary adjustments to the preliminary plan to produce a baseline plan

1. Request Project Adjustments

There is almost never enough time, money or talent assigned to a project. Your job is to do more with the limited resources than people expect. However, there are often limits placed on a project that are simply unrealistic. You need to make your case and present it to your boss and request these unrealistic limits be changed. Ask for the changes at the beginning of the project. Don’t wait until it’s in trouble to ask for the changes you need

1. Work Your Plan, But Don’t Die For It

Making the plan is important, but the plan can be changed. You have a plan for driving to work every morning. If one intersection is blocked by an accident, you change your plan and go a different way. Do the same with your project plans. Change them as needed, but always keep the scope and resources in mind

1. Monitor Your Team’s Progress

You will make little progress at the beginning of the project, but start then to monitor what everyone is doing anyway. That will make it easier to catch issues before they become problems

1. Document Everything

Keep records. Every time you change from your baseline plan, write down what the change was and why it was necessary. Every time a new requirement is added to the project write down where the requirement came from and how the timeline or budget was adjusted because of it. You can’t remember everything, so write them down so you’ll be able to look them up at the end-of-project review and learn from them

1. Keep Everyone Informed

Keep all the project stakeholders informed of progress all along. Let them know of your success as you complete each milestone, but also inform them of problems as soon as they come up. Also keep you team informed. If changes are being considered, tell the team about them as far ahead as you can. Make sure everyone on the team is aware of what everyone else is doing