EGOV PROJECT MANAGEMENT PRIMER 2013

7/28/2019 EGOV PROJECT MANAGEMENT PRIMER 2013

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E-GOV PROJECT MANAGEMENTUnderstanding and Practices

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First Five Steps to

Manage

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First Steps to Manage

Identity the project team and

stakeholders

Define the project management

methodology

Identify the documentation

templates

Set up the management system

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Project is

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PMI PMBOK -

A project is a temporary

endeavour undertaken to createa unique product, service orresult.


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Project is

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PMI PMBOK -

It is performed by people,

constrained by limitedresources, planned, executedand controlled.


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Project is

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Projects are different fromoperations because the latter

are ongoing and repetitiveactivities, while projects aretemporary and unique.


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Project is

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Projects is different fromprograms because the later

adopt new set of objectives andcontinueto work, while projectsceasewhen declared objectiveshave been attained.


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E-Gov Project is

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is constrained by thedevelopmental outcomes

RESULTS

BENEFICIARY


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E-Gov Project is

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is constrained by the interest ofstakeholders

BUDGET

COST


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E-Gov Project is

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is planned and executed whenscope, time and cost are dulyapproved.

Needs, Requirements,

Schedules,Risks,Suppliers People,

Organization, Process,Culture, Technology,Plans, Metrics, Funds

COST

TIMESCOPE


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E-Gov Project is

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is enabled to execute given theresource availability andcapability

SUPPLIERS

SOURCES


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E-Gov Project is

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is closed based on the customersatisfaction of delivered numberand quality of experience

SATISFACTION

CUSTOMER


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Describe E-Gov ProjectMatrix

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STRATEGY

PURPOSE

RESULTS

TIMEFRAME

REQUIREMENTSRELEVANCE

BUDGET

WORK

MATERIALS

SOURCES

QUANTITY

QUALITY

CUSTOMER


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E-GOV Project Stages

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JUSTIFICATION-

RESULTS, REQUIREMENTS,

OPTIONS, COST, TIME

DESIGN &

PROTOTYPE

VERSION

PLANNING

SOURCING &

PROCUREMENT

BUILD

INTEGRATE

& TEST

RELEASE

ACCEPTANCE

CLOSE

SERVICE

SUPPORT


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JUSTIFICATION-REQUIREMENTS

& FUNDS

1. PROJECT FEASIBILITY STUDY

2. PROJECT LOGFRAME

3. PROJECT BUSINESS CASE

4. PROJECT VISION & SCOPE

5. PROJECT RESOURCE

REQUIREMENT & BUDGET

6. PROJECT SCHEDULE

EXPECTATIONS


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1. PROJECT MANAGEMENT PLAN

2. PROCUREMENT PLAN

3. SOURCING STRATEGY

4. PROJECT TERMS OF REFERENCES

5. REQUEST FOR PROPOSAL

6. CONTRACT TEMPLATES

7. BUDGET ALLOCATION

8. BIDS & AWARDS COMMITTEE

PLANNNINGSOURCING &

PROCUREMENT

EXPECTATIONS


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1. ENTERPRISE ARCHITECTURE

2. SYSTEMS BLUEPRINT

3. COMPONENTS DRAWING

4. ASSEMBLED PROTOTYPES

5. DESIGN ACCEPTANCE

6. STANDARDS DEFINITION

7. PERFORMANCE BENCHMARK

DESIGN &

PROTOTYPE

EXPECTATIONS


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1. PRODUCT COMPONENTS

2. ASSEMBLED SOLUTION

3. TEST PROCEDURES

4. PERFORMANCE REPORT

5. CHANGE REQUESTS

6. COMPONENT ACCEPTANCE

7. INTEGRATION TEST

8. INTEGRATION COMPLIANCE

BUILD

INTEGRATE

& TEST

EXPECTATIONS


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1. PRODUCT PACKAGES & VERSION

2. USERS ACCEPTANCE

3. CLOSED & PAID CONTRACTS

4. LESSONS LEARNED

RELEASE

ACCEPTANCE

CLOSE

EXPECTATIONS


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1. SERVICE LEVEL AGREEMENTS

2. SERVICE DESK

3. SERVICE REPORT

SERVICE

SUPPORT

EXPECTATIONS


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Causes of Project Failure

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Project Failure-OGC P3M3

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Design and Definition Failure

Decision Making Failure

Program and Project

Discipline Failure

Supplier Management Failure

People Failure


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Project Failure

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Lack of financial incentive: Whysave money when that willreduce next year's budget?

Why set a stop-loss rule whenthere is new money next year?The attitude can often be that aproject has to succeed at all

costs.


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Project Failure

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Changes in the political agenda:Typically, election years canforce things to go wrong aspoliticians and their staff are

rushing contracts orpartnerships.

Promising too much publicly

can lead to a premature launch


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Project Failure

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Outside events: In a publicsetting, lots of things canhappen. There could beunforeseen budget effects or

debates, shifts in publicattention, or media campaigns.


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Project Maturity Model

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MaturityLevel

Maturity Condition Descriptor

5 Optimized Process The organization runs continuous process improvement

with proactive problem and technology management forprojects in order to improve its ability to depictperformance over time and optimize processes

4 Managed Process The organization obtains and retains specificmeasurements on its project management performanceand run a quality management organization to betterpredict future performance

3 Defined Process The organization has its own centrally controlledproject processes, and individual projects can flexwithin these processes to suit the particular project.

2 Repeatable Process The organization ensures that each project is run with

its own processes and procedures to a minimumspecified standard. There may be limited consistencyor co-ordination between projects.

1 Initial Process The organization recognizes projects and run themdifferently from its ongoing business.Projects may berun informally with no standard process or tracking

system.


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Project Leadership

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Project Manager Competency

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Attributes

VISIONING Leads strategic management; defines,

communicates, and leads goals andobjectives

CONTROL Decides, implements and monitors

NEGOTIATION Listens, builds consensus, and manages

conflict

LEADERSHIP


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MANAGEMENT

Attributes

PLANNING Gathers data, analyze information, look

forward decision, design, and write

CONTROL Facilitates process initiation, execution,

control and improvement, and lead

decision making

DOCUMENTATION Captures and stores information for

knowledge requirements


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TECHNICALAttributes

ANALYSIS Captures information and apply

appropriate thinking tool to build

understanding, decision, and plannedaction.

DESIGN Captures requirements and performance

specifications, and apply appropriate

modeling tool

BUILDING

Defines and implements the developmentplatform, and to control delivery and

integration of work packages to comply

with the project scope and outcome

requirements


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Project Management

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Definition:

Application of principles,

practices, techniques to:1. To lead project team

2. To control project scope,schedule, costs and risks todeliver the result of delightedcustomers.


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Project Management

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is situated by

BENEFICIARY

PEOPLE

CULTURE

PROCESS

TECHNOLOGY

STANDARDS-METHODS-SOURCING

SKILLS-KNOWLEDGE-POWER

ATTITUDE-VALUES-BELIEFS

POLICIES-BUSINESS-PROCEDURES


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Project Management

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Control:1. Scope

2. Time

3. Cost4. Risks

5. Resources

6. Expectations

7. Communication

8. Quality

9. Change

10. Security


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Project Management

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Agenda:1. Performance

2. People

3. Process4. Methodology

5. Metrics

6. Standards

7. Technology

8. Suppliers


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Project Management Office

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PMBoK Definition:

Shared and coordinated

resources across all projectsadministered by the PMO

Identification and development

of project managementmethodology, best practices,and standards.


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PMBoK Definition:

Clearinghouse and

management for projectpolicies, procedures, templates,and other shareddocumentation

Centralized configurationmanagement for all projectsadministered by the PMO


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PMBoK Definition:

Centralized repository and

management for both sharedand unique risks for all projects

Central office for operation and

management of project tools,such as enterprise-wide projectmanagement software


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PMBoK Definition:

Central coordination of

communication managementacross projects

A mentoring platform for

project managers


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PMBoK Definition:

Central monitoring of all PMOproject timelines and budgets,

usually at the enterprise level

Coordination of overall project

quality standards between theproject manager and anyinternal or external qualitypersonnel or standards

organization.


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Project Stakeholders

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Know Project Stakeholders

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Structured understanding ofpower, influence and interest ofthe stakeholders

guide the means to engage and

communicate

the needs, requirements, costs,participation, options and skills

to move forward the projectjustification, funds, plans,issues, changes and deliverableacceptance.


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Stakeholders are called person, individual, organization,

community, government, suppliersand influencers

whose interest and agreement

are critical in the successful

justification, planning, design,implementation and improvementof the project


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Critical to project is agreementon objectives and expectation.

The sides of power instakeholder analysis speaks of

Power to influence thinking

Power to provide funds

Power to seal decision

power to execute work


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their sides of power

BENEFICIARY

THINKING

DECISION

FUNDS W

ORK

EXPERTISE-TIME-PRODUCTS

FRAMEWORK-ANALYTICS-SOLUTION

VALUE-OPTIONS-ACCOUNTABILITY

FINANCIAL-RETURNS-SOURCE


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Project Stakeholders-Power & Influence Matrix

PERSON ORGANIZATION THINKING DECISION FUNDS WORK

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List down the kind of input the stakeholder is able to bring and

make impact in the activities and results of the project.


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Critical to project is the level ofinterest displayed or assertedto the input, process andoutput of the project

The level of interests instakeholder analysis speaks of

Wants

Image

Position

Opportunities


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[email protected] INTEREST

POWER

KEEP

SATISFIEDMANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

KEEP

INFORMED

LOW HIGH

L

OW

HIGH


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High power, interested people:these are the people you mustfully engage with, and make thegreatest efforts to satisfy.

POWER

INTEREST

KEEP

SATISFIEDMANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

KEEP

INFORMED

LOW HIGH

LOW

HIGH


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High power, less interestedpeople: put enough work in withthese people to keep themsatisfied, but not so much thatthey become bored with yourmessage. communication

POWER

INTEREST

KEEP

SATISFIEDMANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

KEEP

INFORMED

LOW HIGH

LOW

HIGH


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Low power, interested people:keep these people adequatelyinformed, and talk to them toensure that no major issues arearising. These people can often

be very helpful with the detail ofyour project.

POWER

INTEREST

KEEP

SATISFIEDMANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

KEEP

INFORMED

LOW HIGH

LOW

HIGH


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Low power, less interestedpeople: again, monitor thesepeople, but do not bore themwith excessive communication

POWER

INTEREST

KEEP

SATISFIEDMANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

KEEP

INFORMED

LOW HIGH

LOW

HIGH


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Project manager - The personresponsible for managing theproject. Customer/user - The person or

organization that will use theprojects product.


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Performing organization - Theenterprise whose employees aremost directly involved in doingthe work of the project. Project team members - Thegroup that is performing thework of the project


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Project management team -The members of the projectteam who are directly involvedin project managementactivities. Sponsor - The person or groupthat provides the financialresources, in cash or in kind,

for the project.


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Influencers - People or groupsthat are not directly related tothe acquisition or use of theprojects product, but due to an individualsposition in the customerorganization or performingorganization, can influence, positively ornegatively, the course of theproject


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Project Organization Model

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SOURCING

VIEW

INSOURCE

OUTSOURCE

OFFSHORE


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LEADING

VIEW

FUNCTIONAL

ORGANIZATION

MATRIXORGANIZATION

PROJECT

ORGANIZATION


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PROJECT MANAGEMENTMETHODOLOGY

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Project Management Standards-Business of Doing Project

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Project Management Body ofKnowledge

Logical Framework Approach

Project in Controlled

Environment


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PMI PMBOK

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NORAD LFA

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Project Management Standards-Managing Solution Development

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Software Engineering Body ofKnowledge

Microsoft Solutions Framework

SCRUM


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SWEBOK

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MICROSOFT SOLUTIONSFRAMEWORK

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PROJECT MANAGEMENTLIFE CYCLE

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PMBOK

PRINCE2

1. Initiating 1. Starting Up a Project

2. Planning 2. Planning

3. Executing 3. Controlling a Stage

4. Controlling andMonitoring

4. Managing ProductDelivery

5. Closing 5. Managing Stage

Boundary

6. Closing a Project
http://g/05_lingkodbayanetraining/71_lbnet_openpm_v1/manage_project/ebook_standards/pm_framework/pmbok_guide.pdf


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PROJECT MANAGEMENTLIFE CYCLE

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MSF

SWEBOK

1. Envisioning Phase 1. Requirements

2. Planning Phase 2. Design

3. Developing Phase 3. Construction

4. Stabilizing Phase

4. Testing

5. Deploying Phase 5. Maintenance


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PROJECT MANAGEMENTKNOWLEDGE AREAS

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PMBOK

PRINCE2

SWEBOK

Integration

Management

Business Case Requirements

Scope Management Organization Design

Time Management

Plans

Construction

Cost Management Controls Testing

Quality Management Management of Risks Maintenance

Human Resource

Management

Quality in a Project

Environment

CommunicationManagement

ConfigurationManagement

Risk Management Change Control

Procurement

Management


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Project Management Phases

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INITIATION PLANNING EXECUTION CLOSURE

INPUT

PRE-REQUISITES

PROCESS

TASKS

OUTPUT

DOCUMENTATON


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PROJECT LIFE CYCLES BUSINESS LIFE CYCLE SOLUTION LIFE CYCLE

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Project Management Cycle

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BUSINESS CYLE

PROJECT

MANAGEMENT


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STAGE:

INITIATION

TASKS

-Data gathering for the baseline information to

define the need for the project, value

justification of the project, solution andrequirements, the available options

-Agreement on the project methodology,

estimation tools, and financial valuation formula.

-Elaboration of the needs, key performance

indicators, critical success factors, financial

valuation metrics

-Formulation and approval of the business case

Composition, approval and release of the requestfor proposal with project terms of reference

-Acceptance, review and approval of project

proposal

-Composition, approval and release of the project

contracts, and project implementation terms of

reference based on the approved project proposal

-Setting up of the project organization and theappointment of the project manager

RESULTS

Research data and information

Approved business caseApproved Sourcing Approach

Request for Proposal and

Project Terms of Reference

Approved Project Proposal

Project Contracts

Project Implementation Terms

of References

Project Manager Appointment

PLANNINGINITIATION EXECUTION CLOSINGCONTROL

L


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STAGE:

PLANNINGTASKS

-Definition of the tasks and requirements to beplanned for execution and utilization

-Elaboration and agreement on of the applicable

input, procedures, methodology and tools to be use

in planning the project development.

-Composition of the Project Management Plan to

integrated the following plans

.Work Plan work breakdown schedule, organizationbreakdown schedules

.Resource Plan organization, skills needs,

recruitment, people training, deployment

schedules

.Procurement Plan bills of materials, acquisition

strategy, contract handling

.Communication Plan reporting instruments, kinds

of communications, audience definition andinformation needs

RESULTS

Work Breakdown Schedule

Organization BreakdownSchedule

Estimation Techniques

Project Management Plan

Issues and Problem Management

Plan

Change Management Organization


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STAGE:

EXECUTION

TASKS

-Definition of solutions requirement-Design the solution model

-Create the solution model prototype

-Verify and Validate solution model

prototype

-Build the beta version of the solution

-Internal Team verification and validation

of beta version of the solution

-Train users to test the beta version

release

-Test and Approve the beta version

-Integration and normalization of the final

version

-Test and approve the final version

-Release the final version

-Handle incident, problem and changerequest

RESULTS

Process ModelInformation Model

Technology Model

Work Packages

Delivery Report

Accomplishment Reports

Minutes of the Meeting

Users Approval, Sign-in and

Sign-Off document

Training Report

Configuration Documentation

Users Manual


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STAGE:

CONTROL

TASKS

-Institute and enforce compliance

report

-Issues reporting and change

management handling

RESULTS

Compliance Checklist

Issues Documentation

Attendance Reporting

Testing and QualityAssurance Documents


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STAGE:

CLOSURE

TASKS

-Audit and Compliance

Final Acceptance

Lessons Learned - Retrospection

Contracts closure

Handing over

Project document archived

RESULTS

Lesson Learned Document

Payment

Project Acceptance

Documentation

Turn-over Documentations


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-Project LogFrameDESCRIPTION INDICATORS VERIFICATION ASSUMPTIONS

OverallObjectives

OO AchievementMetrics

Quantity, Quality and

Time to Measure

How to collectinformation, when

and who

Project

Purpose

Purpose Achievement

Metrics


Time to Measure

If the purpose is

achieved, what

assumption of OO is

hold as true

Project

Results

Results Achievement

Metrics


Time to Measure

If the results is

achieved, what

assumption of

purpose is hold as

true

Project

Activities

INPUT Work and Materials

Effort and Cost

If activities are

done, what

assumption is true

to bring result

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-Project LogFrameOVERALLOBJECTIVES PROJECTPURPOSE PROJECTRESULTS PROJECTACTIVITIES

Contribution to

policies and

impact of

program

objectives

Direct benefits of

target group/s

Tangible products

or services to be

delivered

Tasks to

accomplished to

deliver results

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-Project LogFrameOVERALL

OBJECTIVES

PROJECT

PURPOSE

PROJECT

RESULTS

PROJECT

ACTIVITIES

Contribution to

policies and

impact of

program

objectives

Direct benefits of

target group/s

Tangible products

or services to be

delivered

Tasks to

accomplished to

deliver results

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PROJECT JUSTIFICATION



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-Project LogFramePROJECT

OBJECTIVES &

TIME FRAME TO

ACHIEVE

MEASURABLE

INDICATORS TO

TELL PURPOSE IS

BEING ACHIEVED

METHODOLOGY

TO CAPTURE THE

INDICATORS TO

BE MEASURED

INPUT PROVIDED

TO ACHIEVE THE

PURPOSE

The direct

benefits to be

experienced by

the target

group/s withintargeted period

Data specification

to quantify and

qualify

Tangible products

or services to be

delivered

Work and

materials

delivered and

cost

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PROJECT MONITORING & EVALUATION



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-Project LogFramePROJECT

ACTIVITIES &

EXPECTED

RESULTS

MEASURABLE

INDICATORS TO

TELL ACTIVITIES

ARE PERFORMED

AND OUTCOMESACHIEVED

METHODOLOGY

TO CAPTURE THE

INDICATORS TO

BE MEASURED

INPUT PROVIDED

TO PERFORM

THE ACTIVITIES

Tasks Items and

deliverable

Data specification

to quantify and

qualify

Process, Tools and

People

Work and

materials

delivered andcost

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PROJECT MONITORING & EVALUATION



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-Project LogFrame

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NAME OF PROJECTPROJE

CTPURPOSE

BENE

FICIARYPROBLE

M

PROGR

AMOBJECTIVES

PROJE

CTRESULTS

PROJECTINPUT

PROJECTCOST

PROJECTTIMELINE

PROJECTCORGANIZAT

ION


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WORK BREAKDOWN SCHEDULE

Time

Objectiv

es

Duration Estimate

Sequences

Critical Path

Work and Time

Cost Breakdown

Tasks


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Project Solution Life Cycle

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PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER

Solution Visioning and

Scoping

Process Mapping and

Analysis

Application Functionaland Non-Functional

Requirement

Definition

Data Dictionary and

Entity Relationship

Modeling

Technology

Infrastructure

Configuration

modeling


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VISIONING

PLANNING

DESIGN

DEVELOP

TEST &

INTEGRATION

ICT SOLUTION

DEVELOPMENT

CYCLE


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VISIONING & PLANNING TASKS

Setting the goals, strategy,

approach, configuration, and

plan of developing the

solution based on the

approved business case and

project proposal of theproject.

RESULTS

Project Work Plan

VISIONING

PLANNING

REQUIREMENT

DEFINITIONDESIGN BUILDING TESTING

INTEGRATION

RELEASE SUPPORT

MAINTENANCE


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENT ANALYSIS TASKS

Elicitation and documentationof information to compose the

input, process, output, and

technology architecture

specifications of the proposed

solution

Analysis and definition of the

functional and non-functional

requirements of the proposed

solution.

RESULTS

Business, Information,Technology Configuration

Documentation

Functional and non-functional

requirement checklists


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENT TYPES

Functional the must be functions and

features of the system to fulfill the

business tasks required of the user. It

covers technical specifications, system

design parameters and guidelines, data

manipulation, data processing, and

calculation modules, etc.


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENTS TYPESNon-Functional the expected properties

or quality attributes of the system to

reflect the prescribed performance of

the business user. It descriptiveparameters of efficiency, reliability,

availability, quality control, cost, design

constraints, etc.


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENTS TRACEABILY MATRIX


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION DESIGN TASKSVisual drawing of the

application, data, and

technology model, and prototype

making of the solution

Generate mock-ups and

prototypes of processes, screen,

reports

Validation, verification and

approval of the visual drawing

and prototype.

RESULTSProcess, application, data, and

technology models

Application conceptual model

Database model

Technology platform model


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Project Solution Life CycleCRITICAL TO SOLUTION DESIGN

Understand the Business

Know What is Possible

Model the Business

Define the Gaps

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE


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Project Solution Life CycleCRITICAL TO SOLUTION DESIGN

Develop the Blueprint

Obtain the Components

Assemble the Components

Execute and Deploy

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE


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Project Solution Life CyclePROCESS MAPPING

Process map will graphicallydescribe the overall processflow and identifies the workactivities, activity outputs, and

resources required.

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE


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Project Solution Life CyclePROCESSING MAPPING

It creates a commonunderstanding across thedepartments of theorganization of the current (i.e.,

"as-is") situation, and a startingpoint to elaborate the future(i.e. to-be) situation.

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE


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Project Solution Life Cycle1. Determine the Boundaries

2. List the Steps

3. Sequence the Steps

4. Draw Appropriate Symbols

5. System Model

6. Check for Completeness

7. Finalize the Flowchart

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

7 STEPS

PROCESSMAPPING


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S.I.P.O.C.


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S.I.P.O.C.


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E.T.V.X.


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION BUILDING TASKS

Coding of the approved

application, data and

technology prototype.

Internal testing on the

conformance of the coded

solution to approved design ofthe solution requirements

RESULTS

Work Packages

Conformance Testing Report

Pass Fail

Revision Report


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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION TESTING TASKSValidation and verification

of the functional and non-

functional requirements of

the alpha version of the

application model and

database tables

Issues reporting and changerequest

RESULTSList of approved work

packages

Change Requests

Testing Framework


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Actor's View Coding Experts

standards comply

Designer models comply

User Functional

Requiremetnsand UserInterface

Intergation Test Infrastructure

Connected

ApplicationWorkflowSynchronization

DataHarmonization

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VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION INTEGRATION TASKS

Putting together thefunctionally accepted

modules, databases,

network services and

security services to run the

integrated version of the

solution

Integration testing tovalidate and verify the

inter-operational

performance

RESULTS

Integrated work packagebeta version

Testing report and change

requests



105/108

[email protected]

VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION ACCEPTANCE TASKS

Conduct of users trainingon using the functional

beta version of the

solution

Perform users testing and

acceptance of the

completed solution version

Solution business readinessassessment of the final

solution version for

release

RESULTS

Training DesignTesting Scripts

Testing Report

Change Request

List of accepted functional

and non-functional

features



106/108

[email protected]

VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION RELEASE Normalization of theconfiguration

requirements for the

solution final version

release

Deploying by installing and

configuring the release

version of the solution tobusiness production area.

Training of the production

users.

Final Release Version ofthe work packages

User manual

List of location and users

for deployment, and status

of installation and

configuration

Users training schedules



107/108

[email protected]

VISIONING

PLANNING

REQUIREMENT


INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION SUPPORT TASKSSetting up of the organization

and procedures for Incident,

problem and change handling

Accepting incident and

problems for documentation,

reporting, analysis and

resolution

RESULTSService Desk

Reading Project Proposal


108/108

1. Needs Definition

2. Objectives Identification3. Approach, Methodology, Technology

4. Capability Requirements

5. Scope Statement

6. Estimated Cost and Schedule of Payment

7. Estimated Time

8. Mitigated Risk

9. Assumption Constraints

10. Deliverable Estimated Schedule

11. Deliverable Performance Metrics

12. Change Management

13. Organization and Responsibilities14. Transistion and Support

15. Litigation

EGOV PROJECT MANAGEMENT PRIMER 2013

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