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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
PMI PMBOK -
A project is a temporary
endeavour undertaken to createa unique product, service orresult.
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Project is
PMI PMBOK -
It is performed by people,
constrained by limitedresources, planned, executedand controlled.
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Project is
Projects are different fromoperations because the latter
are ongoing and repetitiveactivities, while projects aretemporary and unique.
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Project is
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
is constrained by thedevelopmental outcomes
RESULTS
BENEFICIARY
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E-Gov Project is
is constrained by the interest ofstakeholders
BUDGET
COST
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E-Gov Project is
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
is enabled to execute given theresource availability andcapability
SUPPLIERS
SOURCES
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E-Gov Project is
is closed based on the customersatisfaction of delivered numberand quality of experience
SATISFACTION
CUSTOMER
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Describe E-Gov ProjectMatrix
STRATEGY
PURPOSE
RESULTS
TIMEFRAME
REQUIREMENTSRELEVANCE
BUDGET
WORK
MATERIALS
SOURCES
QUANTITY
QUALITY
CUSTOMER
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E-GOV Project Stages
JUSTIFICATION-
RESULTS, REQUIREMENTS,
OPTIONS, COST, TIME
DESIGN &
PROTOTYPE
VERSION
PLANNING
SOURCING &
PROCUREMENT
BUILD
INTEGRATE
& TEST
RELEASE
ACCEPTANCE
CLOSE
SERVICE
SUPPORT
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E-GOV Project Stages
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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E-GOV Project Stages
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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E-GOV Project Stages
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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E-GOV Project Stages
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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E-GOV Project Stages
1. PRODUCT PACKAGES & VERSION
2. USERS ACCEPTANCE
3. CLOSED & PAID CONTRACTS
4. LESSONS LEARNED
RELEASE
ACCEPTANCE
CLOSE
EXPECTATIONS
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E-GOV Project Stages
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
Design and Definition Failure
Decision Making Failure
Program and Project
Discipline Failure
Supplier Management Failure
People Failure
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Project Failure
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
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
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
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
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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Project Manager Competency
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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Project Manager Competency
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
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
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
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
Agenda:1. Performance
2. People
3. Process4. Methodology
5. Metrics
6. Standards
7. Technology
8. Suppliers
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Project Management Office
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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Project Management Office
PMBoK Definition:
Clearinghouse and
management for projectpolicies, procedures, templates,and other shareddocumentation
Centralized configurationmanagement for all projectsadministered by the PMO
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Project Management Office
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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Project Management Office
PMBoK Definition:
Central coordination of
communication managementacross projects
A mentoring platform for
project managers
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Project Management Office
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
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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Project Stakeholders
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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Project Stakeholders
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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Project Stakeholders
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
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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Project Stakeholders
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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Project Stakeholders
[email protected] INTEREST
POWER
KEEP
SATISFIEDMANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
L
OW
HIGH
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Project Stakeholders
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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Project Stakeholders
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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Project Stakeholders
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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Project Stakeholders
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 Stakeholders
Project manager - The personresponsible for managing theproject. Customer/user - The person or
organization that will use theprojects product.
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Project Stakeholders
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 Stakeholders
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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Project Stakeholders
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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Project Organization Model
SOURCING
VIEW
INSOURCE
OUTSOURCE
OFFSHORE
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Project Organization Model
LEADING
VIEW
FUNCTIONAL
ORGANIZATION
MATRIXORGANIZATION
PROJECT
ORGANIZATION
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PROJECT MANAGEMENTMETHODOLOGY
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Project Management Standards-Business of Doing Project
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
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
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
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PROJECT MANAGEMENTLIFE CYCLE
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
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
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
BUSINESS CYLE
PROJECT
MANAGEMENT
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Project Management Cycle
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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Project Management Cycle
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
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
L
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Project Management Cycle
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
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
L
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Project Management Cycle
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
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
L
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Project Management Cycle
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
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
L
Project Management Cycle
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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
Quantity, Quality and
Time to Measure
If the purpose is
achieved, what
assumption of OO is
hold as true
Project
Results
Results Achievement
Metrics
Quantity, Quality and
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
Project Management Cycle
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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
Project Management Cycle
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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
PROJECT JUSTIFICATION
Project Management Cycle
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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
PROJECT MONITORING & EVALUATION
Project Management Cycle
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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
PROJECT MONITORING & EVALUATION
Project Management Cycle
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-Project LogFrame
NAME OF PROJECTPROJE
CTPURPOSE
BENE
FICIARYPROBLE
M
PROGR
AMOBJECTIVES
PROJE
CTRESULTS
PROJECTINPUT
PROJECTCOST
PROJECTTIMELINE
PROJECTCORGANIZAT
ION
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Project Management Cycle
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
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
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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Project Solution Life Cycle
VISIONING
PLANNING
DESIGN
DEVELOP
TEST &
INTEGRATION
ICT SOLUTION
DEVELOPMENT
CYCLE
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Project Solution Life Cycle
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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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
DEFINITIONDESIGN BUILDING TESTING
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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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENTS TRACEABILY MATRIX
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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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.
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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.
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
7 STEPS
PROCESSMAPPING
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Project Solution Life Cycle
S.I.P.O.C.
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Project Solution Life Cycle
S.I.P.O.C.
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Project Solution Life Cycle
E.T.V.X.
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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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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Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
Project Solution Life Cycle
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VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
Project Solution Life Cycle
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VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
Project Solution Life Cycle
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VISIONING
PLANNING
REQUIREMENT
DEFINITIONDESIGN BUILDING TESTING
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
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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
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