@ciobrody pmo methodology overview

PMO – DELIVERY METHODOLOGY

OVERVIEWDaniel Brody © 2014

TABLE OF CONTENTS

PMO Overview4 PMO Roles & Responsibilities6 PMO Phases9 Key Performance Indicators 10 PMO Tools 12 Statement of Work/Contract 14 Project Charter 15 Project Workplan 17 Project Calendar 18 Deliverables Inventory 19 Risk Management 20

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TABLE OF CONTENTS

Issue Management 22

Change Request Management 25

Decision Log 28

Weekly Status Reports 29

Monthly Steering Committee Meetings 30

Meeting Agenda and Minutes 31

Project QA Process 32

Document Naming and Storage 33

Client / Employee Satisfaction Processes 36

Implementation Methodology Overview 44

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PMO OVERVIEW

What is a Project Management Office (PMO)?

The PMO is composed of project leadership and administrative support (as required). The specific size and composition will vary from project to project based on project

size, complexity, client involvement and project management capabilities

The objective of the PMO is to ensure a successful project delivery: On time/on budget and overall control of Scope, Time & Cost Excellent client satisfaction Excellent employee/team satisfaction

The benefits of a PMO include: Promotion of standard and repeatable delivery processes and deliverables Early identification and management of Issues and Risks Continual communication throughout the project team and client leadership

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PMO OVERVIEW (CONT’D)

Specific responsibilities of the PMO include: Project workplan development and maintenance Regular time tracking, including identification of estimates to

complete and variances to budget Scope Change Management Status Reporting Deliverable review Project operational and financial analysis Risk Management Issue Management Steering Committee Reporting Quality Reviews

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PMO ROLES AND RESPONSIBILITIES

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The Project Management Office consists of project leadership and administrative support staff as appropriate for the engagement. Factors such as project team size, risks and complexity will determine the need for full or part-time Project Office and Administrative Support.

Managing Director

Project Office & Admin

Team Leads Team Leads

Project Manager

PMO ROLES AND RESPONSIBILITIES Managing Director – The role of the Managing Director is to work

closely with senior client leadership to ensure a successful delivery process. The Managing Director is focused on project delivery, successful adoption by user community, and client satisfaction. The Managing Director will serve on the Project Steering Committee.

Project Manager – The Project Manager has primary day-to-day responsibility for the engagement. The PM will be responsible for providing weekly status updates to the client and for conducting monthly Steering Committee meetings. The PM is also responsible for Risk Management and Issue Management.

PMO Manager – The PMO Manager has day-to-day operational responsibility for managing the PMO and overall quality assurance responsibility for the project. This individual will perform thorough QA assessments, assuring that projects meet the defined business requirements, identifying risk areas and mitigating actions at multiple points in the implementation cycle, and producing consolidated reports from the PMO on all Programs and component projects. The PMO Manager is also responsible for assessing actual project team time and expense utilization and estimates to complete, relative to project budgets. The PMO Manager may be a full or part-time role on the engagement.

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PMO ROLES AND RESPONSIBILITIES Project Administration – Depending on the project, resources may be assigned

on a full and/or part-time basis to assist with administrative activities. The Project Administrator has direct responsibility for maintaining the master project plans, resource schedules, and issue/change logs. This individual will issue the weekly task sheets, collect weekly time & estimate to complete reports, apply actuals to the project plans, and produce weekly productivity and progress reports. The PA will ensure that the resource schedules are kept current, that standard meeting schedules are maintained, and will facilitate and maintain meeting minutes as required. Offsite IT Solutions personnel will be responsible for entry of financial information, accounts receivable, generation of financial reports, etc. If Administrative support staff is not assigned to an engagement, these responsibilities may be allocated amongst the other PMO team members.

Team Leads – Depending on the engagement, individual team leads will be responsible for developing and managing the project plans associated with their specific portions of the project. These plans will roll up into a summary workplan. Team leads may also be responsible for preparing status reports, participating in Steering Committee meetings and risk and issue management.

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PMO PHASES

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Initiation(1 week)

Planning(2 weeks)

Execution(Project

Duration)

Closure(1-2 weeks)

• Gather all available background info (RFP, proposal, discovery notes, estimating models, timelines)

• Determine magnitude of effort

• Schedule review with @CIOBRODY leadership

• Set-up project (client codes, project codes, accounting, etc.)

• Develop detailed scope statement with client

• Create Project Charter• Create Project Schedule• Create a consolidated project

workplan• Conduct initial Risk

Assessment• Conduct kickoff meeting(s)• Obtain stakeholder buy-in of

plans, budget and scope• Ensure resource availability

• Ongoing workplan management

• Phase Reviews (QA & Risk Assessment)

• Assist in management of Issues and Risks

• Project performance analysis• Client Satisfaction reviews• Employee Satisfaction

Reviews• Change control management

• Final project plan updates• Communicate project

closure (charge codes closed, accounting, etc.)

• Ensure @CIOBRODY Staffing aware of resource rolloff dates

• Generate Project Report• Archive documentation

(soft and hard copies)• Conduct debriefing• Celebrate

DELIVERABLES

Sales Inputs

• RFP• Proposal• Discovery Notes• Work level estimates

• Project codes• Initial timelines• Staffing requests• Statement of

Work/Contract• Project Charter

• Project Schedule• Consolidated Workplan• Resource Assignments• Risk Assessment• Initial Risk Log• Kickoff presentation

• Updated workplan• QA Assessment(s)• Issues Logs• Risk Assessment(s)• Risk Logs• Client Sat Surveys• Employee Sat Surveys• Change Logs• Project performance

reports

• Final workplan• Final performance/

profitability assessment• Staff evaluations• Project Report• Documentation archives• Client Sat Survey• Client sign-off• Employee Sat Survey• Archived deliverables• Follow-on Work

KEY PERFORMANCE INDICATORS

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The chart on the following pages presents potential metrics that can be used by IT Solutions to assess its performance. KPI’s have been organized by Financial, Operational and Administrative. The chart also indicates whether the metric can be used to measure Business Development performance and/or to assess the delivery of an individual project. Oracle will be used to provide these metrics where possible. Where Peoplesoft does not capture the data needed, the TEMPLATE - Project Performance.xls spreadsheet may be used.

Metric Comment

Financial Metrics Refer to TEMPLATE - Project Performance.xls for details

Project Revenue Variance Broken down by Fees/Expenses and Totals. Calculate by dividing Estimate at Completion (To Date + ETCs) - Budget. Report by Total as well as % of Budget.

Profitability Margin Broken down by Fees/Expenses and Totals. Calculate by taking fees (expenses and total) realized per period and subtracting costs. Calculated in dollars as well as %. Calculate variance vs. original budget.

Efficiency Measures Fees Earned (Budget Fees – ETC Fees). More relative on Fixed Fee engagements than on T&M since Fees Earned = Hours Worked * Bill Rate.

Change Orders as % of Initial Budget Should not exceed x% of original budget. Measures effectiveness of discovery/proposal process.

Follow-On Opportunities Proposed $ as well as closed $

Charge-Off % Project Write-Offs (0$ Change Orders, Expense Write-offs, Bill Reductions) as a % of Total Budget

KEY PERFORMANCE INDICATORS

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Metric Comment

Operational Metrics

Project Hourly Variance Calculate by dividing Estimate at Completion (To Date + ETCs) - Budget. Report by Total as well as % of Budget.

Efficiency Measures Hours Earned (Budget Hours – ETC) against workplan.

Change Orders as % of Initial Budget Should not exceed x% of original budget. Measures effectiveness of discovery/proposal process.

Client Satisfaction See TEMPLATE – Client Sat Results.xls and TEMPLATE – Client Sat Survey.doc for survey form and summary spreadsheet

Project QA Results QA Survey form Form layout shown in TEMPLATE – QA Checklist

Administrative

Overtime %

Days Outstanding Timely payment by clients contributes to cash flow. Often an indicator of client satisfaction.

Employee Satisfaction Refer to TEMPLATE – Employee Sat.doc

Utilization

Performance Reviews Outstanding Timely feedback critical to Employee Development

PMO TOOLSThe following slides present the standard tools which will be used by the PMO to provide quality delivery oversight. Use of these tools is required and their application will be reviewed as part of the project QA process.

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PMO Deliverable Frequency/When Prepared By Inputs Template

Statement of Work/Contract

Prior to kickoff Sales Team, Project Manager, Managing Director

Proposal, Client feedback TEMPLATE – SOW.doc

Project Charter At project kickoff PM or PMO Manager with input from Sales, Mng. Dir.

Proposal, Contract/SOW TEMPLATE – Project Charter.doc

Project Workplan Created at kickoff, updated at least weekly

PM or Team Leads with input from team

SOW/Contract, Estimating Models, Methodology

TEMPLATE – Project Workplan.mpp

Project Calendar Created at kickoff, updated at least weekly

PM or Project Admin. Workplan, Vacation Calendar

Deliverables Inventory Created at kickoff, updated as workplan changes

PM Workplan, Methodology TEMPLATE – Deliverables Inventory.doc

Risk Assessment Art kickoff and at key milestones

PMO Manager and/or Managing Director

Proposal, Contract, Workplan, Project deliverables, Client Sat Surveys, Employee Sat Survey

TEMPLATE – Risk Management Tool.xls

Risk Log Throughout project PM with input from Team Leads

Risk Assessment TEMPLATE – Risk Log.xls

Issues Log Throughout project PM or Team Leads with input from team

IssueTrak www.issuetrak.com/@CIOBRODY

Change Control Form & Log

Throughout project PM or Team Leads with input from team

Client Change Requests, Issues Log

TEMPLATE – Project Change Request Form.doc

Template – Project Change Request Log

PMO TOOLS

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PMO Deliverable Frequency/When Prepared By Inputs Template

Decision Log Throughout project PM with input from team leads

Significant client decisions that should be highlighted and communicated

TEMPLATE – Decision Log.xls

Status Reports & Meeting Minutes

Weekly throughout project PM and Team Leads Issues Log, Risk Log, Change Request Log, Decision Log, Updated Workplan

TEMPLATE – Weekly Status Report.doc

Steering Committee Presentation & Meeting Minutes

Monthly throughout project

Managing Director and PM

Issues Log, Risk Log, Change Request Log, Decision Log, Updated Workplan

TEMPLATE – Steering Committee Presentation.ppt

Quality Assurance Checklist At phase/key milestone completion

PMO Manager or Managing Director

Proposal, Contract, Workplan, Project deliverables, Client Sat Surveys, Employee Sat Surveys, Status reports, Steering Committee presentations

TEMPLATE – QA Checklist.xls

Document Naming & Storage Standards

Throughout sales cycle and engagement

Sales and project teams

Directory Structure.xls

Client Satisfaction Survey At kickoff and at completion of phases/key milestones

Managing Director or PMO Manager

Client interviews TEMPLATE.Client Satisfaction Survey.doc TEMPLATE – Client Satisfaction Results.xls

Employee Satisfaction Survey

At least quarterly and at project completion

Managing Director or PMO Manager

Employee surveys (TEMPLATE – Employee Satisfaction Survey)

TEMPLATE – Employee Sat Results.xls

STATEMENT OF WORK/CONTRACTBefore beginning any work for a client, a contract or Statement of Work (SOW) will be prepared by the Sales Team, the Managing Director and the Project Manager. This document should be signed prior to sending any team members to a client site, although exceptions may be appropriate for existing clients, follow-on engagements or where the client has agreed to interim funding while the contract details are being finalized. While the client may have their own standard contract formats, @CIOBRODY should ensure the following information is presented within the SOW/Contract:

• Scope Definition – this should be a very detailed description of the services and deliverables @CIOBRODY is being engaged to provide the client. It should describe the underlying business issues, the proposed solution, any integration requirements, training to be provided, data conversion requirements, etc. in clear and concise terms.

• Assumptions – The SOW/Contract should also detail any assumptions made which impact scope (number or reports to be written, location of project team members, resources to be provided by the client (people, workspace, computer equipment, servers, access, project start dates , etc.).

• Timeline – A high-level overview of the key milestones of the engagement should be included in the SOW.

• Change Management – The contract/SOW should include a description of the process for identifying, documenting and approving changes to scope.

• Project Organization – While specific names in the project organization may not be assigned, the SOW should include an organization chart which shows the types and levels of client, @CIOBRODY and any vendor or other third party project team and Steering Committee members. It should also include brief descriptions of key roles and responsibilities.

• Project Financials – The contract/SOW Should include the financial terms, payment schedule, expense policies, etc.

A sample Statement of Work is project in TEMPLATE – SOW.doc

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PROJECT CHARTER

The Project Charter is a governance document. It will be developed during the project’s planning phase and must be jointly approved by Client and @CIOBRODY Project Management prior to project execution phases. The Project Charter documents:

Project objectives, scope, and critical success factors Project approach Assumptions and planning principles Risks and constraints Key project resources Project workplan, responsibilities, and status reporting Project Management, Schedule Reviews, and Status Reporting

Steering Committee Meetings Risk Management Reviews Quality Assurance Reviews Weekly Financial Reporting Time Entry Status Reporting Project Team Schedules Meeting Schedules, Agendas, and Meeting Minutes Client Contacts and Communications

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PROJECT CHARTERThe Project Charter continued …

– General and Administrative policies• Client Transmittals and Approval Documents• Project Document Storage• Standard work day• Travel and Expense Reporting• Dress Code• Vacation and time-off requests• Safety and health

PROJECT WORKPLAN

A detailed, task level project workplan will be prepared by the Project Manager and Team Leads. The workplan will identify milestones, inter-task dependencies and any deliverables associated with each task. It will also identify individual team members responsible for completing each task, the time allocated to each team member for the task and the Start and Completion Dates. The workplan should also include resource loading so that individual team members vacation or other time away from the project is incorporated.

Microsoft Project will be used as the standard tool for developing workplans, project calendars, time sheets and for recording time spent, ETCs, etc. It will then provide the data necessary for determining project efficiency, budget variances and other performance metrics.

Team members will receive weekly (or bi-weekly) time tracking sheets so that they can record the time spent on each task, the estimate to complete (or % complete) and any revisions to Start/End Dates. This information should foot to the time sheets submitted to @CIOBRODY so that hours charged to the project from a billing perspective equal those on the workplan. Reference the PMO Time Entry Process.doc or Time Entry section of the Project Charter.

This data will also be loaded into the TEMPLATE - Project Performance.xls spreadsheet to calculate Efficiency Ratios, Margins and Variances.

The workplan should be kept current with any changes to tasks, timelines or resource loadings due to changes in scope, staffing or other factors.

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PROJECT CALENDAR

A calendar which incorporates project milestones and key deliverable dates from the project workplan, along with meetings and vacation or other time away for key project team members and clients will be maintained. This calendar should be incorporated into the Weekly Status Reports to provide management an ongoing short-term (4-5 week) window of upcoming events.

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Monday Tuesday Wednesday Thursday Friday

8/12 8/13

8/141-2 – Status Meeting

8/15

8/16Detail Design Sign-Off

8/19

8/20 8/211-2 – Status Meeting

8/22

8/231-2 Steering Committee

8/26CRP

8/27CRP

8/28CRP1-2 – Status Meeting

8/292-3 Steering Committee Mtg.

8/30

9/2LABOR DAY

9/3PM on Vacation

9/4PM on Vacation 1-2 – Status Meeting

9/5PM on Vacation

9/6PM on Vacation

DELIVERABLES INVENTORY

Every project, regardless of size or complexity, should maintain an inventory of deliverables. This should be generated as part of the workplan development process so that team members understand the specific deliverables they are to produce and that clients understand what deliverables will be produced and when. A standard file naming convention will be implemented to ensure consistency and allow for easy archival and retrieval. Additionally, a standard set of file folders will be set up on the server to ensure deliverables are stored in a common, secured, archived location (vs. individual hard drives) and that team members know where to look for a specific document, vs. having to search multiple folders.

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Deliverable Name Description Responsible Milestone Date

Workpaper X-Ref

System Schematic PowerPoint or Visio drawing presenting the Inputs, Processes and Outputs of the system

Technical Architect 11/1/02 ISG.DD.System Schematic.v1.doc

Test Scripts Word or Excel documents which present test cases, test inputs and expected results.

Test Team 12/1/02 ISG. ST.Test Script.Cycle1.2.v1.doc

Training Plan Word document which provides a high level summary of training requirements and over timeline for training.

Training Team 11/1/02 ISG.TR.Training Plan.IH. v1.doc

RISK MANAGEMENT

Risk Management is an important element of successful project sales and delivery. Early identification and continual management of serious issues and potential threats to a project is critical to ensuring client satisfaction and an on-time, on-budget delivery.

Sales Process - During the Business Development cycle, it is important to conduct a thorough discovery process to identify potential scope, client, technical and/or resource risks. Identifying these risks early in the process will allow mitigation through reductions in scope or caveats and assumptions clearly noted in the proposal and contract. This process will also demonstrate to the client a firm understanding of the complexities of the engagement. The Risk Management Tool should be used by the person who is responsible for writing the proposal as an initial Risk Assessment mechanism.

Delivery Process – Once an engagement is underway, Risk Identification and Management takes on two distinct forms.

Part of the Project Audit/QA process should include periodic risk assessments using the Risk Management Tool that was also used during the Sales process as described above. This tool allows assessment of threats and risks that are common to all projects. Conducting this assessment at key milestones/checkpoints throughout the engagement will allow monitoring of mitigating and contingency plans to ensure their effectiveness and to allow alternate resolutions to be pursued as appropriate.

Throughout the engagement, it is the responsibility of senior project leadership to be continually aware of potential threats to the project’s success. Use of the Risk Log to identify, manage and track all Risks is critical. Updates on the status of new and previously identified Risks should be part of weekly status reporting and should be a primary component of Steering Committee discussions.

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RISK MANAGEMENT TOOLS

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TOOL WHEN USED USED BY COMMENT

Risk Management Tool

(TEMPLATE – Risk Management Tool.xls)

During proposal process

Project QA’s and Key Milestone Checkpoints

Sales Lead

Managing Director

Project Manager

PMO Manager

Managing Director

Project Manager

Risks identified during these reviews should be recorded in the Risk Log to be tracked and managed by senior project management.

Risk Log

(TEMPLATE – Risk Log.xls)

Throughout project Project Manager

Senior project leads

All risks are recorded, tracked and managed. Internal risks are reported to @CIOBRODY management, external risks are reported on status reports and discussed at Steering Committee meetings.

ISSUE MANAGEMENT

An Issue is a situation, action, problem, or question arising during the performance of the project which may or may not be efficiently or effectively resolved. Left un-resolved, an issue will impede or prohibit project related progress or development by delaying or suspending work effort. The purpose of issue resolution management is to ensure issues are identified, logged, and tracked using an established format in order to facilitate full issue disclosure, timely solutions, minimized project delays, and minimize budget impacts.

@CIOBRODY has purchased an online Issue Tracking database tool. Issue Traker allows project team members to record issues. Project management can then assign responsibility to team members for analysis and manage the resolution process. The PMO will:

Maintain the Issue Traker Issue Management Tool and Database Assure proper submission and logging of identified issues Assure timely assignment of responsibilities for analysis, alternative development, and action planning Facilitate daily Issue Log Review Meetings with a “Zero Sum” focus Obtain necessary approvals for issue resolution action plans Log the approved actions and communicate decisions Update project plans and budgets

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ISSUE RESOLUTION PROCESS

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IssueTrak escalates issues when

thresholds are missedClient or team

member identifies issue

IssueTrak

Issue Document Assignment

Emails

PM / team lead assess issue validity and

completes issue form in Issuetrak

PM/team lead coordinates analysis

of issue and alternative

development

• Description• Issue type• Priority• Assignment

• Open Issues• Un-assigned Issues• Resolved Issues• Zero-Sum Focus

Daily Issue Log

PM / team leads reviews issues log

daily

Escalation Email to PM

IssueTrak

Issue Resolved, Added to Project

Plan, Change Request, or Closed

CHANGE REQUEST MANAGEMENTOn any engagement, management of scope is an important component to the project’s success and to client satisfaction. On fixed fee engagements, scope control is critical to ensure project profitability. On T&M engagements, scope control will help ensure an on time, on budget delivery and will avoid potential client conflicts. While it is not practical to assume a project’s scope will not change over the course of an engagement, capturing change requests, fully analyzing them to identify potential workarounds and to assess their impact in terms of costs and timeline changes, as obtaining appropriate client sign-off for any changes is an important component of project management.

There are two primary components of the Change Request process – the Change Request form which details individual change requests and a Change Request log which summarizes all requests. The Change Request form (TEMPLATE – Change Request Form.doc) will be completed once a change to the project scope or agree-upon requirements has been identified. Changes may result from system or user testing, pilot rollout or from issues identified as processes and products change.

The person who identifies a potential change should complete a Change Request form, providing a description, a priority assessment and identifying the impact of not implementing the requested change (workaround). Once the initial request information has been completed, the project manager should coordinate obtaining the necessary work level estimates and timeline impacts to assess the change. Based on the work level estimates, they should provide cost impacts (fees and associated expenses) and review with the client to obtain approval or to decide to table the change.

The Change Request log should be kept current throughout this process. All open and newly approved change requests should be presented in the weekly status reports and reviewed in the monthly Steering Committee meetings.

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CHANGE REQUEST MANAGEMENT

A Project Change Request is generated to document, track, and control adjustments to scope of work including the addition or removal of requirements, date changes, resource changes, and budget changes. The change may or may not impact project schedules or costs. These change requests will provide a documented trail which will:

Update revisions to the original definition of expected activities Provide information for the assessment of time, resource availability, and cost

impact of the requested change

A Project Change Request will be issued when: There may be a delay in obtaining required information or where the delay

would impact the project schedule commitments A decision or approval is required which could have a broad impact on business

policies, processes, or procedures An issue could impact the scope of work Change is the result of the removal of functionality or reduction in project costs

The PMO will ensure that Project Change Requests are fully documented, reviewed, tracked, and that project impacts are appropriately assessed. The PMO will further ensure that these requests are approved or rejected in a timely manner.

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CHANGE REQUEST PROCESS

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Project Admin updates CR Log

Client (or team member) identifies

issue

Client (or team member) identifies

change

IssueTrak

Client (or team member) determines change is

needed

Change Request Form

Client (or PM/team lead) completes Change

Request Form

PM/team lead coordinates analysis of request, reviews

with client

• Description• Priority• Workarounds

• Solution Alternatives• Estimate of Effort• Workplan impact

Change Request Form

PM provides cost estimate and obtains

client approval, updates CR log

Change Request Log

CR log presented in weekly status and monthly Steering

Committee meetings

DECISION LOG

A Decision Log is a valuable tool to be used on large, complex projects where client resources are organizationally or geographically decentralized. It is to be used to help ensure buy-in and accountability throughout the project team by communicating decisions which impact the project’s scope or which may cause potential conflict.

Many of the items on the Decision Log will also be documented elsewhere (i.e., test plans, design documents,etc.), but having a central repository noting significant decisions will highlight potential conflict areas to ensure full communication and avoid later rework. All new decisions should be included in the weekly status report and summarized in the Steering Committee presentation. The Decision Log template and instructions for completing each field is found in TEMPLATE – Decision Log.xls.

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# Functional Area

Description Made By

Date Approved By Date Approved

Date Reported in Status Mtg.

Impact

WEEKLY STATUS REPORTS

As part of the project charter, clients will commit to participating in weekly status meetings. These meetings should include project leadership representing @CIOBRODY (PM and Team Leads), vendors (if appropriate) and the client (key client leads, client PM).

These meetings will ensure the client is continually updated on project status, project risks, open issues, decisions, scope change requests and upcoming milestones or project activities. It will also provide project leadership the opportunity to identify cross-team issues or risks. A status report will be prepared in advance using the template presented in TEMPLATE-Weekly Status Report.doc. This pulls in information from several sources including the workplan, Issues database, Risk Log, Decision Log and Project Calendar.

During the meeting, minutes should be taken to capture any relevant discussion or follow-up points. These meeting minutes, along with the updated status report and supporting documents, should be redistributed following the meeting.

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MONTHLY STEERING COMMITTEE MEETINGSAnother component of the project charter will be the establishment of a Steering Committee composed of senior project leadership (@CIOBRODY, Vendor and Client) and other @CIOBRODY or Client management as appropriate.

Whereas the weekly status meetings focus on progress to date and open items, the Steering Committee presentations should generally address open risks, significant issues and scope changes. The format of the presentations may change, but should include copies of the Risk Logs, Scope Change Logs and Issues Logs (high priority/impact issues only).

As with the Weekly Status meetings, minutes should be taken during the Steering Committee meetings and distributed to all participants and Steering Committee members. @CIOBRODY project management should ensure client participation in these meetings. If clients are not regularly attending the meetings, it should be documented as a project risk.

While some of the specific agenda items for Steering Committee meetings will vary based on the engagement, the status of the project and the phase being completed, every Steering Committee should include the following discussion topics (see TEMPLATE – Steering Committee Presentation.ppt):

Status Update Open and Recently Resolved Risks Significant Issues Requiring Senior Management Attention Decision Log Upcoming milestones

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MEETING AGENDA AND MINUTES

Meeting Agendas will be prepared by the meeting chairperson for all meetings, and distributed to expected attendees prior to the scheduled time. The agenda should identify items for review and discussion including who is responsible and expected discussion result, (ie: agreement, decision, direction, or assignment). Meeting minutes will be recorded by the meeting chairperson or that person’s designee. Action items and or decisions will be recorded in the IssueTrak data base. Items identified as decisions will be recorded in the Decision Log. A template and instructions are presented in the TEMPLATE – Meeting Agenda and Minutes.doc. The template includes:

– Title of Meeting– Expectations– Meeting called by– Date / Time– Place– Attendees– Please Bring– Agenda Topics, Durations, and Owner– Special Notes– Minutes– Action Items

PROJECT QA PROCESS

A Managing Director or other IT Solutions Executive not directly involved in the project should conduct quarterly Quality Assurance reviews. The object of these reviews is to ensure the project is being delivered according to @CIOBRODY’s methodology and standards and that the project is not exposed to significant risk that could impact its successful completion.

The QA template can be found in TEMPLATE – QA Checklist.xls. The checklist identifies 53 individual checkpoints addressing items such as:

Are the Risk and Issues Logs current and are being worked in a timely manner? Does the workplan have accurate ETCs? Are deliverables in standard format and of good quality? Do team members understand their upcoming tasks and responsibilities? Is there a test plan? Are there sufficient skills on the team?

The individual completing the QA assessment will rate each of the criteria (Good, Fair, Poor and N/A). The spreadsheet will then calculate a QA score. Once the QA is completed, the reviewer will work with project leadership (and the client if appropriate) to develop action plans to address weaknesses identified in the review.

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DOCUMENT NAMING AND STORAGEAn important component of successful delivery organizations is their knowledge capital. Knowledge capital is composed of the skills and experiences of individual team members but more importantly, the collective skills and experience those team members gain within the organization. The ability to use repeatable deliverables substantially simplifies work effort on subsequent engagements. Therefore, it is important that standard deliverable formats and hard and soft-copy naming conventions and storage procedures be implemented. This will allow team members to quickly locate documents and files, promote version control and backup, and will support other teams who may be engaged in projects with similar characteristics, allowing them to reuse your deliverables.

• Deliverable Templates – Deliverable template formats will be developed and stored on the shared drive. Each template will be named with the prefix TEMPLATE – {Template name}.ext. Some templates have already been created for use, particularly those supporting the PMO; others will be created as a standard methodology is developed.

• File Naming – All files should be named using the following standard. ISG.{Doc Init}.{Doc Name}v.1.ext:

ISG – Client Initials

{Doc Initials} – 2 or 3 letter code indicating then document type. This code is found in the Directory Structure.xls spreadsheet. Status report = “SR”, Steering Committee presentation = “SC”, etc.

{Doc Name} – a unique identifier of the document being created. For instance – “Hennepin Sales Order Returns Process Flow” or “Indiana Harbor Shipping System test Script”.

v.x – Version. Use v.1, v.2, etc.

ext – document extension assigned by the application used to create the document (doc, xls, ppt, mpp).

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DOCUMENT NAMING AND STORAGE

• Header/Footer – In addition to the naming standards, every document should have a standard header and footer. The header should be formatted in bold font, centered at the top of the page and should include

{Client Name}: {Project Name}

{Document Title}

Subtitle (i.e., Excel tab) if applicable

The footer of every page should be in a small (8 or 10 point) font, and include the following:

{Directory/File Name} Page # Date Created: {mm/dd/yy}

Created By: {Author} Date Modified: {mm/dd/yy}

• Hard Copy retention – at the end of each phase, or whenever a client has signed-off on a document, a printout should be stored in a deliverables folder. The deliverables should be stored according to the hierarchy presented in the Directory Structure.xls spreadsheet.

• Original versions of documents which require client sign-off should be forwarded to Pittsburgh. A copy of any client-signed document should be provided to the client and another retained by the project team. Documents requiring client sign-off include: Contract/Statement of work Change requests Client satisfaction surveys Phase completion/deliverable sign-offs

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DOCUMENT NAMING AND STORAGE Network retention – Every project should have secured file server space for

storing project deliverables. Individual hard drives are not to be used to store any deliverable including work in process, drafts or final versions, unless the team member is working from a remote location and does not have access to the server. The server space should be backed up daily, with an offsite backup made at least weekly. Individual team members should not create their own folders for work in process or final deliverables. All deliverables should be stored in common folders according to the hierarchy presented in the Directory Structure.xls spreadsheet.

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CLIENT SATISFACTION PROCESS

The Client Satisfaction Survey process is a key component of @CIOBRODY IT Solutions’ success. Client satisfaction drives the ability to obtain repeat business at existing clients, to provide additional services such as support agreements and to use clients as references in obtaining new business. It provides feedback on our consulting skills and the value we are perceived to provide to clients. It also helps project team members understand what the client values and expects from us throughout an engagement so that we can frame our efforts accordingly.The process is composed of three primary components:

A Pre-Survey conducted prior to, or shortly after, project kickoff. The Pre-Survey will introduce the client to the Client Satisfaction survey form and process and will solicit input from the client. The client will be asked to review the standard satisfaction criteria on our form and to provide any additional, client-specific criteria that they consider important components of a successful engagement. The client will also be asked to assign weightings to all the evaluation criteria. Soliciting this information upfront will allow us to focus our energies accordingly and to identify any potential issues early on.

At the completion of each project phase (or at the end of shorter engagements), the client will be asked to rate us using the standard criteria as well as the additional criteria they may have added in the first step. They may also provide additional, free-form commentary. If the survey is being conducted at the end of a phase (vs. end of the project), the client may also change their assessment criteria and weightings obtained earlier.

The final step in the review process is logging the results into a spreadsheet which will calculate an overall client satisfaction index. This will allow for reporting by PM, by client, by line of business, organization-wide or other criteria.

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CLIENT SATISFACTION SURVEY FORM

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Survey Criteria Step 1 – Relative Importance (Rank 1-Critical to

5-Unimportant

Step 2 – Hudson Score (1 – Greatly Exceeded

to 5 – Dissatisfied) Communication Skills Project Management Business Understanding Technical Expertise Professionalism Quality of Work Price/Value Client Specific Criteria Where did we greatly exceed your expectations?

Where did we not exceed your expectations?

Would you use Hudson Global Resources IT Solutions for a future project?

Would you recommend Hudson Global Resources IT Solutions to other potential clients?

The Client Satisfaction Survey is very straightforward to ensure client understanding and usage. The table below summarizes the survey form, which is formatted differently for client distribution and completion.

CLIENT SATISFACTION SURVEY RESULTS

The next slide shows the format of the spreadsheet to be used for entering survey results and calculating the over Client Satisfaction Survey Score. The PMO Manager or Managing Director should obtain the survey forms from the client and fill in the yellow-shaded fields with the survey results.

Additional columns can be added to support extended engagements. This data could also be extracted into a database for summary reporting by line item/criteria client, by sales person, by project manager or other criteria as defined by IT Solutions management.

Analysis of the survey results will identify areas where @CIOBRODY may want to focus staff development efforts or it may highlight areas where individual project manager performance excels or needs improvement. It may also identify Business Development opportunities.

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EMPLOYEE SATISFACTION PROCESS

Employee Satisfaction is a key component to being able to attract and retain top talent. Given the costs to recruit and train resources, keeping existing staff challenged and rewarded can help manage costs, particularly in an economy where profitability is challenged by shrinking revenue. Staff turnover rates are also reviewed by stock analysts to assess a company’s stability. High turnover rates may be an indication of internal issues and may impact the ability to deliver projects.

The Survey forms should be distributed to all project team members at least quarterly and at the completion of a project. Employee Satisfaction surveys should be anonymous to allow team members to be candid in their responses. The PMO Manager or Managing Director responsible for the engagement (vs. the Project Manager) should be responsible for distributing and collecting surveys.

The Survey questions and the spreadsheet used to tabulate the results and calculate results are shown on the following page. The yellow-shaded cells are to be used by the PMO Manager to enter survey results. Like the Client Satisfaction surveys, summary results may be analyzed by Managing Director, Director, Manager, Line Item, Client or other criteria to identify areas for improvement or potential counseling of team leadership.

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@CIOBRODY RESOURCESIMPLEMENTATION

METHODOLOGY OVERVIEW

IMPLEMENTATION METHODOLOGY OVERVIEW

Hudson Implementation Methodology - Overview

Feasibility Study

Requirements Analysis and

Functional Design (A&D)

Detail Specification and Design

(DSD)

Implementation, Deployment &

Commissioning

(Implementation)

Application Maintenance &

Support

(AMS)

Who, What, When,Where, How, Why?

Next?Identifies what should be done next (new problems/opportunities)

Solution Delivery

Who, When, Where, HowDefines the product that delivers the expected benedits

WhatDefines what must be done in order to achieve the expected benefits.

WhyDetermines why it should be done; benefits/costs and business/technical feasibility.

Systems Development Life Cycle

Systems Life Cycle

The Hudson Methodology is an SLC which includes project initiation and ongoing production support, not an SDLC which only includes development

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Hudson Implementation Methodology – Key Deliverables & Major Milestones by Phase

Gap Specifications

Detailed Specifications & Designs

SEMS Release ProductProject

Charter

Feasibility Study

Requirements Analysis and Functional

Design (A&D)

Detail Specification and Design (DS&D)

Implementation, Deployment &

Commissioning(Implementation)

Application Maintenance & Support (AMS)

New Opportunities

M

· Feasibility Complete

M

· A&D Complete

M

· DS&D Complete

M

· Development Complete· System Test Complete· UAT Complete· Deployment Plng. & Prep. Complete

Key Deliverables

Major Milestones

Functional Design Document

Data Migration & Conversion Designs

Infrastructure & Integration Designs

System Setup & Config Design

SHOP Release Product

Infrastructure Upgrades

User Training & Documentation

Support Training & Documentation

Detailed Release Deployment Plan

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Exit Criteria:ü Approved A&D workplanü Approved A&D budgetü Completed Project Charterü Completed Feasibility

Checklist

Feasibility Study

Requirements Analysis and Functional

Design (A&D)

Entrance Criteria:ü N/A

Entrance Criteria:ü Feasibility Exit Criteria +ü Approved A&D Project

Charterü Approved A&D funding

Exit Criteria:ü Agreed upon updated

Statement of Scopeü Agreed upon Gap

Specification (prioritized Gap list & descriptions)

ü Completed Project Definition Document

ü Approved DS&D workplanü Approved DS&D budgetü Completed A&D Checklist

Detail Specification and Design (DS&D)

Entrance Criteria:ü A&D Exit Criteria +ü Approved DS&D Project

Charterü Approved DS&D funding

Implementation, Deployment & Commissioning

(Implementation)


Entrance Criteria:ü Approved IDC workplanü Approved IDC budgetü Approved IDC Project

Charterü Approved IDC fundingü Detailed Design Specs

(program or component level) are available for coding to begin

Exit Criteria:ü All Gaps traceable to Specsü All Specs assigned to SSSI

or Client IT for deliveryü SHOP Configuration/Setup

complete & approvedü All Specs above level of

“Program Specs” completeü User Experience designed

& approved, if applicableü Data Migration/Conversion

Design Complete, if applicable

ü Interface/Integration Design Complete, if applicable

ü Infrastructure/Network Design Complete, if applicable

ü Training & Commissioning Strategy formulated, if applicable

ü Approved IDC workplanü Approved IDC budgetü Completed DS&D Checklist

Exit Criteria:ü All Gaps/ Specs fulfilledü Configuration/Setup tested

at the System & UAT levelsü All components

(application, integration & data migration/conversion) tested at unit, System & UAT levels

ü Known defects identified & implementation risk is quantified

ü Infrastructure changes have been implemented & tested

ü Training & commissioning plans & materials complete & accepted

ü Security Requirements are incorporated into the design

ü Deployment planning is complete & approved

ü Approved AMS workplanü Approved AMS budgetü Completed ID&C Checklist

Entrance Criteria:ü ID&C Exit Criteria +ü All User & Support training &

documentation has been delivered and accepted

ü Deployment & system startup has successfully completed

ü SHOP as delivered is operating at a supportable level

ü AMS is able to assume support

Exit Criteria:ü N/A

Hudson Implementation Methodology – Entrance and Exit Criteria by Phase

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Hudson Implementation Methodology – Managing Multiple Projects and Ongoing Production Support

Project 1Feasibility

Study

Project 1A&D

Project 1DS&D

Project 1IDC


Post Go-Live Support AMS Documentation Service Request / Incident Log Client Sign-Offs

SLC


Study

Project 2A&D

Project 2DS&D

Project 2IDC


Study

Project 3A&D

Project 3DS&D

Project 3IDC

Project 1Build 2

Feasibility Study

Project 1Build 2A&D

Project 1Build 2DS&D

Project 1

Build 2

IDC

Project Management (PMO)

Status Reports Project Change Request/Decision Logs Issue Logs Risk LogsTime & Expense Configuration Management Budget/Financial Checklists

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Hudson Implementation Methodology Tools & Techniques

ü Initial requirementsü A&D Statement of Work/Charterü Budgets/Financial Plansü Cost/Benefit Analysisü Project workplan & resource schedulesü PMO tools

Conduct Workshops

ü Initial Gaps/Issuesü Process Definitionü Configuration Requirements

ü Initial Training documentation

ü Initial System Configurationü Gap Definitionü Gap Analysis & Prioritization

ü Gap Specsü Revised scope/workplan/budgetsü DSD Charter/Statement of Workü DSD Project Definition Document

A

FEASIBILITY STUDY

REQUIREMENTS ANALYSIS & FUNCTIONAL DESIGN (A&D)

Install in Test/Training

Environment

Prepare for & Conduct

CRP

Requirements Definition

Feasibility Study

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A Solution Development

ü Program Specsü Programming Standardsü Code Reviewsü Unit Test Documentation

Hudson Implementation Methodology Tools & Techniques

System Testing

ü Test Strategyü Test Plansü Test Scriptsü Issue Logsü Defect Logs

User Testing

Rollout Planning

ü Go Live Plansü Communication Plansü Conversion Plansü Work Instructions/Training Material

ü User Test Scriptsü Test Logs

Go Live

ü Conversionü Trainingü Communications

Detail Specification and Design

(DSD)

ü SHOP: Detailed Specsü SHOP: Configuration Spec (Ctrls, user data, security, Level2/SFS)ü Baseline Prototype / Business Process Reviewü Data Migration / Conversion & Go-Live Planningü QA / Test Planningü Training & Commissioning Planningü Infrastructure Designü Legacy Environment (non baseline) designü Data Architecture Designü Reporting Standards ü IDC Phase Charter/SOWü IDC Project Plan, Budgets, etc.

DETAIL SPECIFICATION & DESIGN

IMPLEMENTATION, DEPLOYMENT & COMMISSIONING

Application Maintenance

& Support (AMS)

ONGOING SUPPORT

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@ciobrody pmo methodology overview

Leadership & Management