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IS&T Program Management Office

Playbook

Jefferson Confidential i

Revision History

Revision Date Issued Description Author

5/4/2016 First Iteration IS&T PMO - CapTech

6/28/16 Intranet 1.5 Updates IS&T PMO

Jefferson Confidential 2

Executive Summary

This Program Management Office (PMO) Playbook has been prepared to provide the Jefferson

IS&T organization, and its partners, with insight into the procedures and best practices that have

been implemented around the management of IS&T projects and portfolios. Additionally, the

Playbook provides ability to drill down from a high-level perspective to tactical activities within

each step of the process. To achieve this objective the PMO playbook outlines:

An efficient process for managing project demand

The Jefferson Project Management Lifecycle which standardize how projects in IS&T

are executed

Standard project management processes and supporting sub-processes and activities

that incorporates Planview, Jefferson’s IS&T Project & Portfolio Management (PPM) tool

Also highlighted is the function and focus of each team within the IS&T Governance model. The

teams, their mission and guiding principles have all been documented in the spirit of adopting a

transparent governance process that empowers each team.to take action to affect positive

outcomes.

The Playbook also features details on the reporting provided to leadership and stakeholders,

enabling the necessary insights to effectively monitor project and portfolio performance and fully

understand the impacts and risks to their organizations.

This Playbook focuses on the current state of portfolio and project management processes in

the IS&T PMO. While some sections may speak to a future state, they should not be considered

as live processes until they have been implemented by the IS&T PMO. It also provides practical

guidance that can be applied to most situations involving the management of projects. The PMO

Playbook is a living document that will grow and improve as the IS&T PMO organization

matures.

.


Table of Contents Executive Summary ...................................................................................................... 2

1 Introduction .............................................................................................................. 5

1.1 Playbook Objectives ................................................................................................................... 5 1.1.1 Intended Audience .............................................................................................................. 5

1.2 Scope of Playbook ...................................................................................................................... 6 1.3 How to Use the Playbook ........................................................................................................... 6 1.4 About the IS&T PMO ................................................................................................................... 6

1.4.1 Mission and Guiding Principles ........................................................................................... 6 1.4.2 IS&T PMO Structure............................................................................................................ 8 1.4.3 Areas of Focus and Primary Activities .............................................................................. 10

1.5 Where to Find Reference Material ........................................................................................... 11 1.6 Planview@Jeff - Our Project Management Tool .................................................................... 12

1.6.1 Overview ........................................................................................................................... 12 1.6.2 Getting Access .................................................................................................................. 12 1.6.3 Available Training .............................................................................................................. 13

2 Portfolio Management: Current State ................................................................... 14

2.1 Demand Management ............................................................................................................... 14 2.1.1 Ad Hoc Intake Process ...................................................................................................... 14 2.1.2 Fast Tracked Intake Process ............................................................................................ 18 2.1.3 Annual Intake Process ...................................................................................................... 20 2.1.4 Impact Assessment Process ............................................................................................. 22 2.1.5 Intake Process Meeting Cadence ..................................................................................... 23

2.2 Resource Management ............................................................................................................. 24 2.2.1 Requesting Resources ...................................................................................................... 24 2.2.2 Resource Effort Tracking .................................................................................................. 25

3 Project Management .............................................................................................. 27

3.1 Jefferson Project Management Lifecycle Methodology ........................................................ 27 3.2 Initiation ..................................................................................................................................... 32 3.3 Planning ..................................................................................................................................... 34

3.3.1 Develop the Detailed Project Charter................................................................................ 35 3.3.2 Create Communications Management Plan ..................................................................... 35 3.3.3 Developing the WBS/Project Plan..................................................................................... 36 3.3.4 Conduct the Kickoff Meeting ............................................................................................. 36 3.3.5 Conduct Technical Review and Document Architectural Requirements .......................... 36 3.3.6 Application Impact Assessment/Business Continuity Review .......................................... 37 3.3.7 Develop Design Reports ................................................................................................... 38 3.3.8 Initiate Training Plan ......................................................................................................... 38 3.3.9 Execute RFP Process ....................................................................................................... 38

3.4 Execution ................................................................................................................................... 39 3.4.1 Ongoing Monitoring ........................................................................................................... 39 3.4.2 Change Control (not Scope Change) ................................................................................ 40 3.4.3 Status Reporting................................................................................................................ 40

3.5 Transitioning.............................................................................................................................. 41 3.5.1 Go-Live Preparations ........................................................................................................ 42 3.5.2 Training ............................................................................................................................. 42 3.5.3 System Go-Live ................................................................................................................. 42 3.5.4 Go-Live Support ................................................................................................................ 43

3.6 Closing ....................................................................................................................................... 43 3.6.1 Generate Project Closeout Information ............................................................................. 44 3.6.2 Complete Lessons Learned .............................................................................................. 44


3.7 Monitor and Control .................................................................................................................. 45 3.7.1 Issue and Risk Management Processes ........................................................................... 46 3.7.2 Change Control Process ................................................................................................... 50 3.7.3 Progress Status Reporting Process .................................................................................. 53 3.7.4 PMO Scrum ....................................................................................................................... 57

4 Governance Structure ............................................................................................ 59

4.1 Overview .................................................................................................................................... 59 4.2 Executive Steering Committee “Cabinet” .............................................................................. 60

4.2.1 Executive Steering Committee “Cabinet” Structure .......................................................... 60 4.3 Operational Oversight Team (OOT) ......................................................................................... 60

4.3.1 OOT Structure ................................................................................................................... 61 4.3.2 Pillar Membership Teams ................................................................................................. 62 4.3.3 Pillar Membership Team Structure .................................................................................... 62

4.4 Program Management Office ................................................................................................... 63 4.4.1 Health Check Evaluate Criteria ......................................................................................... 64 4.4.2 Health Check Report ......................................................................................................... 64

5 Governance Reporting ........................................................................................... 66

5.1 Reporting Overview .................................................................................................................. 66 5.2 Executive Level Reporting ....................................................................................................... 66 5.3 Pillar Level Reporting ............................................................................................................... 67 5.4 Project Level Reporting ............................................................................................................ 67 5.5 Other PMO Reporting ............................................................................................................... 68

6 PMO Tools and Templates..................................................................................... 69

7 Reference Material ................................................................................................. 70

8 Appendix A: Portfolio Management: Future State ............................................... 71

8.1 Resource Management ............................................................................................................. 71 8.1.1 Capacity Management .................................................................................................... 71 8.1.2 Demand Management ..................................................................................................... 72 8.1.3 PMO Capacity Planning .................................................................................................. 72

8.2 Practice Management ............................................................................................................... 73 8.2.1 PM Training Program ...................................................................................................... 73 8.2.2 KPI Development and Status Reporting ....................................................................... 73 8.2.3 Standardization ............................................................................................................... 74 8.2.4 Communication ............................................................................................................... 74

9 Appendix B: Additional New Process .................................................................. 76

9.1 Ad Hoc Intake Process ............................................................................................................. 76 9.1.1 How to manage a Quick Win ............................................................................................. 76


1 Introduction

This section highlights the objectives and scope of the PMO Playbook, describes how it should

be used, and provides information about the structure, mission and guiding principles of the

Jefferson IS&T PMO.

1.1 Playbook Objectives

The Program Management Office (PMO) Playbook and its appendices provide a single point of

reference for the PMO’s processes and governance. The objectives of the PMO Playbook are

as follows:

To provide a comprehensive portfolio and project management approach for all PMO

roles with a level of detail that will allow them to perform the functions outlined in this

document.

To standardize the use of tools and templates to efficiently conduct project related

activities and support defining the direction of IS&T projects.

To understand PMO best practices and critical success factors.

To serve as an onboarding tool for new PMO team members or as a reference

document for existing PMO team members.

To serve as a communication tool for those not within the IS&T organization that

explains the portfolio and project management processes used by the PMO.

1.1.1 Intended Audience

The intended audiences of the PMO Playbook are as follows:

Various levels of Executive Leadership

Current and future IS&T PMO members

Portfolio Managers, Program Managers, Project Managers, Project Analysts, Business

Analyst and other project team members

Internal and external organizational partners looking to understand Jefferson’s Portfolio

and Project Management methodology and processes


1.2 Scope of Playbook

This Playbook focuses on the current state of portfolio and project management processes in

the IS&T PMO. While some sections may speak to a future state, they should not be

considered as live processes until they have been implemented by the IS&T PMO.

1.3 How to Use the Playbook

This document has been constructed and is being presented in chronological order of a typical

project. This document is not intended to provide all of the answers for every situation, but is

intended to provide practical guidance that can be applied to most situations involving the

management of projects.

All team leaders and members should review and become familiar with the processes, key

activities and related tools and templates. Additionally use the playbook as:

A good forum to set execution expectations for new team members with minimal

portfolio or project management experience.

A valuable reference for experienced team members to use while planning and

executing Jefferson portfolio or project management initiatives.

Reference material from previous PMO portfolio and project management efforts should also be

referenced to see actual deliverables and completed templates. Much of this reference material

can be found in the IS&T portfolio and project management tool, Planview.

The Playbook, templates, tools, and processes are managed by the IS&T PMO team. Any

needed updates to the PMO Playbook should be reported to the IS&T PMO team so that they

can reflect the relevant updates to a new iteration of the playbook. For details on any aspect of

the information covered in this document, contact the IS&T PMO team at Jefferson.

1.4 About the IS&T PMO

1.4.1 Mission and Guiding Principles


Mission

Jefferson Enterprise IS&T Governance Leadership team oversees the project prioritization

process, providing focus and alignment at the enterprise level to ensure IS&T resources

effectively support the organization strategy and operations.

The IS&T Project Management Office (PMO) mission is to support the Jefferson Enterprise

IS&T Governance program by aligning Intake to corporate strategy, working with Pillars to

prioritize and execute work and performing routine checks to ensure that Information

Technology projects are completed on time, in scope, and on budget.

Guiding Principles

Guiding principles, which have been developed based on Jefferson’s vision, strategic direction,

culture and core values, are used to guide actions and decision making of PMO Leadership and

all project teams throughout any PMO effort. The guiding principles for the Jefferson IS&T PMO

are:

We will implement best practice guidelines and standards in our workflow process and governance while building knowledge, templates, and capabilities within the organization. Our workflows will streamline our efforts to do the right thing. We will not be paralyzed by the pursuit of process perfection.

We will remain focused. We will own and promote leadership decisions. We will establish and track metrics to ensure desired outcomes are met. We will be consistent, follow a standard agreed upon process, and will not allow the “End Run”.

We hold ourselves accountable to develop the project plan with aggressive and achievable deliverables.

On Time On Budget

In Scope

We will capitalize on existing relationships, excellence, integrity and knowledge as we implement projects and portfolios of work to enhance efficiency and satisfaction for all Jefferson users.

We will collaborate closely, listen carefully, and be reasonably flexible.

Participate Engage

Respect

We will promote standardized workflows by adopting a PMI PM-BOK centric methodology.

Govern Standardize

Execute


In addition to these guiding principles, it is assumed that for each project initiative:

1. The PMO approach, processes and tools will be utilized to the extent possible.

2. There will be some level of PMO involvement in all phases of the projects, regardless of

how small the initiative is.

In order to address the unique aspects of projects, minor variations / changes to the approach,

processes and tools will be permitted with the approval of the IS&T PMO.

1.4.2 IS&T PMO Structure

Jefferson’s IS&T division has implemented a centralized PMO that reports directly to the Vice

President of Business Affairs & Portfolio Management. The PMO is structured to support the

organization by:

Providing methodologies that standardize how projects at Jefferson are executed

Establishing procedures and developing best practices around the management of

projects and programs.

Developing and maintaining templates that provide a consistency across projects

The Director of the PMO oversees this organization with the support of a PMO Lead and a Sr.

Project Manager. The PMO organization has adopted a flexible staffing model (shown below)

that provides leadership with the ability to align individual PMO resources to various functional

roles. Functional roles can be scaled to support changes in project demand.


The table below shows the functional roles within the PMO and their primary responsibilities:

Multiple functional roles may be performed by a single individual within the PMO.

PMO Functional Roles Primary Responsibilities

Pillar Portfolio Manager

• Align Intake to Corporate Strategy

• Work with Pillar leaders and IS&T to prioritize project

intake

Program Manager

• Responsible for the success of the program’s they

manage

• Evaluate project requests

• Manages program Issue & Risk Management

Project Manager

• Responsible for the project’s success

• Leads project team

• Owns project schedule

• Secures resources

• Time and cost estimation

• Issue & Risk Management

Project Analyst

• Admin duties: Documentation, Reporting

• Communication Updates: Status, Schedule

PMO Initiation Coordinator

• Scopes the project

• Creates Project Charter

• Translates business needs

• Translates technical issues

• Bridge communication between PMO and business

stakeholders

In addition to the functional roles within the PMO, each business unit in IS& T has established

other functional roles to support the delivery of IS&T projects. These roles, and their typical

responsibilities, are highlighted in the table below.

Other Functional Roles Primary Responsibilities

Business System Analyst

• Define Solution (with Enterprise Architecture)

• Requirements Gathering and Functional Specification

documentation

• Assist in creating Project Charter

• Serve as PM on some initiatives

• Manage Quick Win Projects

Business Initiation Coordinator • Scopes the project


Other Functional Roles Primary Responsibilities

• Creates Project Charter

• Translates business needs

• Translates technical issues

• Bridge communication between PMO and business

stakeholders

Resource Managers

• Assess work request efforts

• Manage Quick Win Effort

• Staff project teams

• Negotiate contract for service

1.4.3 Areas of Focus and Primary Activities

The IS&T PMO has overall accountability for the delivery and execution of IS&T projects. The

table below identifies the six areas of focus and the primary activities performed by the IS&T

PMO organization.

1. Manage Project Portfolios

Project Dashboard Reporting. Provide key metrics and color coded basis

reporting so leadership can quickly see where to focus attention.

Portfolio reviews. Present Pillar leadership with backlog for continuous

prioritization. Meet regularly with project managers to monitor and assess the

health of individual projects within a portfolio.

2. Manage Proposed Projects Pipeline

Assess project request. Gauge the cost, benefit, and risk of the project to

determine the level of effort needed for the initiative.

Evaluate Business Cases. Work with the business to vet a project’s

Business Case to ensure it is sound.

Ensure Strategic Alignment. Work with Pillar leaders to ensure that

projects align to the Blueprint for Strategic Action.

3. Define Process and Procedures

Owner of Portfolio Management and Project Management processes.

These are the current offerings of the IS&T PMO that are defined for the IS&T

organization.


Maintain Process Documentation. Update as needed to ensure the

procedures are best serving the organization. This means removing

procedures that do not provide value to the projects. It is also important to

keep it simple and clear so it can be easily repeated and reported on. Strong

procedures do not mean a lot of procedures.

Conduct Stage Gates. Ensure projects are following the process. This is a

combination of active monitoring and reviews done at the end of each phase.

Educate. Provides project managers and resource managers with ongoing

training and job aids.

4. Manage PMO Resources

Manage Project Managers. Currently, the IS&T PMO manages about 40%

of the Project Managers (PMs) on IS&T projects. As the PMO continues to

grow all PMs on IS&T projects will report directly to the PMO and will be

cross-functionally tied to the business areas.

5. Provide and Maintain Project Tools

Provide Project Management Tools. The Planview project management

tool, the Jefferson Project Management Methodology and this Playbook are

examples of the tools that are provided to ensure the successful

implementation of projects. These tools are maintained by this office.

6. Manage Closed Projects

Maintain Artifacts. Keep a repository of past project information for

reference.

1.5 Where to Find Reference Material

All reference documents listed within this Playbook are stored on a SharePoint site. When the

SharePoint location has been created the link will be placed here for future reference. Contact

the IS&T PMO if there are issues with the hyperlinks.


1.6 Planview@Jeff - Our Project Management Tool

1.6.1 Overview

This section is still under construction.

Planview@Jeff is the enterprise resource and portfolio management tool that IS&T uses to

govern and manage Jefferson’s IS&T enterprise project portfolio. The IS&T PMO currently uses

Planview@Jeff to provide a single location for:

• Identification, quantification, and qualification of project requests requiring IS&T

Resources

• Management of most IS&T Projects, and resource capacity Planning

• Capturing and tracking all IS&T Keeping the Lights On (KLO) work

• Deliver IS&T projects using the standardized processes and controls established by the

IS&T Program Management Office.

• Document and baseline effort for time spent working and managing IS&T initiatives

The Jefferson Project Management Methodology has been incorporated into Planview@Jeff,

adding an extra layer of PMO process compliance. The IS&T PMO is currently implementing the

solution to select users, primarily those that function as Pillar portfolio managers, program

managers, project managers, resource managers and project resources. As the PMO evolves

and matures, this system will transform to support the organizational needs.

1.6.2 Getting Access

The PMO owns and administers Planview@Jeff. Existing IS&T employees and contractors as

of 3/26/2016 have been setup in the system automatically. After this date, all new resources to

be added into the system, regardless of role, must obtain access to Planview through their

manager using the Planview Access Request form. This form is to be submitted to the PMO for

processing via e-mail to [email protected].

mailto:[email protected]


1.6.3 Available Training

Planview@Jeff offers 24/7access to training via the Planview Success site at

https://success.planview.com. This site is setup for self-registration to gain access to training

modules. Documents identifying the recommended training modules are available from the

PMO in addition to Planview@Jeff specific Job Aids for various routine tasks performed via

different roles.

https://success.planview.com/


2 Portfolio Management: Current State

2.1 Demand Management

Demand Management is a planning methodology used to forecast, plan

and manage the demand for projects requiring IS&T resources at Jefferson. The PMO provides

processes for completing project intake, estimation, and prioritization. The PMO also serves as

a link between the business unit and IS&T.

There are three ways in which the PMO accepts projects, the Annual Intake Process, the Ad

Hoc Intake process and the Fast Tracked Intake processes. Many of the activities, process

inputs and outputs that occur during the intake process will closely align to the Initiation Phase

of the Jefferson Project Management Methodology (see the Initiation Phase section for more

details).

2.1.1 Ad Hoc Intake Process

Process Inputs Process Outputs

Work request (via Email, IS Request

System, Service Now, Conversation,

etc.)

Draft Executive Charter (optional)

IS Request System or Service Now

Request Number

Planview Project Updates

Completed Executive Charter

(Planview)

Completed 5 Year TCO (Planview)

Initial Schedule and Financial baseline

Accepted and prioritized projects

Roles and Descriptions

Business Unit – The business unit or any representative of that business unit.

Initiation Coordinator – Liaison between business units and the PMO during project

intake and performs Impact Assessments.

Resource Manager – Assess work request efforts, manage Quick Win initiatives and

staffs project teams with the resources aligned to their group

Director of PMO – Leads the PMO and assigns project intake and project/program

management resources.


Portfolio Manager – Manages a Pillar’s project portfolio and supports the enterprise

project portfolio prioritization process.

The purpose of the Ad Hoc Intake Process is to provide Jefferson Business Units with an

opportunity to request project support from the IS&T organization or to add projects to their

project’s portfolio outside of the Annual Intake Process. There are four parts to this process,

Work Request Assessment, Project Request Assessment, Project Acceptance and Prioritization

and Project Manager Assignment

Work Request Assessment

The process begins with the business unit submitting a new work request IS&T either via

Service Now or the IS Request System. The work request must include the following

information:

Name of person making request

Business Unit

Charge Code if applicable

Description of the request (Some information about the project or an Executive

Charter)

The work request is sent to a queue monitored daily by IS&T resource managers. Based on the

information provided, each work request is evaluated by a resource manager who determines if

the request is a Quick Win or a Project Request (see table below for criteria).

For a request identified as a Quick Win:

1. The resource manager will assign the resource(s) to complete the work.

2. Update the business unit via either Service Now or the IS Request System.

3. The resource or resource manager provides the project management for these

efforts

4. Effort spent working on Quick Win initiatives should be recorded on a KLO project in

Planview

.


Quick Win vs. Project Request

Quick Win

Under 10 hours of effort

A single IS&T Team

Project Request

Greater than 10 hours of effort

More than one IS&T Team

For a request identified as a Project Request:

1. The resource manager will create a new project using the New Work Request function in

Planview

2. The PMO Director will assign either a Business or PMO Initiation Coordinator.

3. The initiation coordinator works with the business unit to complete the Executive Charter

and 5-year TCO Form.

4. The initiation coordinator performs an Impact Assessment to (see Impact Assessment

Process section for more details.)

5. In Planview the initiation coordinator:

Updates the project with the information from the Executive Charter and a 5-year

TCO Form.

Creates an initial schedule and financial baseline.

6. The resource manager receives notification that a new project timeline has been

created. The resource manager will evaluate the initial schedule to identify resource

constraints.

7. The resource manager provides updates to the initiation coordinator at the weekly IS&T

Resource Review team meeting.

8. The initiation coordinator presents the Executive Charter, the 5 year TCO and the

preliminary project roles and hours at the weekly IS&T Demand Management meeting.

Project Request Assessment

The IS&T Demand Management meeting is the forum where new project requests are

evaluated to determine readiness for review and prioritization with Pillar Leadership (See the

Meeting Cadence section for more details).

At the weekly IS&T Demand Management meeting, project requests are categorized as either

“accepted as complete” or “requires further discovery.” If further discovery is required, the

Initiation Coordinator will work with the business unit to collect the needed information. This

cycle continues until the project is accepted by the IS&T Demand Management Team.

When the project request is accepted as complete, the next step is for the Portfolio Manager to

present the accepted project requests to the Pillar Membership Team responsible for


overseeing the business unit. In preparation for the Pillar Membership Team meeting, the

portfolio manager will attend the weekly IS&T Resource Review Team to gather insight into

each accepted project requests resourcing needs and the current availability of resources.

Project Acceptance and Prioritization

Pillar Leadership meets on a regular basis to prioritize new project requests, review the health

of existing projects and address any critical issues or risks. There are two meeting options, an

as needed weekly Pillar Touchpoint and a standing monthly Pillar Touchpoint (See the Meeting

Cadence section for more information).

Pillar leadership must first formally accept a project request before it can be considered a

project. The team performs an evaluation of the requests business case and project sizing

information to ensure alignment with the Blueprint for Strategic Action.

Additional information may be required to evaluate the project request. In this scenario the

project request is returned to the Initiation Coordinator for remediation. When the projects

request is corrected, the request is returned to the Pillar Leadership team. However, if the

change has a significant impact on the project size, the project request will be returned to the

IS&T Demand Management Team for further review prior to going back to the Pillars.

Next, Pillar leadership either accepts the project request as a formal project or returns the

project request to the business unit. Each business units Pillar leader is responsible for

communicating why that project request is being returned.

The new project is then prioritized against the existing projects in the project pool. The project

will either be considered an Active project or On Demand project.

Project Manager Assignment

The Portfolio Manager updates Planview to reflect the Pillar Leadership’s decision. Once the

status of the project has been changed in Planview, the PMO is notified. The PMO then goes

into Planview to promote the project to the Planning phase. The Director of PMO assigns a

project manager in Planview.


2.1.2 Fast Tracked Intake Process


Request from Senior Leadership

Description of request from the

business

Updates to Planview


(Planview)


Identification of Required Roles and

Hours (Planview)

Accepted and prioritized projects


Business Unit – the business unit or any representative of that business unit









Project Manager – Lead the project team and is responsible for the project’s success.

There are times when a request for a project must be expedited. On these rare occasions the

PMO Director will receive notification from Leadership. In these instances, the PMO Director will

assign an Initiation Coordinator to work with the business unit to complete the Intake Process.

Project Request

1. The project request is automatically put into Planview

2. Only basic information is required to enter the project

3. The initiation coordinator works with the business unit to complete an Executive Charter and

a 5-year TCO Form. The initiation coordinator provides the Pillar’s portfolio manager with

project request documentation.


4. The portfolio manager takes the project request directly to the Pillar Membership Team for

prioritization, bypassing the IS&T Demand meeting.

If the project impacts other projects, Pillar leadership will prioritized against other

projects.

5. PMO accepts these projects through Stage Gate and automatically promotes the project to

the next phase.

Project Management of Fast Tracked Projects

Fast Tracked projects are managed using the Jefferson Project Management Lifecycle with a

few exception in particular, the Planning phase has some slight differences which are outline

below. After the Planning phase, Fast Tracked projects fall in line with Jefferson’s project

management lifecycle (Executing, Transitioning and Closing)

Planning Phase for Fast Tracked Projects

1. PMO Director assigns project manager.

2. The project manager develops the Detailed Project Charter.

3. If a required as expedited Technical Assessment is conducted. As part of this process, the

IS&T Technical Resource will work to mitigate any discrepancies which include but are not

limited to assuming a greater organizational risk to complete the Technical Review

Summary

4. Initiation coordinator and project manager will work together to reconcile any missing

documentation as a result of the project being fast tracked.


2.1.3 Annual Intake Process


Work request (Email, IS Request

System, Service Now, Conversation,

etc.)

Draft Executive Charter (optional)

IS Request System or Service Now

Request Number

Updates to project in Planview


(Planview)


Initial Schedule and financial baseline

(Planview)

Accepted and prioritized projects s












The Annual New Project Intake process provides business units with the opportunity to request

new projects funded with capital dollars (in whole or in part) that require IS&T resources. The

intake period runs from September through January for the upcoming fiscal year which begins

the following July. This process aligns to the Annual Budgeting process. There are four

processes in the Annual New Project Intake; Budget Request Process, Annual Project Request

Process, Project Acceptance and Prioritization Process and Project Manager Assignment

Process.

Budget Request Process

Prior to the start of the Annual Budgeting process, Finance Administration provides instructions

to the business units for the budget cycle. These instructions will include direction on how to

submit their projects the PMO for Impact Assessment.


Annual Project Request Process

In September, the business units begin to prepare their annual budgets. As part of this process,

the business unit identifies the projects they would like funded in the next fiscal year (the

following July). As new business opportunities are identified, the business unit will:

Record each opportunity in Stratacap and forward the opportunity to the appropriate

finance officer

Use Stratacap’‘s nominate function to assign the mailbox ([email protected]) of the

IS&T PMO for Impact Assessment.

The Pillar’s portfolio manager receives notification and assigns an Initiation Coordinator to work

with the business unit to complete the assessment. For each project, the Initiation Coordinator

will:

1. Create a project for each opportunity in Planview.

2. Work with the business to do high-level scoping.

3. Perform the Impact Assessment and update the project with results in Planview.

4. Provide the IS&T associated costs for the 5 year TCO and assist with the drafting of a

preliminary Executive Charter.

The business unit then presents the proposed opportunities to the Business Development

Council (BDC). The business unit then prepares a budget packet for each project that is

approved by the BDC. The business unit also provides funding request data to the Initiation

Coordinator to add to the project’s financial plan in Planview. The budget packet is reviewed

and prioritized by the Finance Committee.

Project Acceptance and Prioritization Process

The Finance Committee and the VP of Business Affairs and Portfolio Management use the

Investment Capacity Planning function in Planview to finalize each business unit’s IS&T project

budget. Any projects not accepted by the Finance Committee will be inactivated as part of this

process. The accepted projects will be considered the IS&T Enterprise Project Portfolio.

The Finance Committee communicates Jefferson’s budget to the organization and identifies the

enterprise projects for the next fiscal year. For awareness purposes, the PMO will share the

IS&T Enterprise Project Portfolio at the next IS&T Demand Management Team meeting.


Each Pillar’s portfolio manager will review the documentation for their accepted projects to

ensure the information needed to prioritize the project is available to the Pillar Membership

Team. Any missing documentation should be gathered by the portfolio manager. At the next

Pillar Membership Team meeting, the portfolio manager will present the Pillar’s Project Portfolio

for prioritization. Each Pillar Membership Team prioritizes their projects and provides results to

the portfolio manager.

After prioritization, the PMO will combine the individual Pillar Project Portfolio’s to create the

One Jefferson Report. The report is presented to the Operational Oversight Team (OOT) for

enterprise prioritization. The OOT prioritizes the projects to align to the BSA and as a result, the

IS&T enterprise project portfolio is revised.

Project Manager Assignment Process

The Portfolio Manager updates Planview to reflect the OOTs decision. Once the project’s status

has been updated, the PMO is notified. The PMO then goes into Planview to promote the

project to the Planning phase. When this occurs, the Director of the PMO is notified and assigns

a project manager and updates Planview.

2.1.4 Impact Assessment Process


Executive Charter

5 year TCO

Initial schedule and financial baseline



intake and performs Impact Assessments

An Impact Assessment is an evaluation of the high-level scope and identified success measures

from a project requests’ Executive Charter. The assessment will identify, at a high-level, the

required IS&T roles and complexity. The evaluation outcomes are the project’s required roles,

the financial baseline and the project’s complexity. .


First, the initiation coordinator uses the scope and milestones to determine the required roles

needed and the number of hours it will take to complete the project. The output of this will be the

required roles, the total hours and total number of resources needed for the project, in other

words the project schedule. The initiation coordinator uses these outputs to create the initial

project schedule in Planview.

Next, the initiation coordinator determines the financial baseline. Planview will automatically load

to the costs for each role identified in the schedule. The initiation coordinator will enter all the

cost from the 5 year TCO in Planview. The two items will equal the total cost of the project or in

other words the financial baseline.

To determine project complexity, the initiation coordinator uses the outputs for the roles and

financial baseline and the chart below to determine the complexity to the project. The initiation

coordinator records the project size in Planview

Project Size and Complexity Chart

Impact Small Medium Large Program

IS&T Hours 70 - 1500 1500 – 3000 3000 – 4500 >4500

Cost $25,000< $25k - $500k >$500k >$1M

IS&T Groups 1-3 3-5 6-8 >8

Total Resources 3-5 5-15 15-30 >30

Legend:

IS&T Hours: Number of hours from the schedule

Cost: Total cost from the Financial baseline

IS&T Groups: From the schedule in Planview the total number of groups represented

Total Resources: Roles will identify the number of resources.

2.1.5 Intake Process Meeting Cadence

This section contains the meeting cadence that support the Ad Hoc and Fast Tracked Intake

processes. The tables below provide the details about each meeting.

Meeting Freq. Purpose Attendees Pre Activity In Activity Post

Activity

IS&T Demand Weekly New project

request, IS&T Managers,

Identify new requests,

Introduce new requests, review

Distribute minutes


Meeting Freq. Purpose Attendees Pre Activity In Activity Post

Activity

Management scope review

Directors, PMO

requests ready for review (completed Executive Charter) and distribute prior to meeting

pending requests that have been scoped, identify requests that are ready for resourcing Review pillar priorities, follow up on next steps

within 48 hours, follow up on action items

IS&T Resource Review Team

Weekly

New project request resource review

IS&T Resource Managers, PMO

Identify IS&T resource requirements for agenda items

Review resource requirements and identify capacity constraints

Distribute minutes within 48 hours, follow up on action items

Pillar Touch point

Weekly (as needed)

New Project Request Review, Critical Issues

Pillar Leadership, IS&T leaders, PMO

Provide new project report, Critical Issues Report, & Agenda

Review project requests & critical issues, follow up on open next steps


Individual Pillar Team Meeting

Monthly

Overall Pillar Portfolio Health Check

Pillar Leadership, IS&T leaders, PMO

Provide full portfolio report (pillar & enterprise),

Review pillar portfolio, Prioritize new projects, identify completed work,


2.2 Resource Management

The resource manager for each IS&T Team is responsible for managing their respective IS&T

resources. Each IS&T Team owns their resource management process. This section provides

IS&T project managers with the information needed to request project resources and the

requirements for tracking resource effort

2.2.1 Requesting Resources


The resourcing process begins with project managers entering resource requests thorough the

WBS in Planview. Each resource request must specify the following:

1. Specific job roles (e.g. Network Engineer, Systems Engineer)

2. Phase or Task for which the resource(s) is required

3. Length of engagement and number of hours required over duration of the engagement

4. Add Additional criteria or remarks as appropriate

Note: Project managers may be required to work with multiple resource managers to get a

project staffed.

The resource managers receive the request through Planview and begin the resource fulfillment

process. High-level activities of the resource fulfillment process are:

1. The resource manager will reach out to the project manager to work through resourcing

constraints. The resource manager commits to the full schedule but may only provide

resource names for immediate needs.

2. When a resource has been identified the resource manager will update Planview with

the name of the resource. This step repeats until all requested roles have been fulfilled.

3. The resource manager will notify the project manager either when the resource is

assigned or at the weekly IS&T Resource Review Team Meeting.

4. The resource manager notifies the resource of their project assignment.

5. Project managers must reach out to resources that have been assigned to provide the

details of the role.

2.2.2 Resource Effort Tracking

All project resources are required to submit an Effort Tracking Report. The report details the

time resources spend on the project (see also Planview@Jeff - Our Project Management Tool

for task specific instructional documentation).

Resource effort tracking reports must be complete every Friday by 5 p.m.

Project managers are also required to complete an Effort Tracking Report for their time spent on

the project. The project manager is also responsible for approving Effort Tracking Reports for


the resources assigned to their project. Project managers are required to approve the reports

every Monday by 5 pm.

The resource manager is responsible for approving the resources overall Effort Tracking Report.

This occurs every Tuesday.

Effort Tracking Compliance

The PMO generates a weekly report to ensure compliance to the Effort Tracking process. This

report is share with resource managers, IS&T Directors, VPs and the CIO. Direct managers are

responsible for addressing issues with compliance.


3 Project Management

According to the Project Management Institute (PMI) project management is “the application of

knowledge, skills, tools, and techniques to project activities to meet the project requirements.”

The purpose of this section is to explain how to apply project management for an IS&T project

at Jefferson.

3.1 Jefferson Project Management Lifecycle Methodology

The Jefferson Project Management Methodology has been developed to document a common

methodology for managing projects and to provide guidance and advice to Project Managers

throughout the life of a project.

A common methodology encourages individual Project Managers within Jefferson to approach

each project endeavor with the same discipline and tools. Since the methodology is common,

Project Managers assigned to very different projects will have minimal learning curve to adapt to

a new type of effort.

The Jefferson Project Management Lifecycle is rooted by PMI’s (Fifth Edition) five process

groups with slight modifications to align the lifecycle to project delivery at Jefferson. To ensure

compliance to the Jefferson Project Management Lifecycle and adherence to IS&T PMO

processes, a Stage Gate process for each phase has been included. Roles and expectations

are clearly defined for Project Team members, Project Sponsors, and Business Units,

regardless of the type of project. All project participants receive the same information regarding

deliverables and activities throughout the project.

This transparency streamlines project execution, since participants will not need continual

direction and education regarding the project process. Utilizing one common framework and

incorporating checkpoints improves our ability to complete projects successfully.

The figure below is a graphical representation of the Jefferson Project Management Lifecycle

which identifies each phase and provides high-level information about the phase.


The objective for each phase of the methodology and high level process flows are provided in

the introduction below. Details on each phase to include information such as key inputs, outputs

and tools used are provided in the sections that follow.

Stage Gates

A Stage Gate is a checkpoint conducted by the PMO at the end of each phase of the project

lifecycle. The purpose for this checkpoint is to ensure projects are in compliance with

established PMO processes. What triggers a stage gate is different for each phase as are the

requirements to pass thru

At the Stage Gate, a PMO Representative reviews the project information in Planview and

determines if the phases’ pass through criteria has been met. If the criteria have been met then

the PMO Representative will promote the project to the next phase. If the criteria have not been

met the Project Manager will be required to make the project compliant


Phase 1: Initiation

Overview

The purpose of the initiation phase is to:

• Clarify the business

need or initiative

• Conduct an initial

solution assessment

of what it will take to

do the work and the roles required

• Determine the business priority and desire to proceed

The PMO manages demand for new projects and has established Intake processes that

included many of the activities typically covered during the Initiation phase. For that reason,

most IS&T projects have an abbreviated version of this phase.

Phase 2: Planning

Overview

The purpose of this phase is to:

• Project Manager

assignment

• Business and technical

analysis

• Detailed planning to include required roles to execute

• Project control protocols

• Work Breakdown Structure (WBS)

• Project schedule and budget


Phase 3: Execution

Overview

The purpose of this phase is to

formally execute the Project Plan. It

consists of the design, build and

test of solution as well as training,

and piloting. It concludes with the

client acceptance and an approved change control. The project goes live in this phase.

Phase 4: Transition

Overview

The purpose of the Transition

phase is to obtain formalized

acceptance of the Go-Live

product, the warranty/transition

support and the hand-off to

complete ongoing support.

Completion of this phase does translate to project closure. Key activities are:

• Post-implementation monitoring

• Transition of the deliverable (s)to IS&T operations and support

• Completion and archival of formal acceptance project documents


Phase 5: Closing

Overview

The purpose of the Closing

phase is for the PMO to

formally accept the project

and bring it to a conclusion.

Key activities are:

• Close Project Financials

• Complete and approve Project Closing Report

• Document Lessons Learned

• Completion and archival of all project documents

Phase 6: Monitoring/ Controlling

Overview

Monitor and Control is performed

throughout the project lifecycle.

The level of effort to perform

monitor and control varies based

upon the project and where it is

within the lifecycle. This includes providing project status updates, monitoring financials, and

ensuring the work is being completed.


3.2 Initiation


Business Need or Initiative

Historical Project data



Completed 5 Year TCO


Business Unit – The business unit or any representative of that business unit





Project Manager – Leads the project team and is responsible for the project’s success.

PMO Representative – Any representative from the PMO.

The Initiation phase usually consists of several activities that will define the new project or

initiative. Defining the initial scope of the project and committing financial resources are

examples of those activities. At Jefferson, all Initiation phase activities occur as part the

Demand Management process used by the IS&T PMO to manage project demand across the

organization.

Since project managers (PMs) are typically not assigned until the planning phase, the PMO has

established the Initiation Phase Due Diligence checklist for project managers to confirm for

themselves that all Initiation phase activities were completed and are still accurate upon

assignment. The key inputs, outputs, and tools identified should serve as a reference for the

project manager since the outputs will most likely be required inputs for the planning phase. In

addition, the Stage Gate criteria as it relates to the Initiation phase are documented. .

Initiation Phase Due Diligence Checklist

Review Historical Information. One of the activities performed as part of the Initiation

phase is to review historical information about similar projects. The IS&T PMO retains

historical information about past projects that includes deliverables, WBS’s, and

outcomes.


Confirm Business Need. The project manager should review the project request and the

Executive Charter to understand what the business needs are to ensure they align to the

projects objectives.

Review Level of Effort. The Initiation Coordinator prepared a high level of effort plan in

Planview that identified required roles for the project and hours. The PM should review

this plan for background.

Review Process Input Document. All documentation prepare as part of the project Intake

process will be made available to the newly assigned project manager.

Key Tools - Initiation Phase

Baseline Project WBS Template (Planview)

Executive Charter (Planview)

5 Year TCO (Planview)

Stage Gate - Initiation Phase

The Stage Gate pass thru criteria for the Initiation phase requires that Planview contain some

evidence that the business priority has been established and that there is a desire to proceed

with the project. Technically, this happens at the end of the intake process when Pillar

leadership approves and prioritizes the project. After this occurs, the portfolio manager will

update the acceptance in Planview and notify the PMO. Upon notification, a PMO

representative will promote the project to the Planning phase.


3.3 Planning



5-Year TCO


(Planview)

Completed Detailed Project Charter

RFP/Legal Review Completed

Completed AIA (if required)

Work Breakdown Structure (WBS)

Complete Technical Assessment (if

required)

Communication Management Plan (if

required)


Project stakeholders - Any entities that have an interest in a given project.



Project Team – Members usually belong to different groups or functions and are

assigned to activities for the same project.




In the Planning phase, we begin to define the overall parameters of a project and establish the

appropriate project management and quality environment required to complete the project.

Development of the Detailed Project Charter is a pivotal starting point for the project,

establishing the project definition that will serve as the foundation for all future efforts. Ideally the

Charter is completed prior to the kickoff however this does not always occur.

The Planning phase also involves developing project Milestones which will provide a roadmap to

more detailed Project Planning. Other artifacts that are typically developed by the project manager

include the Communications Plan and/or the Initial Training Plan. The project team will be

responsible for preforming assessments and producing project documentation such as the

Technical Review Summary.


At the conclusion of the Planning phase\ the actual Level of Effort is compared to the Initial

schedule and financial baseline prepared during the Intake process. If there is a significant

difference in scope, budget or resources required, the project manager will update Planview and

send email notification to the PMO. The portfolio manager will take the matter to the appropriate

Pillar’s next Pillar Team Meeting for reprioritization. If there is no change in priority the portfolio

manager communicates this information the project manager and the project planning continues. If

the project is deprioritized, the portfolio manager will change the project status in Planview to Hold

and the project resources are re-deployed.

3.3.1 Develop the Detailed Project Charter

In lieu of preparing a Business Requirements document a Detailed Project Charter is

developed. Here the project team meets with business stakeholders and using various tools and

tactics, ensures the stated Business Requirements are well understood and feasible. Those

requirements are documented in the Detailed Project Charter. The Detailed Project Charter is

found in Planview.

The Detailed Project Charter also includes the financial plan that the project manager will use to

manage the project financials. Project Financials include:

Labor costs

Capital / Operating costs

Hardware/software costs

Contractors/Consulting Services

Employee Travel /Training

The project manager is responsible for developing the Detailed Charter and obtaining the

required sign off from the business sponsor/leader.

3.3.2 Create Communications Management Plan

If required, the project manager is responsible for developing the communicator plan which

identifies and documents the approach to communicate effectively and efficiently with

stakeholders. The project manager should consult with their portfolio manager to determine if a

communications plan is required for their project.


3.3.3 Developing the WBS/Project Plan

The WBS is also referred to as the project plan. For the purposes of this document we will refer

to them as WBS/Project Plan

The project manager is responsible for developing the work breakdown structure (WBS). This

hierarchical outline of the tasks needed to deliver the project’s product or service, is entered into

the WBS in Planview. The project manager uses the WBS/Project Plan to estimate the duration

of the project, determine the required resources and schedule the work.

The Planview WBS/Project Plan is also where project managers makes requests for project

resources (see Resource Management section for details).

3.3.4 Conduct the Kickoff Meeting

Typically, the project manager is not assigned until the beginning of the Planning phase. If

required, an initial project team may be assign to work with the project manager to complete the

Planning phase. The project manager, project sponsor, the initial project team members and

others stakeholders meet to:

Formally introduce the project team, Project Sponsor and others that may be involved in

the project.

Review the Detailed Project Charter, the Communications Management Plan and other

documents establishing scope and objectives.

Agree to “housekeeping” processes such as ground rules for team meetings, Effort

Tracking, use of team repository for in-process and final documents.

Identify and agree on Next Steps for this phase.

The project manager is responsible for facilitating this meeting. Weekly project status reporting

to the PMO and Business Sponsor (s) begins after the kickoff meeting (see the Project Status

Reporting Process for more details).

3.3.5 Conduct Technical Review and Document Architectural Requirements

A technical review is required when an external solution needs to be implemented and

supported by the IS&T organization. The technical review is conducted by a technical resource

with the expertise to advise on the area (s) being impacted by implementation (i.e. security,


system architecture, database, etc.). The purpose of the review is to evaluate the solution to

determine how its implementation will impact the current IS&T architecture and infrastructure.

The technical resource works with the requestor and the solution provider to:

Identify each function and/or technical component being replaced, enhanced or added

Resolve any issues that would affect the IS&T architecture and infrastructure

If applicable, the review will also determine if the solution’s security and HIPPA requirements

are compliant with Jefferson policy.

A series of Information Systems - Technical Review Team Templates have been developed to

support the documentation of the Technical Review. These documents include an agenda for

review with the business, Database Configuration and Technical Support Checklist and the

Technical Review Summary. They all can be found in Planview.

The project team is responsible for developing the Technical Review Summary which will

outline:

Each function and/or technical component being replaced, enhanced or added

The solution providers detailed proposal for implementation

IS&Ts recommendations for each item identified

The solution providers response to IS&T recommendations

This document will factor into determining the total Level of Effort (LOE) for deployment into the

IS&T environment.

Since the technical assessment can impact the time, scope and budget of the project, if the LOE

in the Technical Review Summary’s is significantly greater than the initial schedule and financial

baseline prepared during the Intake process, then the project must be resubmitted to the Pillar

for reprioritization.

3.3.6 Application Impact Assessment/Business Continuity Review

For existing application, the project team will use Application Impact Assessment (AIA) template

to evaluate the impact of system outages. Four categories are evaluated: Life and Safety,

Financial Impact, Compliance –Regulator, Image/ Public Relations / Stakeholder satisfaction.

The team uses the information from the AIA to create the Business Continuity Plan.


3.3.7 Develop Design Reports

The project team will also design various reports that will be used to confirm validity/availability

of data, interface availability and synchronicity. The design reports should include logical design,

physical design, general design and system architecture. The roles typically required to develop

these reports are a technical lead, systems analyst and enterprise architect.

3.3.8 Initiate Training Plan

This is where the project manager develops plan with training content specifically designed

around the different needs of Help Desk, Software Operations Support, and the Business Units.

The project manager is responsible for preparing the plan document and coordinating with

designated trainers, but the Technical Lead is responsible for providing content.

3.3.9 Execute RFP Process

If it is determined that an external solution is required, the project manager should escalate this

to the PMO. The PMO will work with the project manager to complete this process.

Key Tools – Planning phase

Detailed Charter (Planview)

Detailed WBS/Project Plan (Planview)

Technical Review Document (Planview)

Application Impact Analysis (AIA) (when applicable)

RFP (when applicable)

Legal Review Questionnaire (when applicable)

Financial Plan (Planview)

Stage Gate – Planning Phase

The Stage Gate pass thru criteria for the Planning phase requires that the project manager’s

key activities are completed. Confirming the Project Resourcing have approved and any change

requests generated have the businesses approval for scope changes.


A PMO representative will review the project in Planview to confirm the key activities are

complete. If passed, the PMO representative will promote the project to the next phase in

Planview. If it fails the project will not be promoted to the next phase.

3.4 Execution


Detailed Project Charter

Technical Review Document

Completed Detailed Charter

RFP/Legal Review Completed

Completed AIA

Work Breakdown Structure

Completed/Accepted Go-Live

In-Progress Lessons Learned

Training and support documents






The purpose of the Execution phase is to formally implement the Project Plan. It consists of the

design, build and test of solution as well as piloting and training. It concludes with the client

acceptance and an approved change control.

3.4.1 Ongoing Monitoring

The project manager is responsible for leading the project team and monitoring the progress of

the effort. This involves controlling scope, managing all changes, controlling the quality, and

documenting and following-up on issues. This may also require re-forecasting of end dates and

budget variances.


3.4.2 Change Control (not Scope Change)

A change request is required for any project that requires an implementation into an IS&T

environment. The project manager opens a change request in Service Now and will classify the

change type as:

Maintenance

Routine: requires testing plan, implementation plan and Backout plan

Normal: requires testing plan, implementation plan and Backout plan

Emergency

Depending on the type of change, it will go to the Change Control Board for approval. Once the

request has been submitted in Service Now then the project manager updates Planview with the

Change Request information.

This process is currently being reengineered. This section will be updated when the new

process has been defined and approved.

3.4.3 Status Reporting

The project manager will meet with the project team weekly to document statuses, issues and

new risks. The project manager synthesizes the information provided by the project team then uses

it to update the project in Planview. An additional project status report, also prepared by the project

manager, is created for the project’s business sponsor(s)

Key Tools - Execution Phase

• WBS/Project Plan (Planview)

• Issues/Risks/Changes Log (Planview)

• Build, Test, and Go-Live documents

• Scope Control, Change Control, and Quality Control

• Lessons Learned Template (Planview)


Stage Gate – Execution Phase

The Stage Gate pass thru criteria for the Executing phase requires that there is confirmation that the

project implementation is complete. The project manager goes into Planview and mark and marks

the project complete, documents the Change Request number, they ensure all tasks are completed.

A PMO representative will review the project in Planview to ensure the key items are complete and a

Lessons learned template has been created. If the project passes, the PMO representative will

promote the project in Planview. If the project fails the project will not be promoted to the next phase.

3.5 Transitioning


Accepted Go-Live

In-Progress Lessons Learned

Training and support document

Operational Acceptance

Continued Lessons Learned

Updated Training and Support

Documents FAQs,Job Aides







The Transition phase is defined as formalizing acceptance of a Go-Live product, warranty/transition

support and hand-off to ongoing support. Key activities are: a defined period of post-implementation

monitoring, transition to operations and support, completion and archival of project documents, and

formal acceptance.


3.5.1 Go-Live Preparations

This section is currently under development but here are some things you can do to prepare for

go-live.

Set a date for go living during a time that is the least busy as possible. Inform the PMO

of this go-live date and use it to plan all aspects of the implementation, scheduling

backwards from that date. Allow for contingencies.

Determine your rollout strategy.

Plan to notify other key individuals, third parties, and other vendors of your go-live date

when it appears certain and request their support or at least their patience

3.5.2 Training

This section is currently under development but here are some things you can do to prepare for

training.

Develop Training Plan

Work with SMEs to identify topics

Create user training materials

Create Transition to Operations Document (as signoff each group receiving information))

Deliver Training

3.5.3 System Go-Live

This section is currently under development but here are some things you can do at system go-live.

Ensure that publishing is working correctly

Load Testing

Performance Testing

Perform a security audit of all external-facing environments.

Additional standard

Backup Testing

Information transfer


3.5.4 Go-Live Support

This section is currently under development but here are some things you can do at go-live

support.

Review with team the Operations and Help Desk reference materials

Help resolve issues.

Document bugs

Update Transition to Operations Document as needed.

Key Tools – Transitioning Phase


• Transition to Operations Document

• Operational Support Document(s)

Stage Gate – Transitioning Phase

The Stage Gate pass thru criteria for the Transitioning phase requires confirmation that the

project manager addresses these key items: documented the move to the Close phase Change

Request number and has obtained sign off on the Transition to Operations Document for all

recipients. The project manager must also ensure that all WBS/Project plan tasks are done.

A PMO representative will review the project in Planview and SharePoint to ensure the key

items have been completed as required. If the project passes, the PMO representative will

promote the project in Planview. If the project fails the project will not be promoted to the next phase.

3.6 Closing


Project Plan

Issue Tracking

Operational Support Document(s)

Approved Project Closing Summary

Completed Lessons Learned document

saved to Planview

Project Financials closed in Planview





PMO Representative – Any representative from the PMO




staffs project teams with the resources aligned to their group.

The Closing phase is where the organization accepts the project and conducts closing activities.

The organization accepts the project by approving the Project Closing Summary.

When a project ends, teams tend to drift to new activities and frequently don’t conduct a solid

after action analysis and document lessons learned. As a result, future teams are likely to

repeat the same mistakes, or fail to be aware of a brilliant solution to a common problem.

The Closing phase is defined as formalizing acceptance of a project and bringing it to a

conclusion. Key activities are: completion and archival of project documents; and project formal

acceptance.

3.6.1 Generate Project Closeout Information

The project manager is responsible for preparing the Project Closing Summary. This report

provides a summary of the project’s scope, all project changes and any required post project

work. The projects business sponsor is responsible for approving the Project Closing Summary.

The report is saved to Planview.

The PMO will advise the project manager on where to store other project documents that are

required to be archived.

3.6.2 Complete Lessons Learned

The project manager begins documenting Lessons Learned in the Transition phase. Lessons

learned are the qualitative assessments of the objective facts summarized in the Project


Closing Summary. They get at the root cause of why something turned out well, or turned out

poorly. They can be generated by a variety of techniques – from brainstorming: “Things to

Continue (why); Things to Stop Doing (why); Things to Start Doing (why)” – to formal Fishbone

Analysis.

Project managers should work with resource managers to ensure project resources are

available to participate in this activity. The Lessons Learned document should be saved to

Planview.

Then PMO will review the Lessons Learned document to provide advice to future PMO

resources.

Key Tools – Closing Phase


• Project Closing Report

Stage Gate – Closing Phase

The Stage Gate pass thru criteria for the Closing phase requires confirmation that the project

manager has completed these key items: received sign-off on Project Closing Summary and

Lessons Learned. Both documents should be saved to Planview.

A PMO representative will review the project in Planview to ensure the key items are complete.

If it passes, the PMO representative will close the project in Planview. Planview will run a nightly

job that will resolve project financials for all closed projects. If it fails, the project will remain

open until the requirements are satisfied.

3.7 Monitor and Control


Project Status Meetings

Resource Task Updates

Project Financial Plan (Planview)

WBS/Project Plan (Planview)

Updated Project Status Reporting






The Monitor and Control phase spans the entire project lifecycle and involves providing project

status updates, monitoring financials, identifying and managing Issues, Risks, and Scope

change and managing the project effort. In this section, you will find processes for the following

topics:

• Issues Management

• Risks Management

• Scope Change

• Project Status Reporting

Key Tools – Monitoring and Controlling phase

• Project Financial Plan (Planview)


• Detailed Status Report (Planview)

• E-Mail

• Project Status Meetings

• PMO Scrum

Stage Gate – Monitoring and Controlling Phase

There is no Stage Gate for the Monitoring and Controlling phase

3.7.1 Issue and Risk Management Processes

This section describes a process for capturing, escalating, and resolving risks and issues at the

project levels. It is the PMO’s expectation that 65% of the issues and risks that occur be

controlled by the project team, 25% will be controlled at the Portfolio level and the remaining

10% will be controlled at the Executive Steering Committee Level.

Risk Management Process



Project Scope Statement

Cost, schedule management plan

Communication Plan

Enterprise Environmental Factors

Organizational Process Assets

Risk Response Plan


Business Sponsor – The individual who organizes and is committed to the development

of the project.






Risk Management is the process of identifying risks and assessing their overall likelihood of

occurrence and potential impact to the project. Each project manager is responsible for

conducting risk analysis sessions with their teams and business unit. Risks should be prioritized

based on the probability of occurrence and the potential impact, and assigned an owner to drive

accountability for the risk management plan. To the extent possible, project level risks should

be resolved within the team. If a risk exists but cannot be mitigated within the team, it should be

escalated to the PMO via the weekly PMO Scrum.

Risk Management Process activities:

1. Project Managers and project team members identify risks throughout the Jefferson

Project Management lifecycle

Definition of a Risk: Potential event that could impede or delay achievement of a

milestone, impair achievement of synergy estimates, or affect business continuity or

operations. Risks are events that have not occurred, however the likelihood and/or impact

are high enough to warrant development of a mitigation plan and active tracking.


2. Project Managers create new risks in Planview. All risk should include the following:

Risk Description (Symptoms and potential impacts)

Priority

Type (CRI Type)

Risk Impact – Low, Medium, High

Risk Probability

Risk Response Plan (including expected timeline, resources needed)

Owner

Escalation Level (Project Team or higher)

Target resolution date

3. All risks captured in Planview will automatically be added to the weekly project status

report.

4. Project Managers must monitor risks weekly. Some tools available to manage risks are

the Project Highlight Report, which shows all risks associated with the project and the

Active Risks Tile (located in the Project Overview) which only displays open project

risks.

5. A PMO representative monitors key project level risks through the weekly PMO Scrum.

6. In preparation for the monthly Pillar meeting, the PMO portfolio manager will generate a

Risk Matrix from Planview to review with Pillar Leadership.

7. If a risk becomes an issue the Project Manager will use the Transfer function in Planview

to convert the risk to an issue.

8. The project manager will then notify the PMO through the weekly PMO Scrum meeting.

The PMO will work with the project manager of the next escalation point if necessary.

Issue Management Process


Project Scope Statement

Cost, schedule management plan

Issue Action Plan

Risk Description Guidance: A risk description should clearly identify the risk: Correct Risk Statement: Data transmission would be interrupted in the event of a line failure. Incorrect Risk Statement: Need to make decision if a second line should be installed to provide data transmission redundancy.


Communication Plan

Enterprise Environmental Factors

Organizational Process Assets



of the project.





Issues Management is the process of identifying issues, assigning owners and driving to

resolution. To the extent possible, project issues should be resolved within the team. If an issue

cannot be resolved within the team, it should be escalated to the PMO via the weekly PMO

Scrum.

Issue Management Process Activities:

1. Project Managers and project team members identify issues throughout the integration

lifecycle

2. Project Managers create new issues in Planview. All issues should include the following:

Description (Symptoms and potential impacts)

Priority

Type (CRI Type)

Definition of an Issue: Problem being experienced now that cannot be resolved by an

individual or team and without whose resolution, work cannot proceed. Issues are in-

progress events that must be addressed and resolved immediately.

An issue description should clearly identify the issue at hand, not an expected issue (which should be tracked as a risk): Correct Issue Statement: Data transmission has been interrupted due to a line failure. Incorrect Issue Statement: Data transmission would be interrupted in the event


Issue Impact – Low, Medium, High

Issue Action Plan (including expected timeline, resources needed)

Issue Management Plan

Escalation Level (Project Team or high)

Target resolution date

3. All issues captured in Planview will automatically be added to the weekly project status

report.

4. Project Managers must monitor and report on issues weekly. Weekly updates are

entered in the Progress Field in Planview. Project managers can monitor Issues using

the Project Highlight Report which displays all issues associated with the project. To only

view open issues associated with a project, use the Planview Active Issues Tile (located

in the Project Overview).

5. A PMO representative monitors key project issues through the weekly PMO Scrum.

6. In preparation for the monthly Pillar meeting, the PMO portfolio manager will generate an

Issues Matrix from Planview to review with Pillar Leadership.

Project Managers have the primary responsibility for mitigating risks and resolving issues, and

escalating those risks and issues which require broader attention and/or intervention.

3.7.2 Change Control Process


Change Request Form

SME/Technical Input

Approved Change Request



Win initiatives and staffs project teams with the resources aligned to their group







The Change Control Process consists of the processes and people required to manage scope,

schedule, and budget as a result of the completion of the Planning Phase. As changes to one

project team may have a dramatic impact on other project team, change control processes for

projects and programs are required. Jefferson employs its own standard change control

process for programs to help drive internal / external communication requirements and to assist

in facilitating change management activities. Impacts of approved changes are incorporated into

project artifacts and communicated to the broader team by the project manager.

Project Level Change Request

Any project team member, stakeholder or accountable executive can request a change to a

project to include changes that will impact scope, schedule, budget, other projects/programs or

quality. To request a change:

1. Download the Change Request Form template from Planview

2. Completed form and save to SharePoint

3. Email completed form to the project manager

The project manager logs the Change Request in Planview and works with the Requestor to

perform an impact assessment. The impact assessment will identify what area(s) of the project

will be affected and determine who is authorized to make the decision to accept/reject the

change request.

Project managers are authorized to accept or reject any change request that does not impact

timeline, budget, another application interface, or quality. The project manager may consult with

SMEs and other resources before making a decision. The outcome will be either to:

Approve Change Request: the project manager will record the following in Planview:

Ratification Date, change CRI Status to field “Approved” and enter any appropriate

comments in the PMO Comments field. The project manager will notify the requestor

and sponsor of the outcome. The change request and the decision are recorded in

Planview’s Change Request Log so it is generated on the Weekly Status Report.

Disapprove Change Request: the project manager will record the following in

Planview: change CRI Status field to “Disapproved” and enter any appropriate

comments in the PMO Comments field. The project manager also notifies the requestor

and/or sponsor of the decision.


Changes that impact timeline, budget, another application interface, or quality must be

escalated to the PMO for next steps. The project manager updates the Change Request Log in

Planview so the request appears on the next status report. At the Weekly PMO Scrum the

project manager will report out on the change request.

At the Weekly PMO Scrum, the change request will be reviewed by a PMO representative who

will make the following determination:

Escalation not required: the project manager will be given the authority to make the

decision. The PMO representative may offer guidance or identify SMEs to offer guidance

with making the decision.

Escalation Required: the project manager will escalate the change request in Planview

and must notify the portfolio manager.

After being notified that a change request requires escalation, the portfolio manager will review

the request to ensure it is sufficiently documented and then present the change request to Pillar

Leadership at the next Pillar Touchpoint Meeting. Pillar leadership will make the following

determination:

Approve Change Request: the portfolio manager will record the following in Planview:

Ratification Date, change CRI Status field to “Approved” and enter any appropriate

comments or insight from Pillar Leadership in the PMO Comments field. The portfolio

manager also notifies the project manager of the outcome. The project manager is

responsible for communicating the outcome to the sponsor

Disapprove Change Request: portfolio manager will update the following in Planview:

change CRI Status field to “Disapproved” and enter any appropriate comments or insight

from Pillar leadership in the PMO Comments field. The portfolio manager notifies the

project manager of the outcome. The project manager is responsible for communicating

the outcome to the sponsor.

Escalate Request to the Operational Oversight Team: the portfolio manager notifies

the project manager if this escalation is required. The project manager will: prepared a

Situation Background Assessment and Recommendation (SBAR) document. The SBAR,

along with the original Change Request should be sent via email to the Operational

Oversight Team’s facilitator.

The facilitator will notify the project manager of the outcome either by phone, in person or email.

There are two possible outcomes:


Approved by OOT: The project manager updates the following in Planview Ratification

Date, CRI Status (“Approved”) field and enters any appropriate comments or insight from

Pillar Leadership in the PMO Comments field. The project manager notifies the portfolio

manager and Sponsor of the outcome. The portfolio manager is responsible for

communicating the outcome to the Pillar.

Disapproved by OOT The project manager updates the following in Planview CRI

Status (“Disapproved”) and enters any appropriate comments or insight from Pillar

Leadership in the PMO Comments field. The project manager notifies the portfolio

manager and Sponsor of the outcome. The portfolio manager is responsible for

communicating the outcome to the Pillar.

3.7.3 Progress Status Reporting Process


Project Financial Plan (Planview)

WBS/Project Plan (Planview)

Updated Risks Log (Planview)

Updated Issues Log (Planview)

Updated Change Request Log

(Planview)

Weekly Project Status Report for PMO

and Business Sponsor



of the project.


Facilitator of the Weekly Scrum – the PMO team member responsible for facilitating the

meeting.

Impacts of approved changes will be incorporated into appropriate project artifacts and communicated to the broader team.


Project status reports provide the most granular view of the project. Each week, project

managers prepare two project status report - one for the IS&T PMO and the other for the

Business Process Sponsor of the project. The next section explains the process for preparing

each status report.

PMO Project Status Reporting 3.7.3.1

Project managers are required to complete a Project Status Summary in Planview by 12 noon

each Friday. Project managers must also update any logs (Issue, Risk, Change) associated with

the project. In the section, “Project Status Report Requirements” the requirements for what to

include on status reports is outlined.

After the deadline has passed, the PMO goes into Planview to generate each project’s status

report. In Planview, the Project Status Summary, Milestones, Issues Log, Risks Log and Charge

Request Log are combined to create the Project’s status report.

To ensure reporting is compliant, the PMO Scrum Facilitator reviews each status report. If

necessary, the facilitator will work with the project manager to ensure status reports compliance

(see the Project Status Report Requirements section for details).

Project managers review project status at the PMO Scrum meeting.

Business Sponsor Project Status Reporting 3.7.3.2

The Business Sponsor Project Status report provides the business sponsor with insight into the

status of the projects they are sponsoring. Planview does not generate these reports however

the project manager can use the data from Planview to complete the Business Sponsor Project

Status Report Template. Project managers must include all the information outlined in the

“Project Status Report Requirements” section. Additionally, the business sponsor’s status report

should highlight any pending decisions being made outside of the project team. The Business

Sponsor can escalate these decisions for resolution.

Like all project status reports, the PMO first reviews the report to ensure that it is compliant with

project status report requirements. The report is due to the PMO on Friday by 12 noon. It should

be emailed to [email protected] with a subject line of “Business Sponsor Project Status

Report.” Then the PMO will review the report and if necessary request further

clarification/explanation on Monday by 12 noon.

mailto:[email protected]


If the PMO replies with a request further clarification/explanation, the project manager should

work with the PMO representative to satisfy the inquiry. When the request has been resolved to

the PMOs satisfaction, then the project manager will be given approval for distribution of the

report to the business sponsor(s). If the project manager does not receive a reply with request

for further clarification/explanation on Monday by 12 noon, then the report should be considered

approved for distribution and the project manager has permission to email the report to the

business sponsor (s). Status reports are due to business sponsor by 5 p.m. on Monday.

Project Status Report Requirements 3.7.3.3

In order for a project status report to be in compliance at Jefferson, it must contain the following

information:

1. Data/Information should reflect the current week (Monday – Friday 12 noon).

2. Choose a Red /Yellow /Green status color indicator for the project (see also Status Color

Indicators and Definitions).

3. Provide a detailed summary to support the color indicator chosen. The summary should

align to the definition of status color indicators (see also Status Color Indicators and

Definitions).

4. Choose status color indicator for each Key Performance Indicator (KPI)The KPIs are:

o Schedule – progress against plan

o Cost – actual vs budget

o Scope – number of change orders

o Resourcing - open assignments and impact

5. Highlight key accomplishment noting any key milestones reached.

6. Provide a listing of the upcoming activities (Format: Who? What? When?).

7. Document any new or updated Change Request /Risks /Issues with required details (see

also Issue and Risk Management Processes).

8. For Business Sponsor Project Status Report Only: Include pending decisions on the

report. This is defined as decisions that must be made outside of the project team that still

have a pending status.

Status Indicator Colors and Definitions 3.7.3.4

This table contains the definition for the Red/Yellow/Green indicators used to characterize the

status of the overall project status and each of the four KPIs required in the project status report

(see the Project Status Report Requirements section for details).


Green

On time, within budget and in scope

End date from approved (original or revised with approval from Sponsors and

Executives) Implementation Plan at little to no risk

Milestones not impacted

No significant progress issues

No management action needed

Yellow

Slippage in time, cost, or scope (may exceed 10%)

End date from approved (original or revised, with approval from Sponsors and

Executives)

Any proposed scope changes from approved (original or revised, until approval from

Sponsors and/or Executives)

Milestones not affected, but potentially at risk

Management (Manager/Director/Pillar) warning

Issues require attention

Must identify action to return to green status

Red

Likely that project/team can’t deliver on time or on budget

Likely that project/team can’t go back to green without full re-baseline or working with

sponsors to make major changes to time, cost, scope or quality

Need immediate intervention from Senior/Executive Management

Formal project change control required

Project Status Reporting Schedule 3.7.3.5

The following chart highlights information on resources effort tracking and the project status

report schedule.

Project Status Reporting

Saturday Sunday Monday Tuesday Wednesday Thursday Friday

IS&T Project Resources

Effort Tracking

Reports Due by 5

PM


Project Status Reporting

Saturday Sunday Monday Tuesday Wednesday Thursday Friday

Project Manager

Effort Tracking

Approval Due by

5 PM

Business

Sponsor Status

report due by 5

pm

PMO Project

Status Report Due

12 noon

IS&T PMO Weekly PMO

Scrum

PMO Status

Report

Compliance

Review

3.7.4 PMO Scrum


Weekly Project Status Report for PMO Action Items




The PMO Scrum is a weekly meeting facilitated by the PMO and is where all IS&T projects in

the enterprise project portfolio are assessed. During the meeting the PMO reviews Issues,

Risks, Roadblocks and Action Items with project managers. Project managers also use this

meeting to receive clarification on PMO processes and other project management matters.

Project managers will be required to report on:

Progress against project plan


New Issues

Open/New Risks

Open/New Change Requests

Open Action Items

Challenges/Roadblocks

During the review with the project manager, the PMO will assign Action Items.


4 Governance Structure

4.1 Overview

The IS&T Governance structure has been established to ensure that leadership and

stakeholders can effectively monitor portfolio and project progress and fully understand impacts

and risks to their organizations. Oversight is distributed across four teams, the Executive

Steering Committee, also referred to as the Cabinet, the Operational Oversight Team, the

individual Pillar Leadership Teams and the Program Management Office. These groups work

together to produce and manage the enterprise project portfolio providing focus and alignment

at each level to ensure IS&T resources effectively support the organizations strategy and

operations.

IS&T Governance adheres to theses Guiding Principles:

Alignment with the Blueprint for Strategic

Action

Accountability as exhibited by Participation,

Timeliness, Homework

Decision Making thru Prioritization, Choice,

and Execution

Respecting Others with Empowerment,

Listening, Flexibility, and Setting Aside

Hierarchy

Discipline in Process, Execution and Commitment


4.2 Executive Steering Committee “Cabinet”

Executive Steering Committee Quick Facts

Mission: Provide the Strategic Direction for the organization.

Meeting Cadence: Quarterly

Facilitator & Owner: CIO

Members: Dr. Klasko’s direct reports

Quarterly Meeting Inputs Monthly Meeting Outputs

Executive Level Reporting suite Meeting Minutes within 48 hours

This section is still under construction.

The Executive Steering Committee is responsible for providing the Strategic Direction for the

organization.

4.2.1 Executive Steering Committee “Cabinet” Structure

ESC Role: Responsibilities

Executive Steering Committee Leader

Owns Agenda

Enforces and Drives Strategic Priorities

Facilitates Decision

Executive Steering Committee Member

Drive Enterprise Thinking and Decision Making

Prioritization

Assist with Communication Across Management Level

4.3 Operational Oversight Team (OOT)


Operational Oversight Team Quick Facts

Mission: Prioritize the Enterprise Project Portfolio

Meeting Cadence: Monthly

Facilitator & Owner: IS&T Vice Present of Business Partnering

Members: Pillar Chairs, IS&T Vice Presidents and Director of the PMO

Monthly Meeting Inputs Monthly Meeting Outputs

Executive Level Reporting suite Updated and Prioritized Enterprise

Project Portfolio

Meeting Minutes within 48 hours

The Operational Oversight Team (OOT) is responsible for reviewing and prioritizing Jefferson’s

Enterprise Project Portfolio. The team also resolves escalated Issues including those involving

disputes about resourcing and financial constraints and other OOT Leader identified agenda

items.

4.3.1 OOT Structure

To effectively provide enterprise project portfolio governance, representation from across the

enterprise is required. A chairperson from each Pillar, the IS&T Vice Presidents and the Director

of the PMO are the representatives that form the team.

The OOT team is structured with three key roles: Leader, Member and PMO Representative.

Each representative is assigned a functional role on the team. The table below outlines the

functional roles created as part of the OOT.

OOT Role: Responsibilities

Operation Oversight Team Leader

Owns Agenda


Facilitates Decision

Operation Oversight Team Member Drive Enterprise Thinking and Decision

Making


OOT Role: Responsibilities

Prioritization

Assist with Communication Across Management Level

PMO Representative Provide Executive Level Reporting

4.3.2 Pillar Membership Teams

Pillar Membership Team Quick Facts

Mission: Prioritize the Pillar Project Portfolio and aligns initiatives to the BSA

Meeting Cadence: Monthly & Weekly (as needed)

Facilitator & Owner: Pillar Chairperson

Members: Key Business Leaders, IS&T Leaders, Pillar Portfolio Manager

Additional Information: At Jefferson, there are 8 Pillars: Clinical, Academic and

Research, Philanthropy, Innovation, Security, Infrastructure and Operations, Enterprise

Business, Enterprise Analytics. There is a Pillar Membership Team for each Pillar that is

responsible for aligning the work of its business units to the BSA.


Pillar Level Reporting suite Updated Pillar Project Report and Pillar

Project Status Report


Each Pillar Membership Team is responsible for prioritizing their Pillars portfolio of projects. This

involves evaluating project requests, accepting or rejecting request and reprioritizing projects as

new initiatives are accepted. This team also addresses Issues escalated including disputes

regarding resources and financial constraints.

Pillar Membership Teams meet monthly to perform the Overall Pillar Portfolio Health Check

And evaluate new project requests. Each team also reserves a weekly, as needed touchpoint

to address critical or urgent issues and evaluate new project requests.

4.3.3 Pillar Membership Team Structure


To effectively provide Pillar project portfolio governance, representation from across the pillar is

required. Pillar Membership Teams are comprised of the Pillar’s Chairperson, business leaders

from within the Pillar and IS&T leaders.

The Pillar Membership Team structure has three key roles: Leader, Member and IS&T Members

Representative. Each representative is assigned a functional role on the team. The table below

outlines the functional roles created as part of the OOT.

Pillar Membership Team Role Responsibilities

Pillar Leader

Owns Agenda


Facilitates Decision Making and Execution

Pillar Members

Drives Enterprise Thinking and Decision

Making

Provides prioritization of projects within the

portfolio

Assist with Communication Across

Management Levels

IS&T Members

Controls IT Service Delivery

Oversees technology-based investments

while ensuring compliance with external

regulations and internal policies

Provides meaningful information

4.4 Program Management Office

Program Management Office Quick Facts

Mission: provide project oversight to ensure projects are in compliance with established

organizational project management processes

Meeting Cadence: Quarterly Project Health Checks

Facilitator & Owner: Director of the PMO


Members: PMO Lead


Weekly PMO Project Status Report Updated Pillar Project Report and Pillar

Project Status Report


The Program Management Office role in IS&T governance is to monitor the overall health of the

projects that roll-up to and affect executive level reporting. The PMO performs what is called a

health check which is a reflective learning exercise, a snapshot of the status of a project that

identifies what is going well and what areas need improvement.

The checks purpose is to gain independent assessment of how well the project is performing in

accordance with its objectives and how well it adheres to organizational project processes or

standards establish by the PMO.

4.4.1 Health Check Evaluate Criteria

The following items should be reviewed for each project.

Performance against baselines

Ability to meet forecasts and key milestones

Overall project governance

Stage Gate Compliance

Level of stakeholder involvement and engagement

Risk mitigation strategies

Contingency plans

4.4.2 Health Check Report

The final step in the overall health check is to draft a full report based on the findings yielded

from examining the evaluation criteria. The health check report should include at a minimum,

the following key items:

A list and summary of all key issues that were discovered


A root cause analysis with causal indicators listed

Key suggestions and ideas on corrective actions, if any are needed

A fix-it strategy with mitigation ideas provided


5 Governance Reporting

5.1 Reporting Overview

This section outlines the reporting produced by the PMO to support the management and

governance of individual projects, Pillar Project Portfolios and the Enterprise Project Portfolio.

The PMO provides project and portfolio information using three levels. The first level is project

level reporting which highlights project performance. Next, is Pillar level reporting, which

aggregates project level reporting and is then aligned to an individual Pillar. Finally, there is

executive level reporting which combines Pillar level reporting to provide a single enterprise

perspective.

5.2 Executive Level Reporting

Currently, there is no cadence established for these reports. The PMO generates executive

reporting when a request is received. The primary audience for these reports is the Executive

Steering Committee “Cabinet” and the Operational Oversight Team.

Executive level reporting aggregates Pillar level reporting to provide an enterprise wide view of

Jefferson’s IS&T Project Portfolio. The executive level reporting suite includes the following

reports:

Total Demand Report – The total resource requirements for Approved and On-deck

projects across the enterprise portfolio.

One Jefferson Report (~100 active projects) - At an enterprise level snapshot of all

Jefferson IS&T projects ranked in order importance. This report Includes both Active

and On-deck projects.

New Project Report – New IS&T projects that have been approved but not yet ranked.

On Deck Report– IS&T projects that have been approved, however resources have not

been assigned.


Completed Project Report – IS&T Projects that have been implemented.

Portfolio Status Report – Summary of the individual project status report of all active

projects across the enterprise’s project portfolio.

Issue and Risks – Open Issues and Risks for active projects.

5.3 Pillar Level Reporting

The PMO generates Pillar Level Reporting in advance of each Pillar’s meeting. The Pillar

Portfolio Manager can also generate an Individual Pillar report ad hoc.

The primary audience for these reports is the eight Pillar leaders and their Pillar Membership.

Pillar Level reporting provides insight into the Pillar’s entire project portfolio. The Pillar Level

Reporting suite includes the following reports:

Pillar Project Report - Shows Active, On-deck and Completed projects for the Pillar as

well as new project requests. This report also shows the prioritization of each active

project.

Pillar Project Status Report – Summary of the individual projects status report across

the Pillar’s project portfolio. This report also shows the prioritization of each project.

Issue Matrix – Open Issues that affect projects in the Pillar’s portfolio.

Risk Matrix – Open Risks that affect projects in the Pillar’s portfolio.

Change Request Report - Open request for changes to projects in the Pillar’s portfolio.

5.4 Project Level Reporting

There are two project level status reports that are prepared weekly. The first is status report

which is generated for and reviewed by the PMO. The second is a status report prepared by the

project manager for the project’s business sponsors (See Progress Status Reporting Process

section for more information).


The primary audience for these reports are the Business Sponsor(s) and the IS&T PMO. The

project level reports suite consists of these reports:

General Project Status Report - provides insight into the projects overall performance.

Business Sponsor Status Report - provides insight into the projects performance and

highlights unresolved business decisions for action.

5.5 Other PMO Reporting

The IS&T PMO is responsible for generating reports that contain IS&T project and resource

data to the organization. The PMOs system of record for project related data is Planview.

Information on routine reports prepared by the PMO are outline in this section.

Resource Reporting

Resource Management Reports - During the weekly Resource Review Team meeting,

the PMO generates real-time resourcing reports from Planview that enable the planning

and allocation of project resources. The primary audience for these reports are the IS&T

Resource Managers and PMO. Resourcing reports generated during this meeting are

not distributed however the data is available for review in Planview.

Compliance Reporting

Effort Tracking Compliance Report Tracking – The PMO generates this report weekly

directly out of Planview. The audience for this report is IS&T Directors, VPs and the CIO.

The report provide the following three metrics for analysis:

1. Project resources that have not submitted an Effort Tracking Report

2. Project managers that have not approved Effort Tracking Report

3. Resource managers that have not approved Effort Tracking Report


6 PMO Tools and Templates

This section is currently under construction.

The PMO has developed a number of templates to assist in the initiation and ongoing

management of information technology projects. These templates include:

Executive Charter

Detailed Charter

PMO Status Report

Business Sponsor Project Status Report

5 Year TCO

Meeting Agenda - Minutes

Change Order

Project Closure and Client Signoff

Technical Review Document Project Plan

RFI -RFP Functional Requirements

Legal and Contract Review engagement

Budget - Capital Justification Letter

SOW

Training Plan


7 Reference Material

This section is currently under construction.


8 Appendix A: Portfolio Management: Future State

8.1 Resource Management

The implementation of Planview within IS&T and the associated resource management

processes that were implemented alongside the tool have already provided a significant

improvement in the way IS&T resource demand is managed. The PMO anticipates that as

initial Planview processes are adopted, there will be an opportunity to extend Resource

Management capabilities.

8.1.1 Capacity Management

Capacity Management is the ability to manage an organization’s resource capacity. Over time

utilizing Planview, the PMO will be able to implement resource allocation and forecasting

processes which will allow additional capacity management capabilities across the organization:

Within existing Planview rollout, PMO reporting will begin to provide data and

transparency around over-allocated resources, initially identifying where resource

forecasting data needs to be more accurately reported, and eventually identifying

resource and skill set constraints that need to be resolved during annual planning. As

skill based resource management increases within Planview, data and transparency will

also be provided to leadership regarding under-utilized skill sets and any cyclical

resource needs that need to be addressed or managed.

Resource Managers will be required to provide resource allocations out into the future,

and to manage against requirements (monthly, yearly requirements for accuracy against

actuals). PMO will utilize this data to complete resource leveling exercises across IS&T

resource pools to review overall KLO allocations and actuals.

PMO will implement KPIs on Resource Management to allow leadership to measure

improvements in estimation and forecasting. KPIs will measure actuals against

allocations and actuals against forecasts, both during the intake processes and for active

projects.

PMO will utilize these KPIs to implement a forecast monitoring and control process.

Based on a specific variance between actuals and forecast/estimate, Initiation

Coordinators and Project Managers would be required to provide reasoning back to the

PMO during Planning, and/or in status reporting for active projects on why the variance

occurred, and also provide revised forecasts for the remainder of the project (also


allowing excess resources to be reallocated quickly or resource gaps to be identified

earlier in project lifecycle).

Implementation of skill based allocations will allow for PMO and Resource Managers to

provide data to leadership on how existing resource bandwidth is being split between

KLO and project work, and recommendations on improvements that will more efficiently

deploy resources.

8.1.2 Demand Management

Over time, the PMO will also be able to provide improvements to Demand Management

processes in place today:

Based on actuals from KLO efforts and completed project efforts and comparisons

against original estimates and forecasts, PMO will initiate a process to provide guidance

back to Initiation Coordinators, project teams, and Resource Managers to allow them to

refine KLO allocations and project estimates to more accurately reflect reality, and to

more efficiently deploy resources.

Eventually, this information will also be used during the Planning Stage Gate to evaluate

whether Level of Effort information is including unnecessary contingency, or invalid

planning assumptions (criteria can be based on actual project data and known

estimation issues for particular project types).

Resource Managers will utilize improved data from Capacity planning improvements

identified above to allow for full project commitment to resources earlier in the estimation

process, and identification of resource roadblocks at the project level during prioritization

and feasibility discussions as opposed to during the Planning phase of approved

projects.

Actuals from completed projects will also be used to refine project categorization efforts

during the intake process.

8.1.3 PMO Capacity Planning

Project Manager allocation and capacity planning will be improved to allow for less ad hoc

project management and increased ability of PMO to provide Practice Management capabilities

across the organization:

PMO will define a capacity estimation model that identifies the number of efforts that a

single Project Manager can deliver concurrently, aligning to the project classification

model, for example:

o PM solely dedicated to 1 large project effort

o PM can manage 4 maintenance initiatives concurrently


o Regardless of allocation, there is a limit to the number of projects that a PM can

manage concurrently.

PMO to provide project management as a Managed resource, following all Resource

Management processes – so projects cannot be approved to start without availability of

Project Manager resource type.

8.2 Practice Management

IS&T PMO will also be implementing improvements in practice management over time as PMO

capacity, organizational and leadership priorities, and PM need dictate. A few of the areas

where changes will occur are listed below.

8.2.1 PM Training Program

In conjunction with the rollout of the PMO Playbook, the PMO will create a regularly scheduled

face to face training program for new Project Managers. This would be available for PMs hired

or staffed to increase capacity based on project needs, PMs coming into the project through

integration efforts (external PMs), as well as PMs currently working on project efforts who want

a refresher or to understand new processes:

Training will include integrated process and tool training, with a section focusing

specifically on new content that can be isolated and delivered to existing PMs.

During Planview implementation and while new KPIs or processes are being rolled out,

PMO will provide office hours or ad hoc Q&A sessions for PMs to work through topic

based issues related to tools or processes (example – PM has milestone indicators or

KPIs that consistently are coming up RED in the tool, and PM needs help to understand

how to remedy possible data issues).

8.2.2 KPI Development and Status Reporting

PMO will enhance key performance indicators in Planview as capabilities increase for Project

Managers, Resource Managers, and other users of the tool

In addition to general schedule KPIs, which allow for variance based on how many

milestones a project manager enters in the tool, and do not account for prioritization of

critical milestones, a more concise measurement of standardized milestones will be

implemented. Standardized milestones will be part of a WBS template that is a required

starting point for each active project. Standardized milestones can be associated with

Stage Gates and required project phases. Standardized milestones also allow for

regular/automated reporting on completed and upcoming tasks across a large number of

projects.


PMO will track these metrics and provide visibility around how many standard

milestones are met, and report back to leadership on on-time delivery of projects.

Initiatives to improve on-time delivery will be measured against expected results.

PMO will evaluate whether cost APIs are providing value without forecasting and

allocation data that is accurate and updated regularly. PMO will then determine whether

cost KPIs need to be re-implemented once forecasting processes are put in place.

PMO will determine whether measuring the number of change requests and the number

of open assignments are true KPIs or if they should be associated with an issue or risk

and KPIs should be developed around severity of open issues and risk impact

assessment.

KPIs will drive Red, Yellow, Green status of projects as opposed to PM judgment on

definition. Automates escalation process.

Issues, Risks, non-required Milestones and Change Requests will be flagged for

reporting, which will determine whether they show up on a Project Status Report, or a

higher level status report. This will allow PMs greater flexibility in utilizing Planview for

all of their tracking, without complicating status reports going to PMO and Leadership.

PMO will assess whether Business Sponsor status reports and future state integration

management status reports can be automated through Planview reducing manual

workload on PMs and PMO.

8.2.3 Standardization

PMO has already increased standardization through availability of templates within Planview.

Over time, PMO will increase the automation of various project inputs/outputs within Planview.

Standardized milestones, as mentioned above will be utilized on all IS&T projects. PMs

will have the ability to track more detail in their project plans within Planview beyond

required milestones, but those milestones will not be reported on in KPIs, status

reporting unless they are flagged. Compliance can be tracked through providing a

template through Planview when a project is started, and also through Stage Gate

criteria around standard.

Increased use and availability of standardized templates, with Stage Gate criteria around

standard. Provide access to templates during training, and through multiple linked

channels (intranet, SharePoint, Planview) to allow for ease of access.

8.2.4 Communication


PMO will establish a communication plan and communication vehicles for providing

stakeholders in the PMO Practice Management community to get updates. Examples of areas

where communication will be critical are:

New process rollout, or new compliance guidelines that are being put into place.

Trainings available or trainings planned

Provide community with communication on updates to templates and/or documents. In

particular, this will be important for documents like the PMO Playbook which will need to

be a “living document” which needs to be updated regularly and made available in

multiple channels for it to remain effective.

Communication may require the maintenance of multiple distribution lists. One

specifically for Project Managers, and one for more general information so that PMO

communications do not get classified as “junk mail”.

PMO will create more online documents that can be updated and used in real time. The

Playbook itself will be converted into an online document to allow for comments,

updates, and process renewal in real time.

PMO will continue to build towards improved communications, ensuring alignment,

understanding, and buy-in throughout leadership and key stakeholders is achieved first

o PMO Mission, Objectives, Services and near term plan need to be

communicated to ensure support throughout the organization

In particular, with new processes being finalized, multiple layers of targeted

communications should be delivered:

o Awareness – what’s coming and why are we doing this – why should I care?

o Understanding – what are the specific changes I need to understand and how

will they influence how I do my job?

o Training – what changes (methodology, processes, use cases, tools, etc.) are

coming and how do I need to do my job going forward?


9 Appendix B: Additional New Process

9.1 Ad Hoc Intake Process

9.1.1 How to manage a Quick Win

1. Resource manager functions as the project manager

2. Adds the Task to a KLO project in Planview

3. Identify and assign resource

4. Resource tracks effort against this project

5. Resource Manager