standards for project management
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8/3/2019 Standards for Project Management
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Standards for Project Management
2011 Fiberutilities Group, LLC
● ● ●
The purpose of this document is to have a unified location to reference upon initializing,
continuing or the conclusion a project. This standard carries out the policy mandate tomanage projects in accordance with best practices promoted by the nationally recognized
Project Management Institute (PMI), appropriately tailored to the specific circumstances
of Fiberutilities Group LLC
● ● ●
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Table of Contents
Overview .................................................................................................................................... 3
Standard ................................................................................................................................. 3
Project Level Indicators .............................................................................................................. 4
Project Scorecard ...................................................................................................................... 4
Project Management Process Guidelines ................................................................................... 6
Project Management Process Guidelines Flowchart .................................................................. 8
Project Management Methodology/Life Cycle Overview ............................................................15
Initiation Processes ...............................................................................................................15
Planning Processes ...............................................................................................................15Executing Processes .............................................................................................................15
Monitoring/Controlling Processes ..........................................................................................16
Closing Processes .................................................................................................................16
Project Documentation Guidelines ............................................................................................17
Low-Risk Project Documentation ...........................................................................................17
Medium-Risk Project Documentation .....................................................................................17
High-Risk Project Documentation ..........................................................................................17
Project Manager Selection & Training .......................................................................................18Project Manager Qualifications ...........................................................................................18
Requirements ........................................................................................................................18
Maintaining Project Manager Credentials ..............................................................................19
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Overview
For any project, the goal of the project manager and project leader is to take appropriate actions
to ensure the success of the project. This includes the preparation of documentation, and the
establishment of a plan for oversight, both of which are appropriate to the complexity of the
project.
Assessment of the complexity of a given project is the responsibility of the project manager, in
consultation with the project's sponsor. The Project Scorecard is intended to provide a rule of
thumb to help project managers assess the risk and complexity of a project. Risk and
complexity can further be assessed by comparing project characteristics to the table of Project
Level Indicators. Project Management Process Guidelines outline a process for each level of
project complexity. Project Management Methodology, which can be customized to fit each level
of project complexity, gives further details on suggested project management techniques.
The project manager should provide project documentation that is appropriate to the complexity
of the project. High risk projects are supported with documentation that is substantially moredetailed and thorough than would be expected for a medium-risk, or low-risk project. For many
low-risk projects, the full documentation package could be as brief as two to three pages, using
the low risk project form whereas, the documentation for high-risk projects could easily run to
hundreds of pages.
Project oversight and periodic approvals are also designed according to the level of project risk
and complexity. The process guidelines forms show when approval is required, and the
approval and oversight section of the guidelines shows who are appropriate approvers.
Standard
Every information technology project covered, by Policy must have a project manager.
Every project manager must have the Virginia Tech component of project management training inaddition to other qualifying training and experience appropriate to the complexity and risk of the project.
At a minimum, one of the following collections of documentation must be used, completed, and retained:
a) IT Project Low Risk Project Form (for uncomplicated, low-risk projects)
b) The IT Project Initiation Form, the Project Plan (Microsoft Project template), the IT ProjectSecurity Initial Review Form, the IT Project Scope Form, the IT Project Integrated ChangeControl Form (unless there are no changes), the IT Project Security Final Review Form, theIT Project Closing Form, and the Process Guidelines Checklist.
Guidelines are best practices that should be followed wherever feasible. Resources are additional aids that are neither mandatory nor necessarily "best practices."
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Project Level Indicators
The project level indicators are to be used in conjunction with the Project Scorecard and
management experience as an aid in assessing a project's risk and complexity level. Once the
project risk level is determined the Process, Methodology, and Documentation guidelines will
suggest the rigor and detail appropriate for that project risk level. Note that, if desired, anyproject can be managed at a risk level higher than what is assessed using these guidelines.
Projects at low, medium or high risk levels show some or all of the following properties:
Low Risk Medium Risk High Risk
Simple schedule with few to
no dependencies
Schedule has some
dependencies
Complex schedule with
many dependencies
Low total cost Intermediate total cost High total cost
Tested technology,
techniques and procedures
Evolving technology,
techniques or procedures
Untested technology,
techniques or processes
Impacts a single department
or unit
Impacts multiple departments
or units
Extensive impact across
departments or
university-wide
Staffing involves single
department or unit
Involves staff from more than
one department
Involves staff from many
departments or units
Zero to minimal vendor or
consulting activity
Some vendor or consulting
activity
Extensive vendor or
consulting activity
Incremental effect on goals
and objectives of
department or unit
Clear effect on one or more of
the business goals of
department or unit
Effects strategic direction
of department or unit
Project Scorecard
The scorecard is a project management tool to be used in conjunction with Project LevelIndicators and management experience as an aid in assessing a project's risk and complexity
level. Once the project risk level is determined the Process, Methodology, and Documentation
Guidelines will suggest the rigor and detail appropriate for that project risk level. The scorecard
should be used as a guideline and not to render a decision on whether or not to move forward
with a project. Note that, if desired, any project can be managed at a risk level higher than what
it scores on the scorecard.
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Project Scorecard Worksheet:
Project Title: Project Number:
Project Leader/Manager: Anticipated Project Start Date:
Sponsor: Date Prepared:
This scorecard is a project management tool to be used in conjunction with Project Level Indicators and management experience as an
aid in assessing a project's risk and complexity level. Once the project risk level is determined the Process, Methodology, andDocumentation Guidelines will suggest the rigor and detail appropriate for that project risk level. This scorecard should be used as a
guideline and not to render a decision on whether or not to move forward with a project. In addition, any project can be managed at a
risk level higher than what it scores here, if desired.
Directions for use:
For each impact and difficulty listed select the appropriate level (in yellow) for this project from the drop down menus to arrive at a
project total score.
Note: Weight factors (W *) shown are generally agreed upon defaults. Changes to the default values should be accompanied with written justification.
IT Project Scorecard Worksheet
Impact W* Difficulty W*
Total Expenditures Less than $50K (1pt) 1.0 Schedule Risk Low (1pt) 1.0
Effect on Business Goals None or group (1pt) 1.0 Budget Risk Low (1pt) 1.0
Exposure Low (1pt) 1.5 Quality/Performance Risk Low (1pt) 1.0
Complexity Risk Low (1pt) 1.5
Innovation Risk Low (1pt) 1.5
Impact Total = 3.5 Difficulty Total = 6
Project total = impact total x difficulty total = 21
Suggested score categories: Low Risk 21 - 200, Medium Risk >200 - 450, High Risk >450
W*: weight factor
Note: This scorecard is a "living document" with adjustments made based on experience and use.
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Project Management Process Guidelines
These guidelines provide a roadmap for managing most information technology
projects. It is up to the discretion of the project manager, project leader , and project
team to decide which processes are appropriate for their particular project. Once the
risk and complexity of a project are determined, using the project level indicators and
the project scorecard, these guidelines detail the steps that guide progress towards
project completion and closure. The project manager should provide project
documentation that is appropriate to the complexity and risk level of the project. High
risk projects are supported with documentation that is substantially more detailed and
thorough than would be expected for medium risk or low risk projects.
Once a project risk level is determined using the project level indicators and the project
scorecard these guidelines outline the required planning, documentation, and
approvals required for information technology projects at Virginia Tech. While the
processes required for low, medium, and high risk projects are the same, the project
manager and project leader should provide project documentation that is appropriate to
the complexity of the project. High risk projects are supported with documentation that
is substantially more detailed and thorough than would be expected for a medium -risk,
or low-risk projects. For many low-risk projects, the full documentation package could
be as brief as two to three pages, using the low risk project form. Whereas, the
documentation for high-risk projects could easily run to hundreds of pages.
Project approval and oversight are also designed according to the level of project risk
and complexity. These process guidelines forms show when approval is required and
the approval and oversight section below shows who are appropriate approvers.
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Process
Initiation ProcessesProject Initiation - (Project Charter)
Approval
Planning Processes
Collect Requirements
Begin Scope Development
Project Level Indicators
Project Scorecard
Project Plan
Resources & Staffing plan
Purchases & Acquisitions plan
Budget plan
Communications plan
Risk plan
Security Initial Review & plan
Testing plan
Training plan
Change Control plan
Project Scope
Document lessons learned thus far
Approval
Executing Processes
Project Team Development
Procure or Secure Resources
Security
Quality Assurance
Direct & Manage Project Resources
CommunicationsInformation Distribution
Monitoring & Controlling Processes
Integrated Change Control
Monitor Issues & Risks
Implement Testing plan
Report PerformanceSecurity Final Approval
Implement Training plan
Document new lessons learned
Approval
Closing Processes
Project Closing
Sign Off
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Low Risk Medium Risk High Risk
Documentation Low RiskGuidelines
Medium RiskGuidelines
High Risk Guidelines
Approval and Oversight Manager, UnitLeader ordesignated sponsor
VP, Associate VPand/or designee
VP and/or designee
While the plans and documents required for all information technology projects are the same,
the rigor and amount of detail in those plans and documents may vary significantly based on the
projects risk level. See Project Management Methodology for a further explanation of guidelines.
Independent Verification & Validation (IV&V) reporting may be required for certain projects.
Project Management Process Guidelines Flowchart
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8/3/2019 Standards for Project Management
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Project Process Guidelines ChecklistProject Title: Project Number:
Project Leader/Manager: Anticipated Project Start Date:
Sponsor: Date Prepared:
Project Risk Level:
Project Management Process Group Step*
Project Management
Knowledge Area Completed
Initiation Processes 1
Project Initiation Form
(Project Charter)
2 Approval
Planning Processes
3 Collect Requirements
4 Begin Scope Development
5.1
Project Level Indicators
(from PM website)
5.2
Project Scorecard
(from PM website)
6 Project Plan
7.1 Resources & Staffing plan
7.2 Purchases & Acquisitions plan
7.3 Budget plan
8.1 Communications plan
8.2 Risk plan
8.3 Security Initial Review & plan
9.1 Testing plan
9.2 Training plan
10 Change Control plan
11 Project Scope Form
12
Document lessons learned thus
far
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Project Process Guidelines Checklist13 Approval
Executing Processes
14.1 Project Team Development
14.2 Procure or Secure Resources
14.3 Security
15.1 Quality Assurance
15.2
Direct & Manage Project
Resources
16
Communications
Information Distribution
Monitoring & Controlling Processes
17 Integrated Change Control
18.1 Monitor issues & risks
18.2 Implement Testing plan
19 Report Performance
20 Security Final Approval
21 Implement Training plan
22 Document new lessons learned
23 Approval
Closing Processes
24.1
Verify acceptance of project
deliverables
24.2 Finalize budget & timeline
25 Operations & Support transition
26 Project [Final] Lessons Learned
27 Sign Off
* A step number with a decimal means those similarly numbered steps can be done simultaneously.
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Project Management Methodology/Life CycleOverview
Initiation Processes
Agree to a vision for the project, define the major goals & project justification (why do this project).
Bring together the core team members and the stakeholders.
Assign a project manager and establish others' roles and responsibilities.
As much as possible, identify the resources needed, the cost estimates, and a broad timeline.
Complete the IT Project Initiation Form.
Obtain approval to move forward with detailed planning
Planning Processes
Collect requirements as needed. Some options include, focus group sessions, stated stakeholderrequirements, and surveys.
Begin developing the project scope by describing, in sufficient detail, the projects deliverables andthe work required to accomplish those deliverables.
Review the project level indicators to aid in assessing project risk level.
Use the project scorecard as an aid is assessing project complexity and risk level and thus therigor and detail of planning, documentation, and approvals necessary.
Begin development of a work plan that details the activities or tasks required, including time andcost estimates.
Determine resources and staffing needs (resources can be special skills, hardware, software,services, etc.)
Identify special skills needed to accomplish project tasks.
Assess project procurement needs of goods and services and determine best course of action.
Develop a budget plan to include the life cycle cost or total cost of ownership, projected out 3-5years.
Assess the communication needs and prepare a communication plan if required.
Perform a risk assessment, analysis, and plan, if required, and include mitigation options asappropriate.
Assess the security issues for the project and its deliverable(s). Send a completed IT projectsecurity plan form to the IT Security Office.
Analyze testing needs and plan accordingly.
Assess training needs and develop a strategy or plan as appropriate.
Plan for project changes and how they are documented and submitted, responsibilities, andsteering committee membership.
Complete the scope document that includes how to verify completion of deliverables and how tomanage scope change requests.
Document any lessons learned up to this stage in the project.
Obtain approval to move forward with executing the project plan.
Executing Processes
Assemble and develop the project team (training, etc.).
Procure or secure required resources (hardware, services, software, etc.).
Review security plan with project team. Make sure security issues are prominent and addressed.
Implement quality assurance procedures.
Make project information available to stakeholders.
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Monitoring/Controlling Processes
Change control and management - modifications of original project scope, cost, schedule andtechnical strategies.
Direct and lead the project team.
Manage project progress.
Measure project performance against the plan.
Ensure project progresses according to the plan.
Manage project issues and risks. Implement testing plan.
As appropriate, implement training plan.
Conduct status review meetings.
Disseminate status reports.
Document any lessons learned up to this stage in the project.
Obtain approval to close the project.
Closing Processes
Obtain acceptance of project deliverables.
Document or summarize costs spent on project and close any purchase orders.
Document any timeline changes (schedule compression and/or overruns).
Outline the long-term operational implications then hand off operations and supportresponsibilities.
Document the lessons learned over the course of the project.
Formalize closure.
Obtain sign-off from project sponsor and project manager.
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Project Documentation Guidelines
Low-Risk Project Documentation
The goal is to communicate and document the essence of the project, primarily for informationalpurposes, both within the University and to outside stakeholders.
The Low-Risk Project Form provides a template for providing this information.
A low-risk project is typically described by a sentence or two of text in each of the sections of the form.
The level of detail in this documentation should be agreed upon mutually by the project manager and theproject sponsor, with additional input and guidance as appropriate from the key project stakeholders.
Medium-Risk Project Documentation
Documentation for medium-risk projects should be more detailed than for low-risk projects and the level ofdetail should be commensurate with the complexity of the project in any case.
You are strongly encouraged to use project planning software, e.g., Microsoft Project, in assembling theproject plan and schedule.
The project plan should include a Scope Plan, which includes the project objectives and the projectdeliverables, and which includes at least a simple Work Breakdown Structure.
The Resource and Staffing Plan should indicate clearly the resources to be used and should indicate key
or required staff.
The Communication Strategy should articulate the extent and nature of communications involved in theproject.
The Budget Plan should be appropriate to the needs of the Project Sponsor.
The Security Plan should identify anticipated security issues and indicate how they will be addressed.
The Testing Plan should be consistent with the complexity of the project and the associated risks.
A Training Plan, if appropriate, should outline plans for training of all anticipated and intended users.
High-Risk Project Documentation
Documentation for high-risk projects should provide all of the information required to initiate, plan,execute, monitor, and complete the project in a timely and cost-effective manner.
The documentation should follow the guidelines of the Project Management Body of Knowledge(PMBOK) of the Project Management Institute.
You are strongly encouraged to use project planning software, e.g., Microsoft Project, in assembling theproject plan and schedule.
A detailed Scope Document should be included that clearly describes the project objectives and theproject deliverables.
Plans for scope management should be provided and include procedures for change control.
The Resource and Staffing Plan should explain what resources (people, equipment, materials) and whatquantities of each should be used to perform project activities, and it should provide a complete accountof key or required staff.
The Communication Plan should describe the processes required to ensure timely and appropriategeneration, collection, dissemination, storage, and ultimate disposition of project information.
The Budget Plan should be appropriate to the needs of the Project Sponsor and should provide acomplete accounting of costs for staffing, equipment, software, supplies, consulting, and other costs. Alife cycle cost or total cost of ownership, projected out at least 5 years, should be included.
The Security Plan should identify anticipated security issues and indicate how they will be addressed.
The Testing Plan should be consistent with the complexity of the project and the associated risks.
A Training Plan, if appropriate, should outline plans for training of all anticipated and intended users.
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Project Manager Selection & Training
The project manager selection and training process is to assure that project managers atFiberutilities Group, LLC possess the experience, skills, and competency necessary to deliverprojects within budget, on schedule, and within scope. Project managers must havedemonstrated project management experience commensurate with the complexity and risk ofthe project they are managing. The project manager qualifications table below givesqualification guidelines. Project managers should maintain a personal portfolio containing
descriptions of prior experience. If desired, use the project manager qualifications template torecord experience, training, and certifications.
Project Manager Qualifications
Project Type / Requirement PM* Training PM* Experience PM* Competency
Low complexity & risk X
Medium complexity & risk X X
High complexity & risk X X X
*PM = Project Management
Requirements
1) All project managers must have demonstrated project management experiencecommensurate with the complexity of the proposed project as determined by the departmenthead.
a) Low complexity projects may be led by a project manager with little experience.Coaching from an experienced project manager is a good way to gain neededexperience.
2) All project managers Fiberutilities Group, LLC projects are required to complete training onthe project management standard for Fiberutilities Group, LLC projects.
3) All project managers are required to have project management fundamentals training unless
demonstrated experience and training are adequate as determined by the department head,or you have a project management certification.
a) Project management fundamental trainings are available online in numerous locations.
b) Recommended but optional, additional training is available via local Colleges.
4) All project managers of highly complex projects must have demonstrated projectmanagement competency through one of the following:
a) Project management certification from a recognized, reputable project managementorganization, such as:
i) Project Management Professional from the Project Management Institute
ii) Senior Project Manager from the American Society for the Advancement of Project
Management (USA member affiliate of the International Project ManagementAssociation-IPMA)
iii) Certified Project Manager from the Association for Project Management
iv) Master Project Manager from The American Academy of Project Management
v) Certified Project Manager from the International Association for Project and ProgramManagement
b) A degree in project management from an accredited college or university plusdemonstrated project management experience.
c) Commonwealth project manager qualification by satisfying the qualification standardsand passing both the "Core Processes" and "Facilitating Processes" tests.
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Maintaining Project Manager Credentials
Maintain your project manager qualification by continuing to reference and use this project managementstandard for Fiberutilities Group, LLC projects. This includes the methodology, processes, forms, andtemplates provided.
Project Managers that have not managed an project for more than five consecutive years arerecommended to complete project management fundamentals training and/or training on the projectmanagement standard for information technology projects.