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Project, Program & Portfolio Management

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Project, Program & Portfolio Management

  1. 1. Project, Program & Portfolio Management Processes & Checklists Anand Subramaniam
  2. 2. Project Management Office <ul><li>Are you able to answer these questions with your project office? </li></ul><ul><ul><li>How do I keep costs down? </li></ul></ul><ul><ul><li>How do I eliminate redundancy? </li></ul></ul><ul><ul><li>How do I ensure cross-functional alignment? </li></ul></ul><ul><ul><li>How can I better understand the impact of change? </li></ul></ul><ul><ul><li>How can I leverage my existing investments in information and IT? </li></ul></ul>
  3. 3. Program Management Office <ul><li>Are you able to answer these questions with your program office? </li></ul><ul><ul><li>Estimate the business value of programs </li></ul></ul><ul><ul><li>Plan and manage the investments in below areas and deliver the business benefits </li></ul></ul><ul><ul><ul><li>Technology - systems & process </li></ul></ul></ul><ul><ul><ul><li>Operations – Outsourcing, value added resellers, vendors, contracts & commitments </li></ul></ul></ul><ul><ul><ul><li>Sales – campaigns, advertisements </li></ul></ul></ul><ul><ul><ul><li>Organisation – reporting, score cards, KPI, ROI, NPV, risks, opportunities, EVM, EPM </li></ul></ul></ul><ul><ul><ul><li>People – competencies, capabilities, training, education, support </li></ul></ul></ul><ul><ul><ul><li>Market - P&L, sector growth strategies, Blue Ocean, competition </li></ul></ul></ul><ul><ul><ul><li>Channels - direct & indirect </li></ul></ul></ul><ul><ul><ul><li>Business Process Domains –industry verticals with case studies, white paper, intelligence </li></ul></ul></ul><ul><ul><li>Gauge under / over performance of programs </li></ul></ul><ul><ul><li>Link business case to business strategy </li></ul></ul><ul><ul><li>Effective use of business cases for executive decision making </li></ul></ul><ul><ul><li>Assess the actually achievement to the anticipated business value </li></ul></ul><ul><ul><li>Understand the scope and complexity of the programs initiated </li></ul></ul><ul><ul><li>Estimate the transformation change and the change management strategy for business improvement programs </li></ul></ul><ul><ul><li>Programs stopped for underperformance or for not supporting the business strategy anymore </li></ul></ul>
  4. 4. Program Office - Process <ul><li>Conduct workshops (focus group with stakeholders, fit / gap, competency / capability, training, CMMi, knowledge portal) and win stakeholder buy-in to achieve the following </li></ul><ul><ul><li>Shift from stand-alone IT project management to business program management Shift from competition amongst projects to disciplined portfolio management </li></ul></ul><ul><ul><li>Shift from traditional project management cycles to full cycle governance. </li></ul></ul><ul><ul><li>Informed and shared understanding of the potential benefits of an investment and how to &quot;get there&quot; by the entire organisation - from top executives to program & project teams </li></ul></ul><ul><ul><li>Effective sponsorship of IT and business change initiatives </li></ul></ul><ul><ul><li>Informed decision making based on the changes required to generate benefits </li></ul></ul><ul><ul><li>Business benefits delivered sooner </li></ul></ul><ul><ul><li>Increase success rates of major investments. </li></ul></ul>
  5. 5. Program Office Framework <ul><li>Facilitate Risk minimisation & Opportunity maximisation strategies to acheive the following </li></ul><ul><ul><li>Ability to define the desired business benefits </li></ul></ul><ul><ul><li>Identify the business and technical capabilities that will make these benefits possible </li></ul></ul><ul><ul><li>Define the necessary projects to deliver the capabilities </li></ul></ul><ul><ul><li>Manage from concept through successful delivery </li></ul></ul><ul><ul><li>Institutionalise the capabilities within the organisation and realised the identified benefits. </li></ul></ul><ul><ul><li>Establish the value of the program including scope definition and value assessment </li></ul></ul><ul><ul><li>Structure programs and projects </li></ul></ul><ul><ul><li>Establish management / governance frameworks for successful delivery </li></ul></ul><ul><ul><li>Define the program's &quot;stage gates&quot; </li></ul></ul><ul><ul><li>Change Management – ensure the people and organisation were made ready for the change </li></ul></ul><ul><ul><li>Value Governance - establishing the frameworks for monitoring the achievement of the desired business outcomes. </li></ul></ul>
  6. 6. Transformation Change <ul><li>Define and manage strategic business change </li></ul><ul><li>Maximise the value in investments in business change </li></ul><ul><li>Create blueprints for change in the business and its IT resource </li></ul><ul><li>Deliver and maintaininformation system solutions </li></ul><ul><li>Deliver change - on time, on budget, to defined requirements </li></ul>
  7. 7. Portfolio Management <ul><li>Why </li></ul><ul><ul><li>Are we doing the right things? </li></ul></ul><ul><ul><li>Are we doing them the right way? </li></ul></ul><ul><ul><li>Are we getting them done well? </li></ul></ul><ul><ul><li>Are we getting the benefits? </li></ul></ul><ul><ul><li>How are (or will) the benefits be delivered? </li></ul></ul><ul><li>What </li></ul><ul><ul><li>to ensure that the investments are aligned with the key business objectives </li></ul></ul><ul><ul><li>to find the most efficient ways to realise the strategic goals </li></ul></ul><ul><ul><li>to have the right balance of investments across the portfolio </li></ul></ul><ul><ul><li>to realise the predicted benefits of these efforts </li></ul></ul><ul><ul><li>to assess programs and projects in the portfolio and to say 'No' and 'Stop' </li></ul></ul><ul><ul><li>to provide information to make better decisions </li></ul></ul><ul><ul><li>to align actions to strategy and increase success on strategic initiatives </li></ul></ul><ul><ul><li>to minimise risk, manage workload, decrease time to delivery, decrease costs and to increase value delivered </li></ul></ul><ul><li>How </li></ul><ul><ul><li>Create an Inventory of current programs and projects </li></ul></ul><ul><ul><li>Apply categorisation to understand the different kinds of initiative in the portfolio </li></ul></ul><ul><ul><li>Apply evaluation criteria which enable reliable selection of high value / low risk initiatives </li></ul></ul><ul><ul><li>Create visualisation of the Portfolio to support executive decision making. </li></ul></ul><ul><ul><li>Define and create the capability / Maturity level target and develop a &quot;roadmap&quot; of how to get there in a realistic timeframe. </li></ul></ul>
  8. 8. Portfolio Management (Contd) High Level Strategic Level Processes Corporate Planning Definition This process establishes the Corporate Plan, which sets out the organisations priorities and details how they will be achieved. Corporate objectives and priorities will embody the vision and values of the organisation. Definition bridges potential gaps between strategy planning and project delivery. This is achieved by articulating the strategic requirements for change into logical groups of project that clearly map project and programme outputs to the strategic and performance outcomes desired by the organisation. Selection Monitor Track & Corrective Actions During the Project selection process key information relating to each project is collected and analysed before a process of prioritisation based on predetermined selection criteria begins. Project approvals will confirm decisions based on sound judgement and a rationalised approach to selecting each project portfolio. This process provides a helicopter view of the organisation’s delivery and investment commitment and is designed to maintain the optimum portfolio of projects. This process will monitor and review all programmes and projects upto the point they produce the outcomes or capability they were designed to deliver. Portfolio management continues to track the realisation of benefits beyond the life of the project or programme. Portfolio management identifies and recommends any necessary intervention strategies or measures in response to an unexpected shortfall in the desired level of programme or project benefit. Core Capabilities Benefits Management Risk Management Strategic Management Capacity & Capability Management Project & Programme Management Organisation Infrastructure Building Blocks Methodology Tools Governance Processes Investment & Performance Management Competency
  9. 9. Benefits <ul><li>Integrated set of business processes that systematically identify, select, align and manage value from investments. </li></ul><ul><li>Senior decision makers provided with visibility of the existing and proposed IT and business change investments - will help them to make the best investment choices. </li></ul><ul><li>Not only are the senior management able to evaluate the financial return of investments but are able to assess risk and opportunities </li></ul><ul><li>Overall alignment with the business strategy, goals, key drivers etc and also the full value of investments. </li></ul><ul><li>Selection of investments based on the greatest potential </li></ul><ul><li>Effective program planning and execution, to return the greatest possible value to the business while minimising risk </li></ul><ul><li>Ongoing governance and active management of the portfolio to ensure the promised value are delivered. </li></ul><ul><li>Comprehensive view of total application spend </li></ul><ul><li>Ability to rationlise and / or decommission some applications </li></ul><ul><li>Improved focus on current business requirements through re-allocation of application support budgets and resources </li></ul><ul><li>High confidence that new applications investments will be aligned with and contribute to strategic business objectives </li></ul><ul><li>Better decisions about the best sourcing strategies for reducing the cost of applications support while still meeting service needs and managing risk </li></ul><ul><li>Faster rollout of new products when supported by optimised applications. </li></ul>
  10. 10. Checklist <ul><li>Initiation </li></ul><ul><li>Planning </li></ul><ul><li>Execution & Control </li></ul><ul><li>Closure </li></ul><ul><li>Miscellaneous </li></ul>
  11. 11. Initiation Checklist <ul><li>PROJECT STATEMENT </li></ul><ul><ul><li>Is the statement short and concise? </li></ul></ul><ul><ul><li>Is it clear from reading just this one statement what the project will accomplish? </li></ul></ul><ul><ul><li>Does the statement indicate when the project will be completed? </li></ul></ul><ul><ul><li>Does the statement indicate what the project will cost? </li></ul></ul><ul><li>BUSINESS DRIVERS </li></ul><ul><ul><li>Are the Business Drivers written in business language? </li></ul></ul><ul><ul><li>Do the Business Drivers and/or Background Statements have any empirical support to help validate their importance? </li></ul></ul><ul><ul><li>Are there any business goals, strategies, or principles that need to be referenced? </li></ul></ul><ul><ul><li>Does the statement show how the project fits in the context of the business it supports? </li></ul></ul><ul><ul><li>Does the information convey a compelling need to do the project? </li></ul></ul><ul><ul><li>Does it &quot;sell&quot; the project's business value? </li></ul></ul><ul><li>VISION </li></ul><ul><ul><li>Does the Vision Statement paint a picture of what the future situation will be once the project is complete? </li></ul></ul><ul><ul><li>Is the Vision Statement short and clear? </li></ul></ul><ul><ul><li>Can a person who is not familiar with the project understand what the project hopes to achieve by reading the Vision Statement? </li></ul></ul><ul><ul><li>Does the Vision Statement describe a shared and agreed upon future that all project stakeholders want? </li></ul></ul><ul><li>GOAL STATEMENT </li></ul><ul><ul><li>Does the Goal Statement establish the &quot;context&quot; for the proposed project by referencing to the following elements: </li></ul></ul><ul><ul><ul><li>The project's object of study : what product, process, resource, etc., is being addressed? </li></ul></ul></ul><ul><ul><ul><li>The project's purpose : why it's being pursued, (i.e. to evaluate, reduce, increase, etc.)? </li></ul></ul></ul><ul><ul><ul><li>The project's quality focus , how is it impacted (dependability, reliability, defect removal, correctness, etc.)? </li></ul></ul></ul><ul><ul><ul><li>The project's viewpoint : who is the project's benefactor (i.e. user, customer, citizen, client, employee, etc.)? </li></ul></ul></ul><ul><ul><ul><li>Is the project Goal Statement in alignment with the sponsoring organisations business goals and mission? </li></ul></ul></ul>
  12. 12. Initiation Checklist (Contd) <ul><li>OBJECTIVES </li></ul><ul><ul><li>Do the Objectives describe concrete achievements and outcomes that support the stated project goal? </li></ul></ul><ul><li>HIGH LEVEL DELIVERABLES </li></ul><ul><ul><li>Is the stated Deliverable a tangible product that proves an objective has been achieved, or that proves progress is being made on the achievement of a stated objective? </li></ul></ul><ul><ul><li>Does the stated Deliverable align with the context (object of study, purpose, quality focus, viewpoint) established in the project's Goal Statement? </li></ul></ul><ul><ul><li>Does the stated Deliverable support the provision of the project benefits identified in the project's Goal Statement? </li></ul></ul><ul><ul><li>Can the production of the deliverables be described as a series of one or more work assignments in the Project Plan? </li></ul></ul><ul><li>SCOPE </li></ul><ul><ul><li>Does the Scope Statement clearly indicate what is included and excluded in the project? </li></ul></ul><ul><ul><li>Have the pertinent processes, entities, systems, customers, and other objects that will not be in the project been identified? </li></ul></ul><ul><ul><li>If not, some stakeholders may assume those items will be in scope.Is the Scope written in clear, business-oriented language? </li></ul></ul><ul><ul><li>Is the Scope consistent with the Project Objectives and Deliverables? </li></ul></ul><ul><li>SCHEDULE </li></ul><ul><ul><li>Is there a project start and end date? </li></ul></ul><ul><ul><li>Is it consistent with Objective Statements' start and end dates? </li></ul></ul><ul><ul><li>If there are known barriers/issues to completing the project within defined constraints, have they been documented and communicated?Have major phases, milestones, and deliverable dates been noted? </li></ul></ul><ul><li>COST PROJECTION </li></ul><ul><ul><li>Are project development costs stated in $'s and FTEs? </li></ul></ul><ul><ul><li>Are ongoing maintenance and operations costs identified and stated in $'s and FTEs? </li></ul></ul><ul><ul><li>If there are known resource barriers/issues to completing the project and have they been documented and communicated? </li></ul></ul>
  13. 13. Initiation Checklist (Contd) <ul><li>ROLES AND RESPONSIBILITIES </li></ul><ul><ul><li>Has a project sponsor who meets the following criteria been clearly identified? </li></ul></ul><ul><ul><li>Does the sponsor have the authority to make necessary decisions or the support to obtain necessary decisions efficiently and effectively? </li></ul></ul><ul><ul><li>Does the sponsor have the support of the affected business area(s)? </li></ul></ul><ul><ul><li>Does the sponsor have the ability to obtain/assign required project resources. </li></ul></ul><ul><ul><li>Does the sponsor have the necessary time available to dedicate to this project. </li></ul></ul><ul><ul><li>Has the Project Manager, Business Area / Customer Representative, Technical team members (e.g. analysts, programmers, database administrators) identified? </li></ul></ul><ul><ul><li>Do all parties listed understand and agree with the defined roles and responsibilities? </li></ul></ul><ul><ul><li>Are the responsibilities listed for each role clear and concise? </li></ul></ul><ul><ul><li>Have names and contact information been listed for each person serving each role? </li></ul></ul><ul><li>GOVERNANCE </li></ul><ul><ul><li>If the client has an existing governance model in place, is it reflected in this description? </li></ul></ul><ul><ul><li>Does the governance model comply with Client’s requirements for project oversight? </li></ul></ul><ul><ul><li>Does the governance model provide for each of the following types of decisions: </li></ul></ul><ul><ul><ul><li>Scope/change management decisions? </li></ul></ul></ul><ul><ul><ul><li>Fiscal/cost decisions? </li></ul></ul></ul><ul><ul><ul><li>Time/human resource decisions? </li></ul></ul></ul><ul><ul><ul><li>Issue resolution/escalation process decisions? </li></ul></ul></ul><ul><ul><ul><li>Risk management/contingency fund decisions? </li></ul></ul></ul><ul><ul><ul><li>Quality management/control decisions? </li></ul></ul></ul><ul><ul><ul><li>Transition to operations decisions? </li></ul></ul></ul><ul><ul><li>Is there universal agreement on the governance model between all persons identified as having a role and responsibility for the project? </li></ul></ul><ul><ul><li>Has the governance model been discussed with and agreed upon by team members? </li></ul></ul><ul><ul><li>Have all governance roles and responsibilities been documented in the roles and responsibilities section? </li></ul></ul>
  14. 14. Initiation Checklist (Contd) <ul><li>TEAM COMPOSITION </li></ul><ul><ul><li>Does the chart reflect all necessary staff, their respective reporting relationships, and their time commitment? </li></ul></ul><ul><ul><li>If any team members are assigned to the project through matrix management, is there an agreement in place regarding time, effort and responsibilities signed by the team member and their supervisor? </li></ul></ul><ul><ul><li>Does every team member's contact information, role, and responsibilities appear on the responsibility chart? </li></ul></ul><ul><ul><li>Do all team members understand the reporting relationships and time commitments reflected in the chart? </li></ul></ul><ul><li>APPROACH </li></ul><ul><ul><li>Is the Project Approach statement in chronological order? </li></ul></ul><ul><ul><li>Is the Project Approach statement written from the reader's perspective? </li></ul></ul><ul><ul><li>Is the Project Approach statement at an appropriate level of detail, (i.e. milestone, stage, or phase)? </li></ul></ul><ul><li>ASSUMPTIONS AND CONSTRAINTS </li></ul><ul><ul><li>Have known assumptions been considered and documented: Scope, Schedule, Financing, Resources, Expectations, Sponsorship, Customers, Technologies, Vendors, Partners & Business Relationships, Other assumptions </li></ul></ul><ul><ul><li>Have constraints been considered and documented: Timeframes & Deadlines, Funding, Resources, Skill Levels, Dependencies, Legal, Policy, Technology, Other Constraints </li></ul></ul><ul><li>PERFORMANCE MEASURES/OUTCOMES </li></ul><ul><ul><li>Have criteria for evaluating success been established before the project is started? </li></ul></ul><ul><ul><li>Does the measure directly target a project goal or objective? </li></ul></ul><ul><ul><li>Is there a measure for each objective? </li></ul></ul><ul><ul><li>Does the measure use data that's readily available? </li></ul></ul><ul><ul><li>Has baseline data been captured (necessary if changes are to be measured)? </li></ul></ul><ul><ul><li>Is the basis for comparison consistent? </li></ul></ul><ul><ul><li>Have timeframes been considered? </li></ul></ul><ul><ul><li>How long will it take for changes to come about or to be able to capture meaningful data? </li></ul></ul><ul><li>ACCEPTANCE </li></ul><ul><ul><li>Have the major project stakeholders been identified and listed? </li></ul></ul><ul><ul><li>Have the listed stakeholders agreed to the Charter's content without reservations? </li></ul></ul><ul><ul><li>Have they signed the Charter indicating their approval for the project to proceed? </li></ul></ul>
  15. 15. Planning Checklist <ul><li>CHANGE MANAGEMENT PLAN </li></ul><ul><ul><li>Has the Change Management process been defined? </li></ul></ul><ul><ul><li>Has the process been communicated to the Project Team? </li></ul></ul><ul><ul><li>Has the process been communicated to stakeholders? </li></ul></ul><ul><ul><li>Has a Change Request log been created? </li></ul></ul><ul><ul><li>Are change requests being analysed for recommendation in a timely manner? </li></ul></ul><ul><ul><li>Are change request resolutions (acceptance, delayed acceptance, rejection) being made in a timely manner? </li></ul></ul><ul><ul><li>Are appropriate stakeholders identified? </li></ul></ul><ul><ul><li>Have the results been incorporated in other project sub-plans (Schedule and Task Plan, Risk Management Plan, Quality Assurance Plan, Acquisition Plan, Communications Plan, etc.) as appropriate? </li></ul></ul><ul><ul><li>Is the Change Request Log actively monitored? </li></ul></ul><ul><li>CONTRACTOR MANAGEMENT PLAN </li></ul><ul><ul><li>Is the problem that you are contracting for clearly defined? </li></ul></ul><ul><ul><li>Has the project conducted a resources assessment, to ensure that the needed work cannot be accomplished with state resources? </li></ul></ul><ul><ul><li>Has the project met all legal constraints and conditions relating to your client's policy on purchased/personal services contracting? </li></ul></ul><ul><ul><li>Will contracted services achieve the intended goal, meet stated project objectives? </li></ul></ul><ul><ul><li>Has the project consulted your client's contract office? </li></ul></ul><ul><ul><li>Has the project being reviewed via the pre-qualified vendor list? </li></ul></ul><ul><ul><li>Has all purchased/personal services contracting requirements been met? </li></ul></ul><ul><ul><li>Has the project considered any waiting period requirements prior to contract execution? </li></ul></ul>
  16. 16. Planning Checklist (Contd) <ul><li>REVIEW LESSONS LEARNED </li></ul><ul><ul><li>Have all internal and external client PIRs been located and reviewed? </li></ul></ul><ul><ul><li>Have the more important issues been identified? </li></ul></ul><ul><ul><li>Have plans for improving over past performance been formulated? </li></ul></ul><ul><ul><li>Have the results been incorporated in other project sub-plans (Schedule and Task Plan, Risk Management Plan, Quality Assurance Plan, Acquisition Plan, Communications Plan, etc.) as appropriate? </li></ul></ul><ul><li>ISSUE MANAGEMENT PLAN </li></ul><ul><ul><li>Has an Issue Management process been defined? </li></ul></ul><ul><ul><li>Has the process been communicated to the Project Team and Stakeholders? </li></ul></ul><ul><ul><li>Has a Project Issue log been created? </li></ul></ul><ul><ul><li>Are issues being created only when appropriate? </li></ul></ul><ul><ul><li>Are issues assigned priorities? </li></ul></ul><ul><ul><li>Are issue reviews conducted on a timely basis? </li></ul></ul><ul><ul><li>Are resolutions occurring in a timely manner? </li></ul></ul><ul><ul><li>Are the appropriate stakeholders for each issue identified? </li></ul></ul><ul><ul><li>Are follow-up activities occurring promptly? </li></ul></ul><ul><ul><li>Are issue logs actively monitored? </li></ul></ul><ul><ul><li>Have issue resolution results been incorporated in other project sub-plans (Schedule and Task Plan, Risk Management Plan, Quality Assurance Plan, Acquisition Plan, Communications Plan, etc.) as appropriate? </li></ul></ul><ul><li>RISK MANAGEMENT PLAN </li></ul><ul><ul><li>Is there a process for identifying and documenting risks? </li></ul></ul><ul><ul><li>Were all phases and aspects of the project taken into account during the risk identification process? </li></ul></ul><ul><ul><li>Has the exposure of each identified risk been rated? </li></ul></ul><ul><ul><li>Has a mitigation strategy been identified for each identified risk? </li></ul></ul><ul><ul><li>Has a contingency strategy been defined for each identified risk? </li></ul></ul><ul><ul><li>Has a trigger been established for each contingency strategy? </li></ul></ul><ul><ul><li>Does the project plan include tasks for active monitoring for risks? </li></ul></ul><ul><ul><li>Is there a process for tracking and reporting on risks? </li></ul></ul><ul><ul><li>Has the entire project team been trained on the risk management processes? </li></ul></ul>
  17. 17. Planning Checklist (Contd) <ul><li>QUALITY ASSURANCE PLAN </li></ul><ul><ul><li>Have stakeholders been identified? </li></ul></ul><ul><ul><li>Has an independent, experienced QA team been defined? </li></ul></ul><ul><ul><li>Have the components of the QA plan been fully defined? </li></ul></ul><ul><ul><li>Has a routine QA report schedule and reporting formats been defined? </li></ul></ul><ul><ul><li>Has commitment to the QA processes been obtained from key players? </li></ul></ul><ul><ul><li>Have routine QA meetings been established? </li></ul></ul><ul><li>SCHEDULING AND TASK PLANS </li></ul><ul><ul><li>Has all work associated with project deliverables been identified? </li></ul></ul><ul><ul><li>Will project objectives be achieved after the activities are completed? </li></ul></ul><ul><ul><li>Is each activity discrete with no overlap of tasks? </li></ul></ul><ul><ul><li>Can time and resources be estimated for each of the identified tasks? </li></ul></ul><ul><ul><li>Can each activity be completed as described? </li></ul></ul><ul><ul><li>Are sub-units no more than 6 levels deep? </li></ul></ul><ul><ul><li>Is each work package no more than 80 hours or within one reporting period? </li></ul></ul><ul><ul><li>Are dependencies between tasks and activities clear? </li></ul></ul><ul><ul><li>Are resources assigned to each task? </li></ul></ul><ul><ul><li>Have resource conflicts been resolved? </li></ul></ul><ul><li>STAFFING PLAN </li></ul><ul><ul><li>Has the Schedule and Task Plan been completed so that Staff Planning can begin? </li></ul></ul><ul><ul><li>Has the pool of available project staff been clearly identified? </li></ul></ul><ul><ul><li>Has an assessment of needed skills been completed? </li></ul></ul><ul><ul><li>Have staff availability and needed skills been synchronised into a staffing profile? </li></ul></ul><ul><ul><li>Has the project team been organised and documented? </li></ul></ul><ul><ul><li>Have all needed non-labor resources been identified and planned for? </li></ul></ul><ul><ul><li>For complex projects, has staff planning been done in enough detail to mitigate possible risks? </li></ul></ul>
  18. 18. Planning Checklist (Contd) <ul><li>INVESTMENT PLAN </li></ul><ul><ul><li>Has the Investment Approval Request Form been completed? </li></ul></ul><ul><ul><li>Has the purpose of the investment been documented? </li></ul></ul><ul><ul><li>Have all alternatives considered been documented? </li></ul></ul><ul><ul><li>Has the rationale for selection of the chosen alternative been included? </li></ul></ul><ul><ul><li>Have all existing related client IT resources been documented? </li></ul></ul><ul><ul><li>Have all IT resources to be acquired been listed? </li></ul></ul><ul><ul><li>Have the costs and benefits of all alternatives considered been included? </li></ul></ul><ul><ul><li>Are all costs associated with the initial investment and the lifecycle included? </li></ul></ul><ul><ul><li>Has the acquisition method and rationale for its selection been documented? </li></ul></ul><ul><ul><li>Has the high-level schedule for acquisition and implementation been included? </li></ul></ul><ul><ul><li>Has the authorised client manager and, if required, approval authority signed the Investment Approval Request? </li></ul></ul><ul><li>ACQUISITION PLAN </li></ul><ul><ul><li>Does the Acquisition Plan align with the Feasibility Study and /or Decision Package? </li></ul></ul><ul><ul><li>Does the Acquisition Plan describe in sufficient detail what needs to be acquired? </li></ul></ul><ul><ul><li>Does the Acquisition Plan include scheduling and lead time for procuring goods and services? </li></ul></ul><ul><ul><li>Does the Acquisition Plan identify funding sources? </li></ul></ul><ul><ul><li>Is the procurement schedule integrated with the Scheduling and Task Plan? </li></ul></ul><ul><ul><li>Does the Acquisition Plan describe how assets and excess materials will be disposed of at the end of the project? </li></ul></ul><ul><ul><li>If contracts or leases require maintenance to be performed, are the tasks included in the project task plan? </li></ul></ul><ul><li>COMMUNICATIONS PLAN </li></ul><ul><ul><li>Have all internal and external stakeholder information needs been assessed? </li></ul></ul><ul><ul><li>Are their long and short term information needs identified? </li></ul></ul><ul><ul><li>Have responsibilities for communication been assigned, including who must approve the various types of communications? </li></ul></ul><ul><ul><li>Are processes in place for dealing with ad hoc communication needs? </li></ul></ul><ul><ul><li>Are feedback mechanisms identified and planned for? </li></ul></ul><ul><ul><li>Have communication tasks been inserted into the project schedule? </li></ul></ul><ul><ul><li>Has the plan been communicated to the Project Team? </li></ul></ul>
  19. 19. Planning Checklist (Contd) <ul><li>TEST PLAN </li></ul><ul><ul><li>Has the test environment and resource requirements for testing been included in the Staffing Plan, the Investment Plan, and the Project Schedule and Task Plan? </li></ul></ul><ul><ul><li>Have the dependencies or triggers that are generated from the successful completion of the test features been identified? </li></ul></ul><ul><ul><li>Has the Test Plan defined the acceptance criteria thresholds? </li></ul></ul><ul><li>IMPLEMENTATION PLAN </li></ul><ul><ul><li>Have dependencies between tasks been identified and communicated to the resources affected by the dependency? </li></ul></ul><ul><ul><li>Have dates been applied to all tasks? </li></ul></ul><ul><ul><li>Is there an assigned person who is responsible for completing each task? </li></ul></ul><ul><ul><li>Have dependencies between tasks been identified and communicated to the resources affected by the dependency? </li></ul></ul><ul><ul><li>Has the plan been reviewed with all impacted stakeholders and resources assigned to the implementation and transition tasks? </li></ul></ul><ul><ul><li>Has the project schedule been reviewed and updated based on the tasks and timeframes identified in the implementation plan? </li></ul></ul><ul><ul><li>Have other project plans been reviewed for possible changes based on the contents of the implementation/transition plan? </li></ul></ul><ul><ul><li>Is a dry run or tabletop exercise planned or required? </li></ul></ul>
  20. 20. Planning Checklist (Contd) <ul><li>TRAINING PLAN </li></ul><ul><ul><li>Has the training audience been identified? </li></ul></ul><ul><ul><li>Have training objectives been identified? </li></ul></ul><ul><ul><li>Has funding for training been included in the project budget? </li></ul></ul><ul><ul><li>Have the tasks in the training plan been integrated in to the project schedule & task plan so that the training activities are not squeezed in to the schedule at the end of the project? </li></ul></ul><ul><ul><li>Have the missing skills been identified and will they be addressed in the training? </li></ul></ul><ul><ul><li>Have the training needs been distinguished from the training wants? </li></ul></ul><ul><ul><li>Has the training been scheduled? </li></ul></ul><ul><ul><li>Have the training materials been prepared? </li></ul></ul><ul><li>MAINTENANCE & OPERATIONS PLAN </li></ul><ul><ul><li>Are there existing maintenance processes and practices within organisation? </li></ul></ul><ul><ul><li>Has the maintenance owner been identified? </li></ul></ul><ul><ul><li>Have key players and user groups been identified? </li></ul></ul><ul><ul><li>Has the planning approach and timeline been determined? </li></ul></ul><ul><ul><li>Have tasks associated with development of M & O Plan been identified? </li></ul></ul><ul><ul><li>Have staffing options been identified? </li></ul></ul><ul><ul><li>Are costs associated with M & O documented and understood? </li></ul></ul><ul><ul><li>Are project deliverables being tracked for ongoing maintenance? </li></ul></ul><ul><ul><li>Have M & O Plan development impacts on project and project resources been determined? </li></ul></ul><ul><ul><li>Have M & O project process equivalents been created? </li></ul></ul>
  21. 21. Execution Checklist <ul><li>CHANGE MANAGEMENT </li></ul><ul><ul><li>Has the Change Management Plan been communicated to the project team, project oversight, and all internal and external stakeholders? </li></ul></ul><ul><ul><li>Do the project team members understand the processes outlined in the Plan and understand the consequences of not following it? </li></ul></ul><ul><ul><li>Is the Change Management Plan being followed? </li></ul></ul><ul><ul><li>Are all change requests being funnelled through the project manager? </li></ul></ul><ul><ul><li>Are change requests being monitored and evaluated on a routine basis? </li></ul></ul><ul><ul><li>Are change request resolutions (acceptance, delayed acceptance, rejection) being made in a timely manner? </li></ul></ul><ul><ul><li>Are the resolutions to change requests being communicated to stakeholders? </li></ul></ul><ul><ul><li>Are the impacts of approved change requests being reflected in changes to other project control documents (Charter, Staffing Plan, Scheduling and Task Plans, etc.)? </li></ul></ul><ul><ul><li>Does the change request analysis include a process for determining whether a request is in or out of scope? </li></ul></ul><ul><li>COMMUNICATIONS MANAGEMENT </li></ul><ul><ul><li>Has the Communications Plan been reviewed by the project team and all internal and external stakeholders? </li></ul></ul><ul><ul><li>Do the project team members agree the Plan includes the appropriate type and number of communications for them? </li></ul></ul><ul><ul><li>Is the Communications Plan being followed? </li></ul></ul><ul><ul><li>Is feedback being solicited on a regular basis regarding the type and amount of project communications? </li></ul></ul><ul><ul><li>Are communications taking place in a timely manner? </li></ul></ul><ul><ul><li>Have communication tasks in the project schedule been verified to ensure tasks are still valid and nothing should be added? </li></ul></ul><ul><li>CONTRACTOR MANAGEMENT </li></ul><ul><ul><li>Has the contract been reviewed by the client legal experts to ensure the document is legally sufficient? </li></ul></ul><ul><ul><li>Have project members been made aware of any legal implications involved in the execution of the contract? </li></ul></ul><ul><ul><li>Are the contractual obligations being met in a quality manner within schedule and within budget? </li></ul></ul><ul><ul><li>Is there a performance monitoring procedure in place for assessing the quality of work performance? </li></ul></ul><ul><ul><li>Is there a contract change control system in place that defines the process by which contracts may be modified? </li></ul></ul><ul><ul><li>Is there a contract close-out procedure in place that ensures all of the terms and conditions of the contract have been carried out? </li></ul></ul>
  22. 22. Execution Checklist (Contd) <ul><li>FINANCIAL MANAGEMENT </li></ul><ul><ul><li>Has the budget been reviewed by the project team and all internal and external stakeholders? </li></ul></ul><ul><ul><li>Have the stakeholders agreed to the control and reporting procedures? </li></ul></ul><ul><ul><li>Is integration with the Change Management Plan continually assessed? </li></ul></ul><ul><ul><li>Are financial reports being provided for Status Reporting? </li></ul></ul><ul><ul><li>Have variance thresholds been set to trigger corrective action? </li></ul></ul><ul><ul><li>Could the project financial records successfully pass a financial audit? </li></ul></ul><ul><ul><li>Have acceptance criteria and payment milestones been developed for contractors? </li></ul></ul><ul><li>ISSUE MANAGEMENT </li></ul><ul><ul><li>Are issues being resolved with a sense of urgency? </li></ul></ul><ul><ul><li>Has a task been included in the work plan to track the time the Project Manager spends on issue resolution activities? </li></ul></ul><ul><ul><li>Are people identifying issues also identifying alternative solutions? </li></ul></ul><ul><ul><li>Has the project's customer been engaged in the issue resolution process in the early stages of the project? </li></ul></ul><ul><ul><li>Are people with decision making authority attending issue resolution meetings and making decisions? </li></ul></ul><ul><ul><li>Are issue resolution priorities being assigned based on the subject matter and the impact to the schedule? </li></ul></ul><ul><ul><li>Are the escalation and dispute resolution processes being followed when necessary? </li></ul></ul><ul><ul><li>Is the Change Management Plan being executed when an issue resolution results in a change to the project's budget, schedule or scope? </li></ul></ul><ul><ul><li>Is the Issue Log being reviewed on a regular basis to make sure issues are being resolved? </li></ul></ul><ul><ul><li>Are issues that are really potential problems (risks) being moved to the Risk Management process? </li></ul></ul><ul><ul><li>Is the status of project issues reported regularly as part of Project Status Reports ? </li></ul></ul>
  23. 23. Execution Checklist (Contd) <ul><li>IMPLEMENTATION </li></ul><ul><ul><li>Has Test Plan been successfully completed? </li></ul></ul><ul><ul><li>Did stakeholders buy off on the Implementation and Transition Plan? </li></ul></ul><ul><ul><li>Did the project manager walk through the Implementation and Transition Plan with customers and technical support staff before executing the plan? </li></ul></ul><ul><ul><li>Have business and technical support staff been adequately trained to maintain new system/product? </li></ul></ul><ul><ul><li>Have arrangements been made for knowledge transfer from vendor to in-house staff? </li></ul></ul><ul><ul><li>Have stakeholders been notified well in advance of the implementation date? </li></ul></ul><ul><ul><li>Are contingencies in place to recover in case the system/product fails upon cutover? </li></ul></ul><ul><li>LESSONS LEARNED </li></ul><ul><ul><li>Identification and Capture of Lessons Learned </li></ul></ul><ul><ul><ul><li>Have you identified sources of lessons learned to review before the start of the project (Post Implementation Reports, logs, databases, etc.)? </li></ul></ul></ul><ul><ul><ul><li>Are you logging lessons learned throughout the entire life of the project? </li></ul></ul></ul><ul><ul><ul><li>Have you clearly documented lessons learned and resolutions for the Post Implementation Report? </li></ul></ul></ul><ul><ul><li>Application of Lessons Learned </li></ul></ul><ul><ul><ul><li>Are you implementing improvements learned from previous lessons in current and future projects? </li></ul></ul></ul><ul><ul><ul><li>Are you reviewing lessons learned to help with resolution of similar issues? </li></ul></ul></ul><ul><ul><ul><li>Did you review lessons learned as part of Risk Management? </li></ul></ul></ul><ul><ul><ul><li>Are you making improvements to project management processes as a result of using lessons learned? </li></ul></ul></ul>
  24. 24. Execution Checklist (Contd) <ul><li>QUALITY ASSURANCE MANAGEMENT </li></ul><ul><ul><li>Has the Quality Assurance (QA) Plan been reviewed by the Project Sponsor, project team and all internal and external stakeholders? </li></ul></ul><ul><ul><li>Have the stakeholders agreed that the QA Plan includes the appropriate quality provisions and independence to achieve stakeholder confidence? </li></ul></ul><ul><ul><li>Is the QA Plan being followed? </li></ul></ul><ul><ul><li>Have QA reviews been scheduled? </li></ul></ul><ul><ul><li>Does QA have access to all pertinent materials and levels of oversight? </li></ul></ul><ul><ul><li>Is integration with the Risk Management Plan and trending continually assessed? </li></ul></ul><ul><ul><li>Are QA reports being provided for Status Reporting? </li></ul></ul><ul><ul><li>Is documentation and are recommendations reviewed at the appropriate levels? </li></ul></ul><ul><ul><li>Are external/internal providers or Contractors complying with quality controls? </li></ul></ul><ul><ul><li>Is the project team using quality processes? </li></ul></ul><ul><ul><li>Have QA tasks in the project schedule been verified to ensure tasks are still valid and nothing should be modified? </li></ul></ul><ul><ul><li>Are Lessons Learned maintained to use for the Post Implementation Review?. </li></ul></ul><ul><li>RISK MANAGEMENT </li></ul><ul><ul><li>Are preventive and/or mitigation activities being performed on high ranking risks? </li></ul></ul><ul><ul><li>Is a risk management worksheet or log available to help with the identification, management and ranking of risks throughout the life of the project? </li></ul></ul><ul><ul><li>Is the project being continuously reviewed for emerging risks or triggers? </li></ul></ul><ul><ul><li>Is additional management sponsorship required to achieve a risk resolution? </li></ul></ul><ul><ul><li>Do resources need to be coordinated for performing mitigation activities? </li></ul></ul><ul><ul><li>Are there interdependencies between risk mitigation activities? If so, is there a sequence in which they should be implemented. </li></ul></ul><ul><ul><li>Has the Risk Management Plan been reviewed by the project team and all internal and external stakeholders? </li></ul></ul>
  25. 25. Execution Checklist (Contd) <ul><li>STATUS REPORTING </li></ul><ul><ul><li>Have all Steering Committee and important stakeholder information needs been addressed? </li></ul></ul><ul><ul><li>the statuses of milestones and deliverables, variances, causes and mitigating actions been identified? </li></ul></ul><ul><ul><li>Has the scope status, including any critical change requests, been included? </li></ul></ul><ul><ul><li>Has the status of any sub-projects or interdependent projects been included? </li></ul></ul><ul><ul><li>Have communication activities been included? </li></ul></ul><ul><ul><li>Has the latest copy of the Quality Assurance report been included for reference? </li></ul></ul><ul><ul><li>Has the status of critical project risks and issues been included? </li></ul></ul><ul><ul><li>Have quality improvement activities been included? </li></ul></ul><ul><ul><li>Has a copy of the status report been filed in a viewable project repository such as a project library? </li></ul></ul><ul><li>MAINTENANCE & OPERATIONS </li></ul><ul><ul><li>Is the Maintenance & Operations Plan finalised? </li></ul></ul><ul><ul><li>Has the Maintenance & Operations Plan been communicated to the project team, maintenance staff and internal and external stakeholders and accepted? </li></ul></ul><ul><ul><li>Do the maintenance team members understand the processes outlined in the Plan and understand the consequences of not following it? </li></ul></ul><ul><ul><li>Is system documentation being kept up to date? </li></ul></ul><ul><ul><li>Have maintenance staff been identified and assigned? </li></ul></ul><ul><ul><li>Are maintenance activities, resource requirements and other maintenance obligations included in your budget? </li></ul></ul><ul><ul><li>Has an ongoing communication plan been developed and is it being used? </li></ul></ul><ul><ul><li>Are maintenance activities and processes routinely measured against goals? </li></ul></ul><ul><ul><li>Is the product or service performing well against established standards? </li></ul></ul>
  26. 26. Closure Checklist <ul><li>POST IMPLEMENTATION REVIEW </li></ul><ul><ul><li>Have positive as well as negative lessons learned been captured? </li></ul></ul><ul><ul><li>Has ample time passed for an effective PIR to be conducted? </li></ul></ul><ul><ul><li>Was feedback solicited from a diverse audience? </li></ul></ul><ul><ul><li>Were original requirements reviewed to check for success of meeting them? </li></ul></ul><ul><ul><li>Is the PIR readily available for others to review? </li></ul></ul><ul><ul><li>Has the PIR been submitted with the IT Portfolio (as applicable)? </li></ul></ul><ul><li>LESSONS LEARNED </li></ul><ul><ul><li>Has the lessons learned exercise been scheduled? </li></ul></ul><ul><ul><li>Have the exercise participants been identified? </li></ul></ul><ul><ul><li>Have the facilitator and project manager had a pre-meeting to plan for the session? </li></ul></ul><ul><ul><li>Has the facilitator reviewed the final Quality Assurance Report or other project material, including previously gathered lessons learned information? </li></ul></ul><ul><ul><li>Has input been received in the key project areas? </li></ul></ul><ul><ul><li>Has input been documented as received in the session and provided to the project manager? </li></ul></ul><ul><ul><li>Has material been analysed and documented for follow-on use? </li></ul></ul><ul><ul><li>Has an archive location, such as a lessons learned database or library been established? </li></ul></ul><ul><li>STAFFING TRANSFER/RELEASE </li></ul><ul><ul><li>Is the Staffing Transfer/Release approach approved by Human Resources? </li></ul></ul><ul><ul><li>Have all project staff been released or re-allocated? </li></ul></ul><ul><ul><li>Is outplacement humane and dignified? </li></ul></ul><ul><ul><li>Are employees informed about options? </li></ul></ul><ul><ul><li>s information posted about transfers? </li></ul></ul><ul><ul><li>Is the Project Management Office (PMO) prepared for influx? </li></ul></ul><ul><ul><li>Are all staff employment files updated? </li></ul></ul>
  27. 27. Closure Checklist (Contd) <ul><li>FINANCIAL CLOSURE </li></ul><ul><ul><li>Have vendors and staff been notified of financial closing date? </li></ul></ul><ul><ul><li>Have all acceptance criteria been met prior to final payments to contractors? </li></ul></ul><ul><ul><li>Have all invoices and financial obligations been resolved? </li></ul></ul><ul><ul><li>Have all assets been transferred or disposed? </li></ul></ul><ul><ul><li>Have all assets been transferred or disposed? </li></ul></ul><ul><ul><li>Has your organisations contracts office been notified? </li></ul></ul><ul><ul><li>Have the procedures for retaining the financial records been implemented? </li></ul></ul><ul><li>PROJECT ARCHIVE </li></ul><ul><ul><li>Have the hard copy artefacts been stored or archived according to organisational standards? </li></ul></ul><ul><ul><li>Are any hard copy artefacts that would be useful for future projects available through the Project Library? </li></ul></ul><ul><ul><li>Does the folder structure used to store electronic artefacts meet client standards? </li></ul></ul><ul><ul><li>Does the archive contain a file describing the artefacts it contains? </li></ul></ul><ul><ul><li>Does the maintenance team have access to all the artefacts that could help them maintain the project's deliverables? </li></ul></ul><ul><ul><li>Have the &quot;Lessons Learned&quot; documents been stored in the Lessons Learned electronic library? </li></ul></ul><ul><li>CELEBRATE </li></ul><ul><ul><li>Are you celebrating when you should? </li></ul></ul><ul><ul><li>Have significant milestones been successfully met without a celebration? If so, put in some celebration time for the next opportunity. </li></ul></ul><ul><ul><li>Is your planned celebration consistent with acceptable client professional and ethical standards? </li></ul></ul><ul><ul><li>Have you invited everyone involved with the project to the celebration? </li></ul></ul>
  28. 28. Requirements Gathering Checklist <ul><li>Requirements Development </li></ul><ul><ul><li>Have you had extensive user involvement in developing the requirements? </li></ul></ul><ul><ul><li>Do all stakeholders understand and agree on how the system will be used? </li></ul></ul><ul><ul><li>Are all stakeholders satisfied with the requirements? </li></ul></ul><ul><ul><li>Do the developers understand the requirements? </li></ul></ul><ul><ul><li>Are all requirements clear and unambiguous? </li></ul></ul><ul><ul><li>Have you distinguished between needs and wants? Are requirements relevant? </li></ul></ul><ul><ul><li>Are requirements consistent with each other (i.e., they don’t conflict.) </li></ul></ul><ul><ul><li>Are requirements complete? Do the requirements cover everything that is supposed to be accomplished? </li></ul></ul><ul><ul><li>Has design detail been left out of the requirements? </li></ul></ul><ul><ul><li>Are all requirements testable? </li></ul></ul><ul><ul><li>Can you see the requirement as an output? </li></ul></ul><ul><ul><li>Are all requirements easily recognized as requirements by using the word shall? </li></ul></ul><ul><ul><li>Have the requirements been prioritized? </li></ul></ul><ul><ul><li>Are requirements feasible with respect to cost, schedule, and technical capability? </li></ul></ul><ul><ul><li>Are requirements verifiable? Are there test scenarios and scripts written before undertaking technical design? </li></ul></ul><ul><ul><li>Is the system boundary clearly defined; what is in scope, what is not? </li></ul></ul><ul><ul><li>Are all external interfaces to the system clearly defined? </li></ul></ul><ul><ul><li>Is the specification written so that it can be modified when necessary, with minimal impact to the rest of the document? </li></ul></ul><ul><ul><li>Are you conducting formal and informal reviews of requirements documents? </li></ul></ul><ul><li>Requirements Management </li></ul><ul><ul><li>Have all requirements been entered into the requirements database? </li></ul></ul><ul><ul><li>Are the requirements traces sorted to allow requirements lookup by paragraph number, requirement number, or other useful index? </li></ul></ul><ul><ul><li>Can all requirements be traced to original system-level requirements? </li></ul></ul><ul><ul><li>Are all system-level requirements allocated to lower level, subsystem requirements? </li></ul></ul><ul><ul><li>Do you have a requirements change process documented and in place? </li></ul></ul><ul><ul><li>Have you identified members of the requirements change board? </li></ul></ul><ul><ul><li>Is adequate impact analysis performed for proposed requirements changes? </li></ul></ul><ul><ul><li>Do you know who is responsible for making the changes? </li></ul></ul><ul><ul><li>Have requirement changes been traced upward and downward through the higher and lower-level specifications? </li></ul></ul><ul><ul><li>Do you have a process in place to maintain and control the different versions of the requirements specification? </li></ul></ul>
  29. 29. Product Improvement Checklist <ul><li>Sustainment </li></ul><ul><ul><li>Is all your software developed with a goal to facilitate its future sustainment? </li></ul></ul><ul><ul><li>Do you understand the types of sustainment and their purposes? </li></ul></ul><ul><ul><li>Do you understand the place and purpose of the sustainment phase in the software life cycle? </li></ul></ul><ul><ul><li>Do you understand your sustainment process? </li></ul></ul><ul><ul><li>Is there a sustainment plan? </li></ul></ul><ul><ul><li>Is there a process in place to gather problem reports and upgrade requests for the software? </li></ul></ul><ul><ul><li>Does the plan provide for reviewing, evaluating, and prioritizing upgrade requests? </li></ul></ul><ul><ul><li>Are all sustainment activity steps included in the plan? </li></ul></ul><ul><ul><li>Is there a transition plan to move to the upgraded system? </li></ul></ul><ul><ul><li>Have all activities been planned and organized to keep interference and downtime to the operating system to a minimum? </li></ul></ul><ul><ul><li>Does the plan call for running critical systems redundantly during testing and installation? </li></ul></ul><ul><ul><li>Do the deliveries include source code, documentation, and all else that is needed in addition to the software itself to continue maintaining the software? </li></ul></ul><ul><ul><li>Are all products under configuration control? </li></ul></ul><ul><li>Product Improvement </li></ul><ul><ul><li>Is your organization following a product improvement strategy? </li></ul></ul><ul><ul><li>Do you know where your organization is at, capability wise, relative to ISO 9001, CMMI or your chosen improvement standard? </li></ul></ul><ul><ul><li>Do you have a plan for achieving higher levels of capability? </li></ul></ul><ul><ul><li>Do your product improvement efforts emphasize improving processes to achieve product improvement? </li></ul></ul><ul><ul><li>Are your development processes documented? </li></ul></ul><ul><ul><li>Are your development processes consistent and repeated? </li></ul></ul><ul><ul><li>Does the leadership of your organization support continuous process improvement? </li></ul></ul><ul><ul><li>Is your organization committed to achieving a state of continuous improvement vs. a certificate of compliance with standards? </li></ul></ul>
  30. 30. Software Design Checklist <ul><li>Before Starting </li></ul><ul><ul><li>Do you have a well-documented software development process? </li></ul></ul><ul><ul><li>Do you understand what is to be performed and produced in each phase of the design process? </li></ul></ul><ul><ul><li>Do you have a Software Standards and Conventions Document (SSCD)? </li></ul></ul><ul><ul><li>Are you familiar with the methods, tools, standards, and guidelines in the SSCD? </li></ul></ul><ul><ul><li>Are applicable and efficient design methods (OOD, etc.) being implemented on your project? </li></ul></ul><ul><ul><li>Are the developers experienced in the chosen development process and methods? </li></ul></ul><ul><ul><li>Is software reuse being considered throughout the development effort? </li></ul></ul><ul><ul><li>Has an analysis of alternatives been completed? </li></ul></ul><ul><ul><li>Is the selection of architecture and design methods based on system operational characteristics? </li></ul></ul><ul><li>During Design </li></ul><ul><ul><li>Are CASE tools being used to assist and document the design effort? </li></ul></ul><ul><ul><li>Does your design process include a robust configuration control process? </li></ul></ul><ul><ul><li>Is the design effort being properly documented? Adequate but not burdensome? </li></ul></ul><ul><ul><li>Is your team committed to following the design process? </li></ul></ul><ul><ul><li>Are all design elements traceable to specific requirements? </li></ul></ul><ul><ul><li>Are all requirements traceable to design elements? </li></ul></ul><ul><ul><li>Have all software units been identified? </li></ul></ul><ul><ul><li>Are the characteristics of all data elements identified (type, format, size, units, etc.)? </li></ul></ul>
  31. 31. System Integration Checklist <ul><li>Before Starting </li></ul><ul><ul><li>Have you implemented systems engineering as an integrated life cycle effort? </li></ul></ul><ul><ul><li>Do your test plans include and support integration efforts? </li></ul></ul><ul><ul><li>Does your development plan allocate adequate time and resources for system integration efforts, including rework time? </li></ul></ul><ul><ul><li>Are the interfaces between components, assemblies, subsystems, and systems defined in adequate detail? </li></ul></ul><ul><ul><li>Will hardware be available for testing software during integration? </li></ul></ul><ul><ul><li>Is there a contingency plan if the schedule slips if and the integration schedule is compressed? </li></ul></ul><ul><ul><li>Are all elements of the system included in the integration plan? </li></ul></ul><ul><ul><li>Is all documentation current and available for reference? </li></ul></ul><ul><li>During Integration </li></ul><ul><ul><li>Is there an efficient rework cycle in place to fix problems found during integration testing? </li></ul></ul><ul><ul><li>Are “fixed” modules or components integrated and retested at all levels of integration up to the level where the problem was found? </li></ul></ul><ul><ul><li>Is the people element (operators, maintainers, logisticians, trainers, etc.) being prepared to work with the system when it is deployed? </li></ul></ul><ul><ul><li>Is the support systems element (logistics, maintenance, training, etc.) being prepared to support the new system when it is deployed? </li></ul></ul><ul><ul><li>Are you following an iterative, progressive integration process? </li></ul></ul><ul><ul><li>Are experienced integrators involved with the integration? </li></ul></ul><ul><ul><li>Are area/subject matter experts involved with the integration? </li></ul></ul><ul><ul><li>Is adequate time being allowed for integration, testing, rework, reintegration, and retesting? </li></ul></ul><ul><ul><li>Are all necessary resources being made available for integration? </li></ul></ul><ul><ul><li>Is adequate testing being performed on integrated units (assemblies, subsystems, elements, system) to ensure that there are no surprises during acceptance testing? </li></ul></ul><ul><ul><li>Are you updating documentation during rework? </li></ul></ul><ul><ul><li>Are integration and system test errors being traced back to requirements and design? And if so, are the requirements and design being updated? </li></ul></ul>
  32. 32. Project Health Checklist <ul><li>Before Starting </li></ul><ul><ul><li>Have you prepared an overall plan for assessing project health? </li></ul></ul><ul><ul><li>Does your plan include a documented assessment process answering who, what, when, where, and how? </li></ul></ul><ul><ul><li>Does your assessment plan incorporate reviews, metrics, inspections and testing? </li></ul></ul><ul><ul><li>Do you have planned baseline budgets, schedules, etc. to compare actual project status to? </li></ul></ul><ul><ul><li>Have you scheduled regular reviews of your assessment process? </li></ul></ul><ul><ul><li>Do you have a database prepared to record project status for historical purposes? </li></ul></ul><ul><ul><li>Have you minimized the interference of your assessment activities with the project as much as possible? </li></ul></ul><ul><li>Metrics </li></ul><ul><ul><li>Have you developed a metrics plan? </li></ul></ul><ul><ul><li>Have you selected appropriate measures and metrics for the different areas of your project </li></ul></ul><ul><ul><li>Have you used historical data from other projects in establishing your metrics program? </li></ul></ul><ul><ul><li>Are reviews included in the project plan and schedule? </li></ul></ul><ul><ul><li>Is there a written plan for each review? </li></ul></ul><ul><ul><li>Does the plan define the scope of the review? </li></ul></ul><ul><ul><li>Does the plan specify how the review results will be documented and reported? </li></ul></ul><ul><ul><li>Does the plan identify the data to be collected? </li></ul></ul><ul><ul><li>Has the review been planned to minimize project impact? </li></ul></ul><ul><ul><li>Is a review follow up scheduled? </li></ul></ul><ul><ul><li>Does the report include recommended actions? </li></ul></ul><ul><ul><li>Are defects documented and tracked to closure? </li></ul></ul><ul><ul><li>Are all milestone stakeholders represented? </li></ul></ul><ul><ul><li>Are the Integrated Product Teams (IPTs) appropriately represented? </li></ul></ul><ul><ul><li>Does at least part of the technical review focus on software development and management? </li></ul></ul><ul><ul><li>Is the software product developed by the project suitable for its intended use? </li></ul></ul><ul><ul><li>Has risk management been addressed? </li></ul></ul><ul><ul><li>Have security issues been addressed? </li></ul></ul><ul><ul><li>Does the software comply with required standards and regulations? </li></ul></ul>
  33. 33. Project Health Checklist (Contd) <ul><li>Inspections </li></ul><ul><ul><li>Do you have a plan for what is to be inspected, when, and by whom? </li></ul></ul><ul><ul><li>Have you used historical data to determine what is cost-effective to inspect and what is not? </li></ul></ul><ul><ul><li>Do your inspections minimize interference to the development work? </li></ul></ul><ul><ul><li>Have you emphasized inspections in the earlier stages of the project where testing cannot be performed? </li></ul></ul><ul><ul><li>Do you use the data collected from inspections to correct errors to keep them from propagating into later development stages? </li></ul></ul><ul><ul><li>o you keep a history or database of all inspection activity, findings, and effectiveness? </li></ul></ul><ul><li>Testing </li></ul><ul><ul><li>Do you have a comprehensive test plan for your project, designating who, what, when, where, and how? </li></ul></ul><ul><ul><li>Have you made testing considerations a major input in the early stages of development? </li></ul></ul><ul><ul><li>Do you understand the limits of testing? </li></ul></ul><ul><ul><li>Have you implemented a testing program? </li></ul></ul><ul><ul><li>Are you keeping a history of testing plans, results, and effectiveness? </li></ul></ul>
  34. 34. Measures & Metrics Checklist <ul><li>Developing a Metrics Program </li></ul><ul><ul><li>Is your use of metrics based on a documented metrics program plan? </li></ul></ul><ul><ul><li>How have the measures and metrics being developed and by whom? Has this been validated? </li></ul></ul><ul><ul><li>Are your metrics based on measurable or verifiable project goals? </li></ul></ul><ul><ul><li>Do your goals support the overall system-level goals? </li></ul></ul><ul><ul><li>Are your goals well defined and unambiguous? </li></ul></ul><ul><ul><li>Does each question elicit only information that indicates progress toward or completion of a specific goal? </li></ul></ul><ul><ul><li>Can questions be answered by providing specific information? (Is it unambiguous?) </li></ul></ul><ul><ul><li>Do the questions ask for all the information needed to determine progress or completion of the goal? </li></ul></ul><ul><ul><li>Is each metric required for specific decision-making activities? </li></ul></ul><ul><ul><li>Is each metric derived from two or more measurements (e.g. Remaining budget vs. schedule)? </li></ul></ul><ul><ul><li>Have you documented the analysis methods used to calculate the metrics? </li></ul></ul><ul><ul><li>Have you defined those measures needed to provide the metrics? </li></ul></ul><ul><ul><li>Have you defined the collection process (i.e. what, how, who, when, how often, etc.)? </li></ul></ul><ul><li>Metrics Program Implementation </li></ul><ul><ul><li>Does your implementation follow the metrics program plan? </li></ul></ul><ul><ul><li>Is data collected the same way each time it is collected? </li></ul></ul><ul><ul><li>Are documented analysis methods followed when calculating metrics? </li></ul></ul><ul><ul><li>Are metrics delivered in a timely manner to those who need them? </li></ul></ul><ul><ul><li>Are metrics being used in the decision making process? </li></ul></ul><ul><li>Metrics Program Evaluation </li></ul><ul><ul><li>Are the metrics sufficient? </li></ul></ul><ul><ul><li>Are all metrics or measures required, that is, non-superfluous? </li></ul></ul><ul><ul><li>Are measurements allowing project work to continue without interference? </li></ul></ul><ul><ul><li>Does the analysis produce accurate results? </li></ul></ul><ul><ul><li>Is the data collection interval appropriate? </li></ul></ul><ul><ul><li>Is the metrics program as simple as it can be while remaining adequate? </li></ul></ul><ul><ul><li>Has the metrics program been modified to adequately accommodate any project or organizational goal changes? </li></ul></ul>