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Initiating Processes

Initiating Processes. PMBOK Initiating Process. 5.1 Initiation. Initiating Processes. Initiating Processes. Core Processes. Facilitating Processes. Primary Activities: Initial Planning Initial Estimating Initial Requirements Definition Business Case Development

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Initiating Processes

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  1. Initiating Processes

  2. PMBOK Initiating Process 5.1 Initiation NISC PMWG PMM Version 1.1

  3. Initiating Processes Initiating Processes Core Processes Facilitating Processes • Primary Activities: • Initial Planning • Initial Estimating • Initial Requirements Definition • Business Case Development • Initial Resource Assignments • Primary Support: • Project/ROI Estimator Tools • IT Procurement Processes • Business Case Template • Project Charter Template • RITE Tool • CARA Tool • Primary Products: • Procurement Documents • Project Charter • Business Case • High-level Project Plan • Statement of Work (SOW) • CARA Score for IV&V NISC PMWG PMM Version 1.1

  4. First Things First • Why do projects happen • An organization need or set of needs is identified • Requirement’s or compliance are imposed • Someone is willing to pay the price (sponsor) • For projects to be considered, they require some preliminary information • Requirements, timeframe, scope, budget, approach & outcomes NISC PMWG PMM Version 1.1

  5. PMBOK 5.1 Initiation • .1 Inputs • .1 Product description • .2 Strategic plan • .3 Project selection criteria • .4 Historical information • .2 Tools & Techniques • .1 Project selection methods • .2 Expert judgement • .3 Outputs • .1 Project charter • .2 Project manager identified/assigned • .3 Constraints • .4 Assumptions Check your PMBOK Section 5 pages 53-55 for more information related to this section NISC PMWG PMM Version 1.1

  6. Business Case

  7. The Business Case is normally the responsibility of the Customer. If they have not completed this activity it may result in an unclear outcome for the Customer. For internal NISC projects, a Business Case should be mandatory.

  8. Business Case (BC) Development • Where pre-project due diligence is applied • Poor BC development facilitates poor project execution • Addresses many issues & risks in advance • Organizations should require that an accurate & complete BC be developed or project approval should not be obtained NISC PMWG PMM Version 1.1

  9. Let’s review some tools RITE Planning Checklist

  10. Initiating High-Level Process(Example) Project idea shared with stakeholders Develop Business Case Organization Review of Business Case Project Sponsor Re-review No Yes Generate Project Charter, General Scope, etc. NISC PMWG PMM Version 1.1

  11. What Is The Selection Process • Candidate projects with business case, project charter and other initiating documents should be reviewed using internal agency management processes • Project approval criteria by agencies consider: • Legal requirements • Business or operational risks • Resource impacts • Budget availability • Alignment with strategic and business plans and values/goals NISC PMWG PMM Version 1.1

  12. How Will It Get Done • Will the project be internally, vendor or mixed team developed? • Depending on development approach, you may need to get some ballpark vendor estimates to check project estimations • Very Important - The Management Team must understand that estimates can change dramatically (project scope, requirements, resources, & technical estimates are often immature) NISC PMWG PMM Version 1.1

  13. Project Charter

  14. Project Charters • After project approval the Project Manager is charged with developing the Project Charter • Important - The first step to a successful project is having a complete & authorized Project Charter for the PM • The Project Charter is the PM’s official badge of authority - don’t leave your cube without it NISC PMWG PMM Version 1.1

  15. What’s In A Project Charter(Examples) • A Charter can contain the following: • Project title & description • PM name, authority level • Other key project staff with roles and responsibilities • Project goals & objectives • Business case or rationale material • Product description • Key success measures • Authorizing signatures NISC PMWG PMM Version 1.1

  16. Charter Viewpoint • If you can’t get a authorized (signed) Project Charter that clearly spells out goals, objectives, product descriptions & more importantly, a level of authority you are comfortable with – look out • The process is just starting & you’re not being supported on the easy stuff. What will happen when the going gets tough? NISC PMWG PMM Version 1.1

  17. Project Notebook

  18. Project Notebook • After a project has been Chartered & approved, the successful PM establishes a project notebook that contains not only the Project Charter & Business Case, but also the following information: • Sponsor interview notes • Estimation & risk tool outputs • Project assumptions & constraints • Data & record on what was involved to get this far NISC PMWG PMM Version 1.1

  19. Note: The PM’s Project Notebook will become part of the Project Archive. Document accordingly!

  20. Notebook Table Of Contents (Examples) • Project Charter • Roles and Responsibility Matrix • Risk Register • Business Case • Project plan & schedule(s) • Work Breakdown Structure (WBS) dictionary • Project Status reports • Contract copy if applicable • Requirements • Supporting materials (notes, defect reports, etc.) NISC PMWG PMM Version 1.1

  21. Now may be the time to discuss what types of Project Artifacts will be required, by platform, for both the customer and NISC. Recognize that not every artifact will necessarily be delivered to the customer, however, should be part of the NISC Project Archive.

  22. Artifact Examples(Can be combined) • Project Charter • Proposal (and other Scope documents) • Contract or Member Agreement • Preliminary schedule • Roles and Responsibilities Matrix • Project Plan • Communications Plan • Project Schedule • Configuration Management Plan • Quality Assurance Plan (for the project) • Risk Management Plan • Training Plan • Disaster Recovery Plan • Testing/Acceptance Plan • Lessons Learned Review Document • Entity Relationship Diagram NISC PMWG PMM Version 1.1

  23. A recent, real world example of what we were asked for… Nebraska Public Power District Subsection of our proposal to their RFP

  24. Staff Identification

  25. Project Team Identification • After project approval, PMs are ready to assign prospective team members • Project estimation & risk tools output, development approach, budgets, business areas & timelines will indicate the required team member skill set • PMs may have to sell the value of team participation to prospective members • NISC should be able to “pre-map” much of this due to the repeating cycles in our projects! NISC PMWG PMM Version 1.1

  26. Team Building • Diversity is harder to manage but is an excellent way to prevent group think • Pick team members like you would pick a tennis partner. Find someone with strengths where you’re weak • Technology rarely kills a project. Bad decisions & poor execution do all the time NISC PMWG PMM Version 1.1

  27. Initiating Process Summary

  28. Initiating Process Summary • Potential projects must have a sponsor • Potential projects require high-level examination/analysis & quantification • Approved projects need a Charter • The Charter is the foundation of success • Project team building NISC PMWG PMM Version 1.1

  29. Supporting Initiating Resources • PMM Chapters • Montana_PMM_Overview_01 • Montana_PMM_Initiation_01 • Montana_PMM_Planning_01 • Montana_PMM_Appendices_01 • PMM Appendices • Appendix A: Project Management Methodology Glossary • Appendix B: Project Management Methodology Templates • Appendix C: Capability Maturity Model NISC PMWG PMM Version 1.1

  30. Supporting Initiating Resources (Continued) • PMM Templates • PMM01_Feasibility_Document_01 • PMM02_Concept_Document_01 • PMM03_Project_Charter_01 • PMM05_Scope_Statement_01 • PMM08_Cost_Benefit_Analysis_01 • PMM11_Procurement_Plan_01 • PMM15_Project_Budget_Estimate_01 NISC PMWG PMM Version 1.1

  31. Supporting Initiating Resources (Continued) • PMM Templates • PMM17_Business_Case_Document_01 • PMM22_Active_Project_Transition_Document_01 • PMM25_Offeror_Reference_Questionnaire_01 • PMM26_SOW_Template_01 • PMM28_ITPR_01 • SDLC Chapters • 2-SDLC_Model_01 NISC PMWG PMM Version 1.1

  32. Supporting Initiating Resources (Continued) • SDLC Chapters • 4-Introduction_01 • 5-Lifecycle_Model_01 • 6-Project_Initiation_01 • 7-Planning Phase_01 • SDLC Appendices • A-Glossary • B-Abbreviations NISC PMWG PMM Version 1.1

  33. Supporting Initiating Resources (Continued) • SDLC Appendices • H-CMM • J-Documentation Standards • K-Computer Retirement Process • L-Large Projects Guide • M-Medium Projects Guide • N-Small Projects Guide • P-Bibliography NISC PMWG PMM Version 1.1

  34. Supporting Initiating Resources (Continued) • SDLC Templates • SDLC01_Procurement_Plan_01 • Tools • Tool12_Project_Planning_Checklist_01 • Tool13_Project_Planning_Questions_01 • Tool16_Project_Estimator_01 • Tool18_CARA_Risk_01 • Tool20_Project_Priority_01 • Tool21_RITE_ROI_1.7 • Tool22_Procurement_Checklist_01 NISC PMWG PMM Version 1.1

  35. Supporting Initiating Resources (Continued) • Tools • Tool25_Due_Diligence_Checklist_01 • Tool27_RFP_Checklist_01 • Tool28_Writing_Tips_01 • Tool29_Risk_Calculator_01 NISC PMWG PMM Version 1.1

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