Pmguide

IT Project Management Practices Guide
Introduction

The IT Project Management Practices Guide (Guide) contains a repeatable, institution-
wide approach for the management of application development and/or software
procurement and deployment projects. These project management (PM) practices are
transferable to other types of projects (beyond IT) that would benefit from project
management. The following sections of the Guide represent the ordered steps for each
project, to ensure that proper activities and management are utilized:

Step 1. Application of Project Management – distinguishes what types of work
should and should not be categorized as projects and includes the general flow of
projects from idea into deployment. This step also defines and outlines project
management process groups;
Step 2. Project Classification – assigns a classification level to a project based on
a combination of complexity and risk; this step also defines projects that require
an additional level of management, as defined by State of Texas guidelines;
Step 3. PM Required Processes – details processes required to be completed for
each level of project, as classified in Step 2; and
Step 4. Document Management – outlines document management requirements
for documents created as part of PM Required Processes

Appendix A provides detailed document templates, based on the State of Texas DIR
general templates. Note that DIR announced that templates will change in the fall 2008.
At that time, the templates in Appendix A will be updated accordingly. Appendix B
offers project management guidelines for portfolio management and Appendix C lists the
references used in the development of this Guide.

Step 1. Application of Project Management

Types of Work

The Guide should be used for the management of Information Technology projects. Initiatives
categorized as ‘tasks’ or ‘operational’ are not required to follow the project management
methodologies outlined within the Guide. Upcoming/potential work should be analyzed to
determine which category is applicable:

• Task
• Small piece of work
• Independent of a project
• Lasting not longer than a few person-hours
• Involving only a few people
• Meant to accomplish a simple and straightforward goal
• May be a component of operational work
• May require change management processes

IT Project Management Practices Guide Page 1 of 83 ASU, HSC, TTU, TTUS

• Rated as such Project Complexity and Risk Assessment model (Step 2)
• Operational
• Ongoing work to sustain or provide a service
• Change management processes applicable for non project-related changes
• Project
• Temporary endeavor (defined beginning and end)
• Which uses progressive elaboration
• To create products, services, or results
• Texas Project Delivery Framework Project
• Identified in a state agency’s biennial operating plan whose development costs
exceed $1 million and either takes longer than one year to reach operation status;
involves more than one agency of the State; or substantially alters work methods
of state agency personnel or the delivery of services to clients; or
• So designated by the legislature in the General Appropriations Act.
• Such projects are also considered major information resources projects, as defined
in Texas Government Code, Chapter 2054.003 910). In addition to local
standards, major information resources projects will follow the Texas Project
Delivery Framework found at www.dir.state.tx.us/pubs/framework.

Project Management Model


Project Management Process Groups (PMI, 2004):

- Initiating Processes – defines and authorizes the project or a project phase
- Planning Processes – defines and refines objectives, and plan the course of action
required to attain the objectives and scope that the project was undertaken to
address
- Executing Processes – integrates people and other resources to carry out the
project management plan for the project
- Monitoring & Controlling Processes – regularly measures and monitors progress
to identify variances from the project management plan so that corrective action
can be taken, when necessary, to meet project objectives
- Closing Processes – formalizes acceptance of the product, service, or result and
brings the project or a project phase to an orderly end

Within each Project Management Process Group, there are many processes that can be
used to manage a project. Based on the classification of each project, different
combinations of processes should be used to successfully complete the project. Some
factors included in this classification include: complexity of scope; risk; size; time frame;
institutional experience; access to resources; maturity; and current available resources.

The Project Classification Model described in the next section includes the most
predominant factors contributing to determining the Classification Level of a project.
The section also includes the Project Management Processes required to successfully
implement a project.

Step 2. Project Classification

Information technology projects will be managed through standardized project
management practices. However, the specific processes engaged within each Project
Management process group will be based upon a project’s classification level. As new
project ideas and requests are brought for consideration, they must first be classified
through the Project Complexity and Risk Assessment model, which scores factors that
define a project’s complexity and risk. The Classification Matrix uses this information
to determine the Classification Level of a project. Note that the templates in Appendix
A are required for all Level I projects and encouraged for Level II and Level III. These
classification exercises are used to identify the project management methodologies
required for each phase of the project life cycle of the project.


Project Complexity and Risk Assessment Criteria

Each institution should use the factors listed in the Project Complexity & Risk
Assessment criteria, but may also use additional factors as necessary when assessing a


project for its classification level. Additional factors may be used as long as all projects
within the entity are assessed using the same factors.
Classification Matrix

Complexity High risk Medium risk Low risk
Complex Level 1 Level 1 Level 2
Medium Level 1 Level 2 Level 3
Small Level 2 Level 3 Level 3

Risk management is an integral part of IT project management, as reflected in the
categorization matrix and project scoring mechanisms. Risk has three fundamental
elements: nature of the possible disruptive event; the probability that an event will occur;
and the impact should the event occur (Cooke, 2005). Risk is assessed in terms of
business continuity and institutional impact, as well as influence on the strategic mission
of the entities involved in the project. In rare cases, risk is too great to initiate a project,
but typically strategies of risk avoidance, acceptance, mitigation, and transfer are
adopted.

Based on the risks identified through the Project Classification process, a project’s risk
score is used to help assess the Classification Level (Level 1, Level 2, Level 3) of the
project and indicate the project management processes required for the project.
Classification level one indicates that risk will play a very crucial role throughout the
project development, planning, implementation, and closeout. A more detailed analysis
and documentation of procedures are required to avoid, mitigate, and transfer risks
associated with the project. Level two denotes less complex projects with medium-to-
low risk and risk is handled as a key project component that influences development,
planning, implementing, and closeout. Level three identifies risk as a consideration in
development, planning, implementing and is particularly important in the closeout stage.
The level of risk dictates the manner in which risk is managed throughout the project
cycle, as well as the necessary level of risk management involvement from stakeholders
and IT management.

The classification level of a project will determine the project management
methodologies (Project Management Process Group Processes) required or recommended
for each phase of the project lifecycle of the project.


Step 3. PM Required Processes

The Texas Department of Information Resources (DIR) has identified a Project Delivery Framework for Statewide Project Delivery of
Major Information Resources projects. Included within the Project Delivery Framework are documents that are required to be
submitted to DIR throughout each phase of the project as it is being implemented. The templates for the required documents are
contained in the table below and provided in Appendix A. The templates in Appendix A have been customized for the Texas Tech
System; you may find that DIR boilerplate templates at www.dir.state.tx.us/pubs/framework.

For our purposes, projects classified as Level 1, which are also classified as Major Information Resource projects, will be required to
follow the Texas Project Delivery Framework. Framework documents will be required for each project. They must be submitted and
approved by the CIO of the implementing institution before being submitted to DIR.

For projects classified as Level 1 but not as Texas Project delivery Framework Projects, a modified version of the DIR templates will
be required to be submitted to the CIO of the implementing institution for approval. Projects classified as Level 2 will have specific
recommended templates for use, but will not be required to be submitted for approval. Projects classified as Level 3 will not be
required to use or submit any of the modified templates or the DIR templates.

We do realize that all projects, no matter how complex, need to follow a Project Management Methodology. Larger more complex
projects will require more stringent procedures and documentation than smaller, less complex projects. As we continue in our quest to
standardize the implementation and documentation of technology related projects, we will continue to update our library of suggested
templates for Level 1, 2, and 3 projects that do not fall within the requirements of the Project Delivery Framework.


Project Classification: Institutional Requirements by Project Level

Project Classification
Level 1 Level 2 Level 3
TEMPLATE USAGE • For framework-level projects, • Templates or equivalent • None recommended, but project
REQUIREMENTS templates required as listed at recommended as indicated by manager may choose to use any
www.dir.state.tx.us and included links in each process which deemed necessary for the
in Appendix A. success of the project
• For non-framework-level
projects, templates or equivalent
required as indicated by links in
each process
REVIEW GATE • IT Project – review gate approval • Review gate approval by • N/A
APPROVAL by Central IT sponsoring department(s) head(s)
REQUIREMENTS • Texas Project Delivery
Framework Project – coordinated
through Central IT and follows
requirements listed at
www.dir.state.tx.us
PROCESS GROUP
INITIATE • Develop Project Charter • Develop Project Charter • Develop Project Charter
Project Charter Template Project Charter Template (Include Scope Statement and
(Initial review gate for • Develop Preliminary Scope • Develop Preliminary Scope Project Classification)
the selection and Statement (Includes Project Statement (Includes Project
approval of the project.) Classification) Classification and Risk
• Itemize Identified Risks Assessment)
• Define Potential Risk Impacts • Gain Review Gate Approval
• Gain Review Gate Approval Review Gate Approval Template
Review Gate Approval Template
PLAN • Develop Project Management • Complete Project Management • Allocate and Schedule Resources
Plan Plan • Define Activities
(Planning for both Project Plan Template Project Plan Template • Plan Quality Assurance
project management and


technology-related • Plan Scope • Define Scope • Plan Communications
activities and • Define Scope • Create Work Breakdown • Identify Risks
deliverables.) • Create Work Breakdown Structure • Plan Purchases and Acquisitions
Structure • Define Activities
• Define Activities • Sequence Activities
• Sequence Activities, Optimizing • Estimate Activity Resources
to Minimize Risk • Estimate Activity Durations
• Estimate Activity Resources • Schedule Development
• Estimate Activity Durations • Estimate Cost
• Schedule Development • Budget Cost
• Estimate Cost • Plan Quality Assurance
• Budget Cost • Plan Human Resources
• Plan Quality Assurance • Plan Communications
• Plan Human Resources • Plan Risk Management
• Plan Communications • Identify Risks
• Create Risk Minimization and • Plan Purchases and Acquisitions
Management Strategy • Plan Contracting (If Applicable)
• Identify Stakeholder to Manage • Gain Review Gate Approval
Identified Risks Review Gate Approval Template
• Identify Risks
• Analyze Qualitative Risks
• Analyze Quantitative Risks
• Plan Risk Response
Risk Management Template
• Plan Purchases and Acquisitions
• Plan Contracting (If Applicable)
• Gain Review Gate Approval

IMPLEMENT
(Development, testing,
and deployment based


on project planning
deliverables.)

EXECUTING • Direct and Manage Project • Direct and Manage Project • Direct and Manage Project
PROCESSES Execution Execution Execution
• Perform Quality Assurance; • Perform Quality Assurance • Distribute Information
Include Risk Management • Acquire Project Team
Processes • Develop Project Team
• Acquire Project Team • Distribute Information
• Develop Project Team • Request Seller Responses (If
• Distribute Information Applicable)
• Request Seller Responses (If • Select Sellers (If Applicable)
Applicable)
• Select Sellers (If Applicable)

• Monitor and Control Project • Monitor and Control Project • Monitor Scope
MONITORING &
Work Work • Monitor Cost
CONTROLLING
Monitoring Report Template • Integrate Change Control • Perform Quality Control
PROCESSES
• Integrate Change Control • Verify Scope • Manage Project Team
• Verify Scope • Control Scope • Monitor and Control Risks
• Control Scope • Control Schedule
• Control Schedule • Control Cost
• Control Cost • Perform Quality Control
• Perform Quality Control • Manage Project Team
• Manage Project Team • Monitor and Control Risks
• Report Performance • Administer Contract (If
• Manage Stakeholders Applicable)
• Monitor and Control Risks and • Gain Review Gate Approval
Report to Identified Stakeholder Review Gate Approval Template
• Administer Contract (If


Applicable)
CLOSE • Close Project • Close Project • Close Project
• Close Contract (If Applicable) • Close Contract (If Applicable)
(Final review gate for • Perform Post Implementation • Perform Post Implementation
measurement and Review (Include Impact/Risk Review
evaluation of all project Avoidance Report) • Gain Review Gate Approval
outcomes.) Post Implementation Review Review Gate Approval Template
Template


Step 4. Document Management

Project documentation must be maintained throughout the life of an active project and for a
certain amount of time after project closure, as determined by the IT Division and the University
Archivist. Records flagged as having historical value should be transferred to the University
Archives, as cited by section 441.186 of the State Records Management Laws. At the time of
closure of an IT project, project documents must be consolidated into a single repository for
record-keeping purposes. Digital project repositories must receive regular backups to ensure
recoverable copies are available. Prior to the destruction of project documents, review by IT
Division and University Archivist must occur to ensure records of technical relevance and/or
archival value are not destroyed.

Guidelines to Records Retention

The retention time applies to the master [original] copy of a document. Each document has only
one official master copy. Duplicate copies of a document are disposable at the discretion of the
project manager, project team, and project team members. However, the IT project manager is
responsible for complying with the following records retention schedule:

PM Record Type Retention Archival
Level Period Value
Level Initiation documents and correspondences Permanent Yes
One
Planning documents and correspondences Permanent Yes
Implementation documents and correspondences Permanent Yes
Process correspondence 3 Years No
Closure documents and correspondences Permanent Yes

Level Initiation documents and correspondences 3 Years Yes
Two
Planning documents and correspondences 1 Year No
Implementation documents and correspondences 1 Year No
Process correspondence 1 Year No
Closure documents and correspondences 3 Years Yes

Level Initiation documents and correspondences 1 Year Yes
Three
Planning documents and correspondences Duration of No
project
Implementation documents and correspondences Duration of No
project
Process correspondence Duration of No
project
Planning documents and correspondences 1 Year Yes

All Transitory Information Duration of No

Levels (Internal meeting notes, design sketches and preliminary project
diagrams, Internal correspondences)

Document rention requirements will be disseminated to all project participants at project inception during
the intiation phase. Note that documents containing confidential or sensitive data must be stored on an
institutional server and carefully managed.

According to Texas Administrative Code 202, information and data shall be classified by its level of
access control as one of the following:

Confidential - Confidential Information as defined by the Texas Administrative Code
Information Security Standards, which is information that is exempt from disclosure
requirements under the provisions of applicable state or federal law.

Sensitive - Information pertaining to Access Control data, Account Management Data,
procedures, security documentation of Information Resources, or any other information the
institution so designates.

Public - Information specifically designated by state or federal law as Public and/or in
accordance with the Texas Public Information Act.

Information and data shall be classified by its level of criticality as one of the following:

Mission Critical - Information considered essential to the function(s) of an institution, a
business unit within an institution, or a higher education research project.

Non-Mission Critical - Information considered nonessential to the function(s) of an institution,
a business unit within an institution, or a higher education research project.

xii

Appendix A: Project
Management
Document Templates
Customized from DIR, State of Texas

xiii

TEXAS PROJECT DELIVERY FRAMEWORK
PROJECT CHARTER

An g e lo S ta te Unive rs ity

Te xa s Te c h Un ive rs ity

Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r

Te xa s Te c h Un ive rs ity S ys te m

[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]

Approval of the Project Charter indicates an understanding of the purpose and content
described in this document. By signing this document, each individual agrees work
should be initiated on this project and necessary resources should be committed as
described herein.
Approver Name Title Signature Date

xiv

ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]

Contents
Section 1. Project Overview ................................................................................. 1

1.1 Problem Statement ............................................................................. 1
1.2 Project Description .............................................................................. 1
1.3 Project Goals and Objectives.............................................................. 1
1.4 Project Scope ...................................................................................... 1
1.5 Critical Success Factors ..................................................................... 1
1.6 Assumptions........................................................................................ 1
1.7 Constraints .......................................................................................... 2
Section 2. Project Authority and Milestones ........................................................3

2.1 Funding Authority ................................................................................ 3
2.2 Project Oversight Authority ................................................................. 3
2.3 Major Project Milestones ..................................................................... 3
Section 3. Project Organization ........................................................................... 4

3.1 Project Structure ................................................................................. 4
3.2 Roles and Responsibilities .................................................................. 4
3.3 Responsibility Matrix ........................................................................... 5
3.4 Project Facilities and Resources.........................................................5

Section 4. Points of Contact ................................................................................. 6
Section 5. Glossary .............................................................................................. 7

Section 6. Revision History .................................................................................. 8

Section 7. Appendices ......................................................................................... 9

Based on
DIR Document 10PC-T1-3 Page i


Section 1. Project Overview
1.1 P ro b le m S tate m e nt
Describe the business reason(s) for initiating the project, specifically stating the business
problem.
⇒

1.2 P ro je c t De s c rip tio n
Describe the approach the project will use to address the business problem.
⇒

1.3 P ro je c t Go als a n d Ob je c tive s
Describe the business goals and objectives of the project. Refine the goals and objectives stated
in the Business Case.
⇒

1.4 P ro je c t S c o p e
Describe the project scope. The scope defines project limits and identifies the products and/or
services delivered by the project. The scope establishes the boundaries of the project and should
describe products and/or services that are outside of the project scope.
Project Includes

Project Excludes

1.5 Critic a l S u c c e s s Fa cto rs
Describe the factors or characteristics that are deemed critical to the success of a project, such
that, in their absence the project will fail.
⇒

1.6 As s u m p tio n s
Describe any project assumptions related to business, technology, resources, scope,
expectations, or schedules.
⇒

Based on
DIR Document 10PC-T1-3 Page 1

1.7 Co n s tra ints
Describe any project constraints being imposed in areas such as schedule, budget, resources,
products to be reused, technology to be employed, products to be acquired, and interfaces to
other products. List the project constraints based on the current knowledge today.
⇒

Based on


Section 2. Project Authority and Milestones
2.1 Fu n d in g Au th o rity
Identify the funding amount and source of authorization and method of finance (i.e., capital
budget, rider authority, appropriated receipts) approved for the project.
⇒

2.2 P ro je c t Ove rs ig ht Au th o rity
Describe management control over the project. Describe external oversight bodies and relevant
policies that affect the agency governance structure, project management office, and/or vendor
management office.
⇒

2.3 Ma jo r P ro je c t Miles to ne s
List the project’s major milestones and deliverables and the target dates for delivery. This list
should reflect products and/or services delivered to the end user as well as the delivery of key
project management or other project-related work products.
Milestone/Deliverable Target Date

Based on


Section 3. Project Organization
3.1 P ro je c t S tru ctu re
Describe the organizational structure of the project team and stakeholders, preferably providing
a graphical depiction as shown by the sample project organization chart in the instructions.
⇒

3.2 Ro le s a n d Re s p o n s ib ilitie s
Summarize roles and responsibilities for the project team and stakeholders identified in the
project structure above.

Role Responsibility

Based on

3.3 Re s p o n s ib ility Ma trix
Complete the responsibility matrix for each of the project roles. As a graphical depiction of a more
detailed perspective of responsibilities, the matrix should reflect by functional role the assigned
responsibility for key milestones and activities.

Role N
Role 1

Role 2
Major Milestone

Legend
E = responsible for execution (may be shared)
A = final approval for authority
C = must be consulted
I = must be informed

3.4 P ro je c t Fa c ilitie s a n d Re s o u rc e s
Describe the project's requirements for facilities and resources, such as office space, special
facilities, computer equipment, office equipment, and support tools. Identify responsibilities for
provisioning the specific items needed to support the project development environment.
Resource Requirement Responsibility

Based on


Section 4. Points of Contact
Identify and provide contact information for the primary and secondary contacts for the project.
Role Name/Title/Organization Phone Email

Based on


Section 5. Glossary
Define all terms and acronyms required to interpret the Project Charter properly.
⇒

Based on


Section 6. Revision History
Identify document changes.
Version Date Name Description

Based on


Section 7. Appendices
Include any relevant appendices.
⇒

Based on

BUSINESS JUSTIFICATION
REVIEW GATE APPROVAL

An g e lo S ta te Un ive rs ity




[PROJECT NAME]
Approval of the Business Justification Review Gate indicates an understanding and formal
agreement that the project is ready to proceed to the next project delivery stage. By signing this
document, the agency head agrees that the state should further invest in delivery of the project.


Agency Head

Texas Project Delivery Framework BUSINESS JUSTIFICATION REVIEW GATE APPROVAL

Section 1. General Information
Project Name

Agency

Contact Phone Email Fax

Project Manager Phone Email Fax

Section 2. Review Gate Deliverables
Deliverable Version Agency Head Approval Date

Business Case

Statewide Impact Analysis

Project Charter

Section 3. Review Gate Checklist
Item Question Response

1 Does the project demonstrate that it solves the business problem? Yes

No

2 Have other alternatives been considered? Yes

No

3 Has the impact of not doing the project been determined? Yes

No

4 Is the project justified by the expected benefits? Yes

No

5 Is there a projection of when the project will deliver expected benefits and business Yes No
outcomes?

6 Were opportunities for reuse of business processes and technical components Yes No
maximized?

Based on
DIR Document 10GA-T1-2 Page 1

Texas Project Delivery Framework BUSINESS JUSTIFICATION REVIEW GATE APPROVAL

Section 4. Open Issues
Describe any open issues and plans for resolution within the context of formally approving the
Business Justification Review Gate.
Issue Planned Resolution

Based on

T E X A S P RO J ECT D E LI V E R Y F R AM E WO R K
PROJECT PLAN

An g e lo S ta te Unive rs ity




[P ROJ ECT NAME]

Approval of the Project Plan indicates an understanding of the purpose and content described in this
document and the related, attached plans for communication, configuration, performance, and risk
management. Approval of the Project Plan constitutes approval of the Project Plan and the related plans.
By signing this document, each individual agrees the project has been planned effectively as described
herein.

Agency Head
[Name] [Email] [Telephone]

Signature Date

Executive Sponsor


Signature Date

Technology Sponsor

Signature Date

Project Manager

Signature Date

Information Security Officer


Signature Date

ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]

Contents
Section 1. Project Overview ................................................................................. 1

1.1 Project Description .............................................................................. 1
1.2 Project Scope ...................................................................................... 1
1.3 Assumptions........................................................................................ 1
1.4 Constraints .......................................................................................... 1

Section 2. Project Organization ........................................................................... 3

2.1 Internal Structure................................................................................. 3
2.2 External Stakeholders ......................................................................... 3
2.3 Roles and Responsibilities .................................................................. 3

Section 3. Project Start-Up................................................................................... 4

3.1 Project Life Cycle ................................................................................ 4
3.2 Methods, Tools, and Techniques ........................................................4
3.3 Estimation Methods ............................................................................ 4
3.4 Work Activities..................................................................................... 4
3.5 Schedule Allocation ............................................................................ 5
3.6 Resource Plan..................................................................................... 5
3.7 Budget Allocation ................................................................................ 6

Section 4. Monitoring and Control ........................................................................ 7

4.1 Change Control ................................................................................... 7
4.2 Issue Management ............................................................................. 7
4.3 Status Reporting ................................................................................. 7
Section 5. Quality Management ........................................................................... 8

5.1 Quality Objectives ............................................................................... 8
5.2 Quality Standards................................................................................ 8
5.3 Project Reviews and Assessments .....................................................8
5.4 Deliverables Acceptance .................................................................... 9
5.5 Process Improvement Activities ..........................................................9
Section 6. Project Transition ..............................................................................10

6.1 Closeout Plan ....................................................................................10
6.2 Phase Closeout .................................................................................10

Section 7. References ........................................................................................11
Section 8. Glossary ............................................................................................12

Section 9. Revision History ................................................................................13

Section 10. Appendices .......................................................................................14

DIR Document 20PP-T1-5 Page i


Section 1. Project Overview
1.1 P ro je c t De s c rip tio n
Describe the approach the project will use to address the business problem, including
summarizing how the project will deliver the expected business outcomes and performance
objectives.
⇒

1.2 P ro je c t S c o p e
Describe the project scope. The scope defines project limits and identifies the products and/or
services delivered by the project. The scope establishes the boundaries of the project and should
describe products and/or services that are outside of the project scope.
Project Includes

Project Excludes

1.3 As s u m p tio n s
Describe any project assumptions related to business, technology, resources, scope,
expectations, or schedules.
Assumptions

1.4 Co n s tra ints
Describe the limiting factors, or constraints, that restrict the project team’s options regarding
scope, staffing, scheduling, and management of the project.

Constraints

DIR Document 20PP-T1-5 Page 1


Constraints



Section 2. Project Organization
2.1 In te rn al Stru ctu re
Describe the organizational structure of the project team, preferably providing a graphical
depiction as shown by the example project organization chart in the instructions.
⇒

2.2 Exte rn a l S ta ke h old e rs
Specify and describe the administrative and managerial liaisons between the project and the
primary entities with which it interacts.
Organization Description/Nature of
Stakeholder Organization Stakeholder Name
Relationship

2.3 Ro le s a n d Re s p o n s ib ilitie s
Describe roles and responsibilities for the project management organization and external
stakeholders identified in the project structure above.
Role Responsibility



Section 3. Project Start-Up
3.1 P ro je c t Life Cyc le
Describe the project’s product or service delivery life cycle. Identify the development method(s),
standards, policies, procedures, programming language(s), and other tools, techniques, and
methods to be used to develop the work products or services for the project.
⇒

3.2 Me th o d s , To o ls , a n d Te c h n iq u e s
Identify the method(s), standards, policies, procedures, programming language(s), reusable code
repositories, and other notations, tools, and techniques that may be used to develop and/or
deploy the products and/or services for the project.
⇒

3.3 Es tim atio n Me th o d s
Describe the methods used to estimate the project level of effort, schedule, and budget. Describe
tools and techniques used to obtain the estimates.
Provide estimates for the project dimensions listed and identify the source or basis of the
estimates and the level of uncertainty and risk associated with the estimates.
Estimation Methods/Tools/Techniques

Description

Effort in person-months or person-hours

Schedule in calendar months

Budget in dollars

Source/Basis of Estimate

Level of Uncertainty

3.4 Wo rk Ac tivitie s
Provide a reference to the location of the work breakdown structure (WBS) and work packages
within the WBS or provide the actual WBS and work packages within the WBS that will be
maintained through the life of the project.

Identifier Work Package Description Definition/Objective Milestone/Deliverable



3.5 S c h e d u le Allo c a tio n
From the work packages or WBS work activities and other inputs, develop the project schedule.
For each activity or task, identify the resource(s) assigned and whether the activity is designated
as a milestone, the duration of the work, estimated start and finish dates and task dependencies.
The schedule should accurately reflect the work plan and project life cycle methodology used for
the project. If the project schedule is maintained separately from the Project Plan, and to avoid
redundancy, identify the name and location of the project schedule instead of including the
following table.
Identifier Task/Activity Resource Milestone Effort/ Start Finish Dependent
Name Name (Y/N) Duration Task

3.6 Re s o u rc e P la n
3.6.1 Resource Profiles

Generally describe primary resources that will be needed for the project including personnel (FTE
and contract), equipment, facilities, hardware, software, materials, supplies, and training.

⇒
3.6.2 Resource Detail

For each of the resources described under Resource Profiles, provide information on the cost
estimate, number of hours required, availability of each resource and skill set requirements. For
non-personnel resources, such as facilities or hardware, indicate “not applicable” under skill
set.
Cost Estimated
Resource Estimate Hours Availability Skill Set Work Product/Deliverable

3.6.3 Resource Staffing

For all staffing (FTE and contract) required on the project, develop a staffing plan that shows
the number of personnel, by type, that will be required on a monthly basis.



Personnel Category Month Month Month Month Month Month Month

3.7 Bu d g e t Allo c a tio n
Identify by work package or budget category the amount allocated to each major WBS work
activity. Alternatively, provide the project budget by standard cost categories such as personnel,
travel, equipment, and administrative support. If the budget is maintained separately from the
Project Plan, and to avoid redundancy, identify the name and location of the budget instead of
including the following table.

Identifier Work Package or Budget Category Cost



Section 4. Monitoring and Control
4.1 Ch a n g e Co n tro l
4.1.1 Change Request Tracking

Describe the tracking process for all proposed changes, including how change requests are
initiated, logged and tracked, and assigned for analysis and recommendation.
⇒
4.1.2 Change Request Review

Describe the review process, including a description of the roles involved in determining specific
resolution actions such as approval, rejection, or delay of a change request.
⇒
4.1.3 Additional Project Control

Describe any additional processes that may exist to further control changes to certain aspects of
the project. Include a description of these processes, if different than the change request process,
for changes such as project scope, schedule, and budget.
⇒

4.2 Is s u e Ma n a g e m e nt
Describe the resources, methods, and tools to be used to report, analyze, prioritize, and handle
project issues. Describe how the issues will be tracked and managed to closure.
⇒

4.3 S ta tu s Re p ortin g
Describe how project status reporting information will be used to monitor and control the
project, including escalation procedures and thresholds that may be used in response to
corrective actions identified as part of the reporting process. If a consistent process has been
established at the organization or agency level for how project status reporting information will
be used to monitor and control the project, refer to the process.
⇒



Section 5. Quality Management
5.1 Qu a lity Ob je c tive s
Describe of the overall quality objectives established for the project. These quality objectives
will be used to identify the quality standards by stating the desired end result. If quality
objectives have been established at the organization or agency level for all projects, refer to the
agency and/or organizational quality objectives. Include project specific quality objectives as
needed.
⇒

5.2 Qu a lity S ta n d a rd s
Identify the agency, industry, or regulatory project quality standards that will be followed and
assessed by the project. Include standards that are related to the project and not the product
and/or service that will be delivered by the project. If quality standards have been established at
the organization or agency level for all projects, refer to the agency and/or organizational
quality standards. Include project-specific quality standards as needed.
No. Quality Standard Tracking Tools or Measures

1

2

3

4

5

6

7

8

5.3 P ro je c t Re views a n d As s e s s m e n ts
Describe the types of project reviews that are directly related to the project and not to the
product and/or service. Describe the tools used, reviewer(s), and the report that will be
generated as a result of the review.
Review Type Quality Standard Tools Reviewer Reports

Describe how the results of project reviews will be monitored, evaluated, and how variance to
acceptable criteria will be reported and resolved.
⇒



5.4 De live ra b le s Ac c e p ta n c e
For each project deliverable, describe the final approval process for product acceptance from an
overall quality perspective and include the objective criteria to be used for customer acceptance.
Deliverable Final Approval Process Customer Acceptance Criteria

5.5 P ro c e s s Im p ro ve m e n t Ac tivitie s
Describe the activities that will be performed periodically to assess the project’s processes,
identify areas for improvement, and implement improvement plans.
⇒



Section 6. Project Transition
6.1 Clo s e o u t Pla n
Describe the plan for closing the project from an administrative, financial, and logistical
perspective.
⇒

6.2 P h a s e Clo s e o u t
Describe phase closeout if applicable.
⇒



Section 7. References
Provide a list of all documents and other sources of information referenced in the Plan and
utilized in the project. Include for each the document number, title, date, and author.
Document No. Document Title Date Author



Section 8. Glossary
Define all terms and acronyms required to interpret the Project Plan properly.
⇒



Identify changes to the Project Plan.



⇒


T E X A S P RO J ECT D E LI V E R Y F R AM E WO R K
RISK MANAGEMENT PLAN





[PROJECT NAME]

Approval of the Project Plan indicates an understanding of the purpose and content described in
this document and the related plans for communication, configuration, and performance
management. Approval of the Project Plan constitutes approval of the Project Plan and the
related plans which are attached to the Project Plan.

ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN

Contents
Section 1. Risk Management Approach............................................................... 1

1.1 Overall Strategy .................................................................................. 1
1.2 Roles Definition ................................................................................... 1
Section 2. Risk Assessment................................................................................. 2

2.1 Risk Identification ................................................................................ 2
2.2 Risk Analysis ....................................................................................... 2
2.3 Risk Response Strategies ................................................................... 2
Section 3. Risk Monitoring and Control................................................................ 3

3.1 Risk Tracking ...................................................................................... 3
3.2 Risk Reporting..................................................................................... 3



Based on
DIR Document 20RM-T1-3 Page i


Section 1. Risk Management Approach
1.1 Ove ra ll S trate g y
Describe the overall, high-level approach to risk management for the project. Summarize how
the following risk management activities outlined in this Risk Management Plan will be
accomplished collectively: risk identification, analysis, prioritization, response, monitoring, and
control.
⇒

1.2 Ro le s De fin itio n
Complete the risk management activity matrix for each of the project roles and/or functional
areas. When complete, the matrix should reflect by functional role the assigned responsibility for
key risk management activities.

Role N
Role 1

Role 2
Risk Management Activity

Legend
J = joint/shared responsibility
P = primary/lead responsibility
S = support/participatory responsibility

Based on
DIR Document 20RM-T1-3 Page 1


Section 2. Risk Assessment
2.1 Ris k Id e ntific atio n
Describe how risks are identified and organized in preparation for performing risk analysis,
such as use of methods and techniques like brainstorming, interviews, and risk factor tables.
⇒

2.2 Ris k An a lys is
Describe how risks will be analyzed to establish the project exposure for each risk and to
determine which risks are the most important ones to address. Describe scales for rating risks
and risk threshold values.
Risk Analysis Description

Scales Description

Risk Threshold Values
Description

2.3 Ris k Re s p o n s e Stra te gie s
Describe how risk response strategies are assigned for each risk.
⇒

Based on


Section 3. Risk Monitoring and Control
3.1 Ris k Tra c kin g
Describe how risks will be continually tracked to ensure that effective risk management is
performed throughout the life of the project, such as use of methods and techniques like risk
checklists and watch lists.
⇒

3.2 Ris k Re p o rtin g
Describe methods and techniques to review and present the status of project risks, such as use of
reports for examination of risk response strategies in a summarized (collection or risk items) or
detailed (single risk item) manner.
⇒

Based on


Section 4. Glossary
Define all terms and acronyms required to interpret the Risk Management Plan properly.
⇒

Based on


Identify changes to the Risk Management Plan.

Based on


⇒

Based on

PROJECT PLANNING





[PROJECT NAME]
Approval of the Project Planning Review Gate indicates an understanding and formal agreement
that the project is ready to proceed to the next project delivery stage. By signing this document,
the agency head agrees that the state should further invest in delivery of the project.


Agency Head

Texas Project Delivery Framework PROJECT PLANNING REVIEW GATE APPROVAL

Project Name

Agency




Project Plan

Communication Management Plan

Configuration Management Plan

Performance Management Plan

Risk Management Plan

Monitoring Report


1 Have the business needs used to justify the project remained consistent? Yes

No

2 Are both project management and technology-related activities planned? Yes

No

3 Are quantifiable outcomes measuring success defined? Yes

No

4 Is the defined scope achievable? Yes

No

5 Are the cost, schedule, and performance baselines complete and thorough? Yes No

Based on

Texas Project Delivery Framework PROJECT PLANNING REVIEW GATE APPROVAL


6 Have the projects risks been identified and ranked? Yes No

Project Planning Review Gate.

Based on

MONITORING REPORT





[PROJECT NAME]
REPORTING PERIOD: [STARTDATE] TO [ENDDATE]

Approval of the Monitoring Report indicates an understanding and acceptance of the project
information included within this report. By signing this document, each individual agrees the
project information is accurate, complete, and ready to be forwarded to the Quality Assurance
Team (QAT).


Texas Project Delivery Framework MONITORING REPORT

Project Name Reporting Period

Start Date: End Date:

Agency



Section 2. Project Cost, Schedule, and Accomplishments
2.1 Co s t

Project Item Report to Date

Initial
Estimated Project Cost

Last Reported

Current

Explanation of Variance
between Last Reported and
Current Project Cost

Cost Expenditures to Date
(Fiscal)
Cost Expenditures to Date (Total)

Description of
Cost Tracking Mechanism

2.2 P ro je c t S c h e d u le


Initial Planned
Project Start and Finish Dates Baseline Date:

Last Reported

Current Estimated

Explanation of Variance
between Last Reported and
Current Start and Finish Dates

Estimated Percentage of
Project Complete

Description of Method
Used to Track Progress

Description of Reporting
Mechanism Used to Ensure that

Based on
DIR Document 20MR-T1-3 Page 1



Project Participants and
Management are Aware of the
Project’s Progress

2.3 Ac c o m p lis h m e n ts


Accomplishments Achieved
During this Reporting Period

Accomplishments Planned for
Next Reporting Period

Section 3. Milestones
Provide any background information that may be needed to clarify the milestone information provided in
this section. List the project’s major milestones, and the planned and actual start and finish dates.
Specifically include deliverables in relation to the milestones as identified in the Project Plan. Identify the
percent complete for each deliverable.

Milestones: Background Information

Planned Actual Planned Actual Percentage
Project Milestones Start Date Start Date Finish Date Finish Date Complete

Section 4. Risks
Provide any background information that may be needed to clarify the project risk information provided in
this section. List the current highest risk factors for the project and any actions taken to mitigate the risk.

Risks: Background Information

Risk Factor Mitigation

Based on


Risk Factor Mitigation

Section 5. Project Changes
Provide any background information that may be needed to clarify the project change information
provided in this section. Describe major project changes (e.g., scope, budget, system requirements, and
technology) that occurred during this reporting period. Describe actions for managing the project
changes.

Project Changes: Background Information

Change Description Actions for Managing the Change

Section 6. Project Issues
Provide any background information that may be needed to clarify the project issues identified in this
section. Identify major issues that are currently being addressed during this reporting period. Describe
actions for managing each issue.

Project Issues: Background Information

Issue Description Actions for Managing the Issue

Based on

PROJECT IMPLEMENTATION





[PROJECT NAME]
Approval of the Solicitation and Contracting Review Gate indicates an understanding and formal


Agency Head

Texas Project Delivery Framework PROJECT IMPLEMENTATION REVIEW GATE APPROVAL

Project Name

Agency




Acceptance to Deploy

Project Closeout Report


1 Have the business needs used to justify the project remained consistent? Yes

No

2 Does the project demonstrate that it is aligned with business requirements? Yes

No

3 Does the project demonstrate that it meets defined technical requirements? Yes

No

4 Did the project meet planned milestones and deliverables? Yes

No

5 Has the vendor met defined performance requirements? Yes No

Based on

Texas Project Delivery Framework PROJECT IMPLEMENTATION REVIEW GATE APPROVAL

Project Implementation Review Gate.

Based on

POST-IMPLEMENTATION REVIEW
OF BUSINESS OUTCOMES





[PROJECT NAME]
Approval of the Post-Implementation Review of Business Outcomes indicates an understanding
and acceptance of the post-implementation results described in this document. By signing this
document, each individual agrees the information accurately conveys project delivery results
and is ready to be forwarded to the Quality Assurance Team.
Agency Head

Signature: Date:

Executive Sponsor

Signature: Date:

Technology Sponsor


Signature: Date:

Project Manager

Signature: Date:

Information Security Officer


Signature: Date:

Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO

Contents
Section 1. Project Impact on Agency Objectives .................................................1

1.1 Product and/or Service Performance ..................................................1
1.2 Goals and Objectives .......................................................................... 1
Section 2. Quantitative and Qualitative Benefits ..................................................1

2.1 Statutory Fulfillment ............................................................................ 1
2.2 Strategic Alignment ............................................................................. 2
2.3 Agency Impact Analysis ...................................................................... 3
2.4 Financial Analysis ............................................................................... 3
Section 3. Project Outcomes................................................................................ 5

3.1 Project Quality ..................................................................................... 5
3.2 Scope .................................................................................................. 5
3.3 Cost (Budget) ...................................................................................... 5
3.4 Schedule ............................................................................................. 5

Section 4. Agency and State Lessons Learned ...................................................5
Section 5. Future Review Plans ........................................................................... 6



Based on
DIR Document 50PR-T1-2 Page i


Section 1. Project Impact on Agency Objectives
1.1 P ro d u c t a n d/o r S e rvic e P e rform a n c e
Business goals and objectives were described in the Business Case and refined in the
Performance Management Plan by establishing performance objectives, standards, and
measurements for the product and/or service. Describe the actual performance measurement
results achieved for each performance objective.

Product and/or Service Actual Performance
Performance Standard
Performance Objective Measurement Results

1.2 Go a ls a n d Ob je c tive s
Based on actual performance measurement results, describe the project’s impact on the agency’s
ability to meet the business goals and objectives described in the Business Case and refined in
the Performance Management Plan. If the stated business goals and objectives were not met,
describe factors that inhibited performance.
Business Product and/or Service Project Impact to
Goal/Objective Performance Objective Business Outcome

Section 2. Quantitative and Qualitative Benefits
2.1 S ta tu tory Fu lfillm e nt
For each of the factors identified and described in Section 5 of the Business Case, and shown
below, describe the project’s quantitative and/or qualitative results. If applicable, describe
reasons that inhibited achieving the expected benefit.
# Value Factor Project Impact to Business Outcome

1 The project is implemented to satisfy a direct
mandate or regulation (state, federal, national,
international)

2 The project is implemented to satisfy a derived
mandate or regulation (state, federal, national,
international)

Based on
DIR Document 50PR-T1-2 Page 1



3 Implementing the project improves the turnaround
time for responses to mandates or regulatory
requirements

4 The project results in agency compliance to
mandates or regulatory requirements

5 The project results in agency avoidance of
enforcement actions (e.g., penalties) based on
mandates or regulatory requirements

6 Implementing the project achieves the desired intent
or expected outcomes of the mandates or regulatory
requirements

7 Implementing the project imposes stricter
requirements, or different or additional
requirements, than those required by the mandates
or regulations

8 Other

9 Other

10 Other

11 Other

2.2 S tra te gic Alig n m e n t

1 The project is aligned with, and delivers business
outcomes, that support agency and statewide goals

2 The project satisfies a strategic agency or state mission
critical need, regardless if required by a mandate or
regulation

3 The project results in the ability of the agency or state to
better share resources with other agencies or states as
part of a long-term strategic alignment effort

4 The project is aligned with the overall mission of the
agency and state

5 The project strategically consolidates and streamlines
business practices and administrative processes

6 The project is aligned with the overall vision of the
agency and state

7 The project is aligned with the overall priorities of the
agency and state

Based on



8 Other

9 Other

10 Other

11 Other

2.3 Ag e n c y Im p a c t An a lys is

1 The project results in systems which support the defined
architecture/standards for the agency and state

2 The project results in systems which reduce or eliminate
redundant systems

3 The project results in systems which enable reuse of
code/components available from other state or federal
agencies

4 The project results in systems which improve
consistency between systems within the agency through
standardization

5 The project results in systems which leverage the
technical capability of commercial-off-the-shelf (COTS)
software packages

6 The project results in systems which provide the ability
to evolve as new technologies emerge

7 Other

8 Other

9 Other

10 Other

2.4 Fin a n c ial An a lys is
For each of the factors that represent the project’s quantitative benefits (Quantitative Benefit
Analysis Worksheet, Financial Analysis Worksheet) identify and quantify the benefits realized to
date. Provide a forecast of the benefits not yet realized and the specific time period encompassed
by the forecast.
# Value Factor Realized Forecast

Identify Cumulative Savings

1 Reduced IT and non-IT FTE costs including fringe benefits

Based on


# Value Factor Realized Forecast

2 Reduced IT and non-IT contractors/consultants

3 Reduced outsourced labor costs

4 Improved workflow/business processes

5 Reduced error rate

6 Reduced hardware maintenance/upgrade expense

7 Reduced software maintenance/upgrade expense

8 Reduced facilities rental/maintenance expense

9 Reduced equipment rental/supplies and materials expense

10 Other

Identify Cost Avoidance

11 Avoid penalties

12 Avoid loss of funding

13 Improved enforcement actions

14 Asset protection

15 Other

Identify Revenue Generation

16 Additional revenue generated

17 Increased interest earned

18 Other

Identify Constituent Project Benefits

19 Reduced constituent transaction costs

20 Reduced service delivery cycle time

21 Increased service availability/accessibility

22 Expansion of services

23 Reduced (paper) reporting requirements

24 Improved ability to locate regulatory requirements

25 Improved accountability/compliance

26 Greater consistency in constituent/state transactions

27 Other

General Questions Regarding Financial Forecast:

28 Will the Net Present Value exceed 0? If so, by how much?

29 When is the expected Project Breakeven Point?

30 What is the project’s expected Return on Investment?

Based on


Section 3. Project Outcomes
3.1 P ro je c t Qu ality
3.1.1 Quality Standards
Summarize the overall project quality, including the impact on business outcomes, based on an
assessment of whether the project satisfied the quality standards defined for the project.
=>
3.1.2 Methodologies
Summarize the impact of using the defined project life cycle methodology, project management
methodology, systems development methodology, or other methodologies on project outcomes.
Describe which aspects of the planned methods were used and explain the impact of using or not
using each method on project outcomes.
=>

3.2 Scope
Summarize the impact of any changes to the initial project scope on business outcomes,
including approved and non-approved changes.
=>

3.3 Co s t (Bu d g et)
Summarize the impact of any changes to the initial cost baseline on business outcomes, including
approved and non-approved changes.
=>

3.4 S c h e d u le
Summarize the impact of any changes to the initial schedule baseline on business outcomes,
including approved and non-approved changes.
=>

Section 4. Agency and State Lessons Learned
Identify lessons learned that should be elevated as process improvement recommendations
within the agency or state. Identify the lessons learned in terms of a problem (issue). Describe
the problem and include any agency/state-level documentation references (e.g., Governance
Handbook, Business Continuity Plan, Texas Project Delivery Framework tool) that provide
additional details. Identify recommended improvements to correct a similar problem in the
future, including elevation plans for communication and follow-up about the improvement.
Problem Recommended
Problem Statement References Elevated To
Description Change

Based on


Problem Recommended
Problem Statement References Elevated To
Description Change

Section 5. Future Review Plans
Identify plans for performing future review(s) of business outcomes following project closeout if
necessary. Describe the review, including planned execution and approval dates.
Planned Planned
Review Description Assigned To Frequency
Date Approval Date

Section 6. Glossary
Define all terms and acronyms required to interpret the Post-Implementation Review of Business
Outcomes properly.
=>

Identify changes to the Post-Implementation Review of Business Outcomes.

=>

Based on


Based on

BENEFITS REALIZATION





[PROJECT NAME]
Approval of the Benefits Realization Review Gate indicates an understanding and formal


Agency Head

Project Name

Agency




Post-Implementation Review of Business Outcomes


1 Were all expected benefits and business outcomes realized? Yes

No

2 Were all expected performance standards satisfied? Yes

No

3 Have lessons learned and process improvement recommendations been identified? Yes

No

Describe any open issues and plans for resolution within the context of formally
approving the Benefits Realization Review Gate.

IT Project Management Practices Guide Page 2 of 83 ASU, TTU, TTUHSC, TTUS

Appendix B:
Portfolio
Management


General Portfolio Management

Portfolio management is a continuous business process. Selection and authorization of
projects to keep the portfolio balanced should be performed at least yearly as a part of
annual strategic planning. Performance monitoring of the portfolio should be a
continuous process, as revision of the portfolio mix may be required as strategic goals are
changed due to the evolving mission of information technology in support of the mission
of the University.

PMI Portfolio Standard (PMI, 2006, pp. 16)

To ensure that the Portfolio(s) of Projects support the strategic goals of the University,
proper Portfolio Management practices must be followed. By scoring the expected
impact of individual projects, new projects can be compared against each other and
against projects in the current Project Portfolio (those approved to be implemented and
those in the process of being implemented) to determine which combination of projects
would best balance the portfolio. This analysis yields the necessary information to
determine which projects to halt, which to continue implementing, and which to put in
the queue to be implemented.


The criterion used for obtaining the Project Impact Score should follow a repeatable
method for assessing project impact, calculated based on the weighted average of several
factors including, but not limited to, strategic value, increased revenue, customer
satisfaction, expanded services, operational efficiency, and cost reduction.

Projects falling in quadrant 1, 2, and 3 are considered the most attractive for
consideration, whereas those falling in quadrant 4 have a higher level of difficulty and
risk with a lower institutional value and bring into question the strategic value of project
adoption.

Once it has been determined that a project is worthy of being implemented, the project
must be compared to projects currently in the portfolio and others waiting to be added to
the portfolio. The comparison is accomplished by assessing the level of risk, complexity,
and impact associated with each of these projects and the associated implications of
adding new projects to the portfolio. A predetermined “Portfolio Balance” should be
used as a criterion for project acceptance and implementation priority within the
portfolio.

Portfolio Management in the Information Technology Project Office at Angelo State
University

The portfolio management process for the Information Technology Project Office
engages members of the ASU Steering Committee which meet quarterly. The Steering
Committee members consist of the Vice Presidents and Chief Information Officer at
ASU, all of which are well positioned to understand both the strategic and tactical
impacts of projects considered for the Information Technology project portfolio.


Project ideas, in the form of project requests, may be submitted by anyone at Angelo
State University via the Project Office website. Those who submit project ideas provide
information regarding the project including a detailed description on the project, value to
the institution, quantifiable savings, alignment with strategic objectives of the university,
and groups impacted (student, staff, faculty, departments, community, etc.).
Additionally, resource estimates from IT staff for completing the submitted projects, an
analysis of the resources commitments for the work period, and estimates of resources
available are provided to Steering Committee members for their review. IT staff also
provide their recommendations regarding the impact projects will have on the balance of
projects in the portfolio.

Portfolio Management in TTUHSC Information Technology

Through a collaborative process that involves the Deans and Vice Presidents as the IT
Board of Directors of the institution, Information Technology needs are considered and
prioritized so that they align with the mission and strategic goals of the institution.
Projects at TTUHSC are prioritized and scheduled through the Office of the CIO under
the direction of the IT Board of Directors.

Portfolio Management in TTU IT Division

Successful selection and management of projects is a key element in aligning information
technology with the mission of the University. Projects are prioritized and scheduled out
of the TTU Office of the CIO.

In general, the impact of projects on the mission of the University is measured through
the Strategic Planning and Assessment process. This formalized process aligns area and
unit goals with University goals and mission and performs an annual review of
accomplishments, qualitative data, quantitative data, and strategic planning improvement
suggestions at all levels of the organization. Each department is engaged in the strategic
planning process and contributes to the improvement and modification of the mission,
vision, strategic plan, and assessment plan.

Portfolio Management in Information Systems at TTU System

The portfolio management process for Information Systems engages members of two
Projects and Resources for Information Systems Management (PRISM) Advisory
Committees that meet three times each year. The Committee members were carefully
chosen to fully represent Texas Tech University Health Sciences Center, Texas Tech
University, and Texas Tech University System. Committee members are generally
Assistant or Associate Vice Presidents, because this level is well positioned to understand
both the strategic and tactical impacts of projects considered for the Information Systems
project portfolio.


Project ideas, in the form of project requests, may be submitted by anyone at Texas Tech
via the PRISM website. Those who submit project ideas provide information regarding
the project including a detailed description on the project, value to the institution,
quantifiable savings, and groups impacted (student, staff, faculty, departments,
community, etc.). This information, resource estimates by the Information Systems staff
for completing the submitted projects, an analysis of the resources commitments for the
work period, and estimates of resources available are provided to PRISM Committee
members for their review in advance of their meetings. Information Systems staff also
provide their recommendations regarding impacts projects will have on the balance of
projects in the portfolio.

In their meetings the PRISM Committee members share their assessments of the value of
project requests submitted for the upcoming work period and allocate available resources
to the projects determined to be of greatest value to the institutions. In the addition to
evaluating and allocating resources for the upcoming work period, the committee reviews
project status and mid-course corrections for the current work period. They also assesses
the effectiveness of Information Systems’ project management practices by reviewing
statistics from the last completed work period. These statistics include planned resource
usage compared to actual resource usage for each project and the breakdown of resources
consumed by each team for each of the major categories: required support and
maintenance; mandates; committed maintenance, enhancements, and development; staff
development; and overhead.


Appendix C. Definitions

- Portfolio – a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives. The projects or programs of the portfolio may not necessarily be
interdependent or directly related. (PMI, 2004, pp. 367)
- Portfolio Management – the centralized management of one or more portfolios
which includes identifying, prioritizing, authorizing, managing, and controlling
projects, programs, and other related work, to achieve specific strategic business
objectives. (PMI, 2004, pp. 367)
- Process Group – a logical grouping of project management processes. Include
initiating processes, planning processes, executing processes, monitoring and
controlling processes, and closing processes. Collectively, the five process
groups (according to the appropriate project level defined under Project
Classification) are required for any project, have clear internal dependencies, and
must be performed in the same sequence on each project. Process groups are not
project phases or subprojects. (PMI, 2004, pp. 369)
o Initiating Processes – define and authorize the project or a project phase
o Planning Processes – defines and refine objectives, and plan the course of
action required to attain the objectives and scope that the project was
undertaken to address
o Executing Processes – integrate people and other resources to carry out the
project management plan for the project
o Monitoring & Controlling Processes – regularly measure and monitor
progress to identify variances from the project management plan so that
corrective action can be taken, when necessary, to meet project objectives
o Closing Processes – formalize acceptance of the product, service, or result
and bring the project or a project phase to an orderly end
- Product – an artifact that is produced, is quantifiable, and can be either an end
item in itself or a component item. (PMI, 2004, pp. 367) Could be a physical
product, conceptual idea, or information system, for example.
- Product Life Cycle – a collection of generally sequential, non-overlapping
product phases. The last product life cycle phase for a product is generally the
product’s deterioration and death. Generally, product life cycles contain one or
more project life cycles. (PMI, 2004, pp. 367)
- Program – a group of related projects managed in a coordinated way to obtain
benefits and control not available from managing them individually. Programs
my include elements of related work outside of the scope of the discrete projects
in the program. (PMI, 2004, pp. 368)
- Program Management – the centralized coordinated management of a program to
achieve the program’s strategic objectives and benefits. (PMI, 2004, pp. 368)
- Project – a temporary endeavor undertaken to create a unique product, service, or
result. (PMI, 2004, pp. 368)
- Project Classification – the processing of assigning a project level for the purpose
of applying the required processes for management.


- Project Classification Model –framework for classifying projects into different
levels based on a combination of complexity and risk
- Project Delivery Framework (DIR, 2007):
o DIR Project Delivery Framework Business Justification Review Gate –
initial review gate for selection and approval of the project
o DIR Project Delivery Framework Planning Review Gate – planning for
both project management and technology-related activities and
deliverables
o DIR Project Delivery Framework Solicitation & Contracting Review Gate
– development and management of technology solicitations and contracts
o DIR Project Delivery Framework Project Implementation Review Gate –
development, testing, and deployment based on project planning
deliverables
o DIR Project Delivery Framework Benefits Realization Review Gate –
final review gate for measurement and evaluation of all project outcomes
- Project Impact – the breadth and depth of benefit received from the successful
completion of a project
- Project Impact Score – repeatable method for assessing project impact, calculated
based on the weighted average of several factors including strategic value,
increased revenue, customer satisfaction, expanded services, operational
efficiency, and cost reduction
- Project Life Cycle – a collection of generally sequential project phases whose
name and number are determined by the control needs of the organization or
organizations involved in the project; generally define what technical work to do
in each phase, when the deliverables are to be generated in each phase and how
each deliverable is reviewed, verified, and validated, who is involved in each
phase, and how to control and approve each phase. (PMI, 2004, pp. 368)
- Project Management – is the application of knowledge, skills, tools, and
techniques to project activities to met project requirements. (PMI, 2004, pp. 368)
It is accomplished through the application and integration of the project
management processes of initiating, planning, executing, monitoring/controlling
and closing and through use of project management knowledge, skills, tools and
techniques that receive input and generate outputs.
- Project Risk – an uncertain event or condition that, if it occurs, has a positive or
negative effective on a project’s objectives. (PMI, 2004, pp. 373)
- System Development Life Cycle – the structured development of an information
system, utilizing one or more models designed to ensure a high quality system
that meets or exceeds customer and business expectations within time and cost
estimates, works effectively and efficiently in the current and planned information
technology infrastructure, and is cost effective to maintain and enhance.
(Wikipedia 2007)


Appendix D. References

Cooke, C.R. (2005). Just Enough Project Management. New York, NY: McGraw-Hill.

Department of Information Resources (2007). Texas Project Delivery Framework;
http://www.dir.state.tx.us/pubs/framework.

Project Management Institute (2004). A Guide to the Project Management Body of
Knowledge. Newtown Square, PA: Project Management Institute Publishing.

Project Management Institute (2006). The Standard for Portfolio Management.
Newtown Square, PA: Project Management Institute Publishing.

Project Management Institute (2007). PMI Portfolio Standard;
http://www.pmi.org/PDF/Members/Portfolio_protected.pdf.

Wikipedia (2007). Various articles; http://en.wikipedia.org/.


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