PO10.11 Project Change Control
Establish a change control system for each project, so all changes to the project baseline (e.g., cost, schedule, scope, quality) are appropriately reviewed, approved and incorporated into the integrated project plan in line with the programme and project governance framework.
PO10.12 Project Planning of Assurance Methods
Identify assurance tasks required to support the accreditation of new or modified systems during project planning, and include them in the integrated project plan. The tasks should provide assurance that internal controls and security features meet the defined requirements.
PO10.13 Project Performance Measurement, Reporting and Monitoring
Measure project performance against key project performance scope, schedule, quality, cost and risk criteria. Identify any deviations from the plan. Assess the impact of deviations on the project and overall programme, and report results to key stakeholders.
Recommend, implement and monitor remedial action, when required, in line with the programme and project governance framework.
PO10.14 Project Closure
Require that, at the end of each project, the project stakeholders ascertain whether the project delivered the planned results and benefits. Identify and communicate any outstanding activities required to achieve the planned results of the project and the benefits of the programme, and identify and document lessons learned for use on future projects and programmes.
Plan and Organise
© 2007 IT Governance Institute. All rights reserved. www.itgi.org 70
Plan and Organise
Manage Projects
PO10
MANAGEMENT
GUIDELINES
Goals and Metrics
From Inputs
PO1 IT project portfolio PO5 Updated IT project portfolio PO7 IT skills matrix
PO8 Development standards AI7 Post-implementation review
Outputs
To
Project performance reports ME1
Project risk management plan PO9
Project management guidelines
Detailed project plans PO8 DS6
Updated IT project portfolio PO1 PO5
• Percent of projects following project management standards and practices • Percent of certified or trained project
managers
• Percent of projects receiving post- implementation reviews
• Percent of stakeholders participating in projects (involvement index) • Percent of projects meeting stakeholders
expectations (on time, on budget and meeting requirements—weighted by importance)
• Percent of projects on time and on budget • Percent of projects meeting stakeholder
expectations
Activities
• Defining and enforcing programme and project frameworks and approach • Issuing project management guidelines • Performing project planning for each
project in the project portfolio
IT
• Respond to business requirements in alignment with the business strategy. • Deliver projects on time and on budget,
meeting quality standards.
• Respond to governance requirements, in line with board direction.
Process
• Establish project tracking and cost/time control mechanisms.
• Provide transparency of project status. • Make timely project management
decisions at critical milestones. Activities
RACI Chart Functions
CEO CFO Business ExecutiveCIO Business Process OwnerHead Oper ations
Chief Ar chitect
Head DevelopmentHead IT Administr
ation
PMO Compliance, Audit,
Risk and Security
Define a programme/portfolio management framework for IT investments. C C A R C C Establish and maintain an IT project management framework. I I I A/R I C C C C R C Establish and maintain an IT project monitoring, measurement and
management system. I I I R C C C C A/R C
Build project charters, schedules, quality plans, budgets, and communication
and risk management plans. C C C C C C C A/R C
Assure the participation and commitment of project stakeholders. I A R C C Assure the effective control of projects and project changes. C C C C C A/R C Define and implement project assurance and review methods. I C I A/R C A RACI charts identifies who is Responsible, Accountable, Consulted and/or Informed.
PO10 Manage Projects
Plan and Organise
Manage Projects
PO10
AI1…AI7 AI1…AI7
measure measure measure
drive drive
set set
Goals
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PO10 Manage Projects
Management of the process of Manage projects that satisfies the business requirement for IT of ensuring the delivery of project results within agreed-upon time frames, budget and quality is:
0 Non-existent when
Project management techniques are not used and the organisation does not consider business impacts associated with project mismanagement and development project failures.
1 Initial/Ad Hocwhen
The use of project management techniques and approaches within IT is a decision left to individual IT managers. There is a lack of management commitment to project ownership and project management. Critical decisions on project management are made without user management or customer input. There is little or no customer and user involvement in defining IT projects. There is no clear organisation within IT for the management of projects. Roles and responsibilities for the management of projects are not defined. Projects, schedules and milestones are poorly defined, if at all. Project staff time and expenses are not tracked and compared to budgets.
2 Repeatable but Intuitive when
Senior management gains and communicates an awareness of the need for IT project management. The organisation is in the process of developing and utilising some techniques and methods from project to project. IT projects have informally defined business and technical objectives. There is limited stakeholder involvement in IT project management. Initial guidelines are developed for many aspects of project management. Application of project management guidelines is left to the discretion of the individual project manager.
3 Defined when
The IT project management process and methodology are established and communicated. IT projects are defined with appropriate business and technical objectives. Senior IT and business management are beginning to be committed and involved in the
management of IT projects. A project management office is established within IT, with initial roles and responsibilities defined. IT projects are monitored, with defined and updated milestones, schedules, budget and performance measurements. Project
management training is available and is primarily a result of individual staff initiatives. QA procedures and post-system implementation activities are defined, but are not broadly applied by IT managers. Projects are beginning to be managed as portfolios.
4 Managed and Measurable when
Management requires formal and standardised project metrics and lessons learned to be reviewed following project completion. Project management is measured and evaluated throughout the organisation and not just within IT. Enhancements to the project management process are formalised and communicated with project team members trained on enhancements. IT management implements a project organisation structure with documented roles, responsibilities and staff performance criteria. Criteria for evaluating success at each milestone are established. Value and risk are measured and managed prior to, during and after the completion of projects. Projects increasingly address organisation goals, rather than only IT-specific ones. There is strong and active project support from senior management sponsors as well as stakeholders. Relevant project management training is planned for staff in the project management office and across the IT function.
5 Optimised when
A proven, full life cycle project and programme methodology is implemented, enforced and integrated into the culture of the entire organisation. An ongoing initiative to identify and institutionalise best project management practices is implemented. An IT strategy for sourcing development and operational projects is defined and implemented. An integrated project management office is responsible for projects and programmes from inception to post-implementation. Organisationwide planning of programmes and projects ensures that user and IT resources are best utilised to support strategic initiatives.
MATURITY
MODEL
Plan and Organise
Manage Projects
A
C Q U I R E
A N D
I
M P L E M E N T
AI1
Identify Automated Solutions
AI2
Acquire and Maintain Application Software
AI3
Acquire and Maintain Technology Infrastructure
AI4
Enable Operation and Use
AI5
Procure IT Resources
AI6
Manage Changes
AI7
Install and Accredit Solutions and Changes
A
CQ UIRE ANDI
MPLEMENT73 © 2007 IT Governance Institute. All rights reserved. www.itgi.org