The Program will provide standards and processes for management of the associated projects, as well as Agile), but a core set of PM functions will be directed by the program, due to the need to monitor and maintain the overall health of the Core Program. The implementation of the PM processes is described in the associated plans, as discussed below.
a. Scope Management - The program will provide standards for scope management across all of the associated projects. At a high level all scope decisions will be documented, and will be subject to an impact analysis in order to determine if there are any timeline, quality, budget, dependent projects, or resource impacts caused by the proposed change. Proposed changes will be prioritized by the Project Team prior to submission to the Program
Governance Team (PGT). All changes that cause budget or timeline impacts must be further approved by the Program Steering Committee. See the Core Scope Management Plan for operational details.
b. Schedule Management – The Core Schedule and associated project schedules will be developed and maintained in a systematic manner that allows for reporting and analysis of key project health metrics, in particular project interdependencies. Project managers will create detail project schedules for each project they oversee, along with project
interdependencies identified and mapped to schedules and milestones. Program management will be responsible for consolidated program level schedules and interdependencies identified and communicated by Project Managers. See the Core Schedule Management Plan for details.
c. Risk Management – The Program will oversee and manage all aspects of Risk Management of risks at the program level and escalate project risks that are not getting remediated at the project level. The Office of Internal Audit and the Enterprise Risk Management team will serve as advisors for the program and provide assistance in identifying and, assessing risk exposure and options for response plans. Risk owners will be assigned to quantify the risks, and to develop risk response strategies (Avoid, transfer, accept, mitigate). Program management will report to the Program Governance Team Risk Exposure, Potential Financial Impact, and Potential Schedule Impact. See the Core Risk Management Plan for details. d. Issue/AI /Decision Management – Each Core project will adhere to the program standard
process for collecting, managing, and tracking Issues, Decisions, and Action Items. For the purposes of this program, an issue is any question, request, or difficulty that cannot be easily resolved within the team environment in a timely manner and therefore must be escalated within the project structure for resolution. Issues that require attention from another level or area within the project governance structure will be subject to the formal issue escalation process. Risks that are realized are considered issues.
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All identified Issues, Decisions, and Action items will be centrally tracked in order for the Core Team to develop and report metrics by associated process, deliverable, or team. A centralized process is necessary to ensure visibility of critical issues that can affect project health. See the Core Issue/Action Item Management Plan for details.
e. Staffing/Resource Management – The program will provide guidelines and procedures related to resources required for the projects. This will include providing an enterprise view and reporting related to program-level resource allocation, future resource needs, and procedures for on-boarding, performance management, and off-boarding. Non-technology projects in support of Core must be considered as well because business unit resources play a critical role in all aspects of the Core implementation, and over-allocation of these
resources can affect the day-to-day operations of the Corporation. See the Core Staffing Plan for details.
f. Organizational Change Management – The Core Program will ensure that the organization and its people are ready for the new processes, procedures, and systems that will result from the program. The Organizational Change Management initiative will provide support for moving the organization to the desired future state. This initiative will include (but is not limited to) stakeholder analysis and management, communications, learning and training, human capital assessment, action planning, and projects to meet identified needs. See the Core Organizational Change Management Plan for details.
g. Document Management – The Core Program will define specific procedures and
requirements for the management of materials related to the associated projects, including requirements, contracts, meeting minutes, specifications, test plans, test cases, and any other artifact that is considered a deliverable. Procedures include check-in, check-out procedures, tracking, version control, and reporting. Document Management also includes the development and propagation of document standards (templates, construct, etc.). Document Management is closely associated with Configuration Management, as one must be able to produce the documentation that is associated with a particular build or release of a product, as it existed at any point in time. See the Core Document Management Plan for details.
h. Requirements Management - The Program will establish a framework governing all requirements-related activities, from initial requirements development through
requirements implementation, operations, and maintenance. The program will provide guidance for the development, validation, and verification of quality requirements across the projects. Procedures for requirements traceability (from business requirement through implemented code) will be developed, and tools for supporting this critical activity will be identified and implemented. See the Core Requirements Management Plan for details. i. SDLC and DesignStandards – The Core Program will identify and deploy standards for the
design of technology solutions related to the program. See the Core Design Plan for details. j. Testing Standards/Plan– The Program will establish standardized testing and acceptance
procedures for all projects related to Core. In addition, the Program will provide an overarching work flow integration test plan that encompasses all final verification and validation activities across all features and functions of the final integrated system. See the Core Test Plan for details.
k. Deliverable Review and AcceptanceProcess – A systematic and time-limited deliverable review and acceptance process is necessary to keep the project on track. The Core Program
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will recommend and implement a Deliverable Review and Acceptance process to ensure that timely review and approval of deliverables is accomplished. This process will also provide for escalation of issues related to deliverables that are not meeting
standards/requirements. The recommendation will recognize the Agile and waterfall methodology in order to effectively incorporate each method’s inherent processes as the best practice (i.e., Agile sprint reviews with Product Owner acceptance versus User Department acceptance sign-off of rating engine setup) See the Core Deliverable Review and Acceptance Procedure for details.
l. ImplementationPlanning – The Core Program will work with the associated project teams and vendors to document guidelines for implementation planning plan for the integrated system, as well as other associated projects. Implementation Planning will include an implementation schedule, roles, responsibilities, resource needs, and roll-back/contingency plans. See the Core Implementation Planning guidelines for details.
m. Quality Management – Data-driven management of Project Management processes is an essential function for monitoring the health of large programs/projects. The Core Program will implement a quality program that will monitor key program metrics to ensure that project processes are within control limits, and ultimately reflect the health of the project. The Quality function will provide objective assessments and recommendations to the Core Program team using the procedures and guidelines found in the Core Program Quality Management Plan.
n. Communication Management – A subset of Organizational Change Management, the Communication Management function will define processes for identifying key project stakeholders, the types of program information they require, the frequency with which communication will occur, and the preferred mechanisms/strategies for communication. See the Core Communication Management Plan for details.
o. Status Reporting – Status reporting is a vital component of managing large scale initiatives. The Core program team will develop mechanisms and requirements for status reporting across all Core initiatives. The team will also develop efficient mechanisms for aggregating status information into tools used for reporting to key governance stakeholders. Tools can include dashboards, balanced scorecards, summary status reports, and others as
determined by the needs of the team. All tools will be designed to call attention to
exceptions, in order for the team to focus on correcting issues See the Core Status Reporting Plan for details.
p. Financial/Cost Management – The program will provide a systematic process for managing funds specifically allocated to the Core program. This process will include the development, approval, administration and reporting of the funds. See the Core Financial/Cost
Management Plan for details.
q. Procurement and Contract Management - The Procurement and Contract Management Plan will provide an overview of the contract procurement and administration functions for all contracts procured and managed for and on behalf of the Core Program. Citizens policy, standards and practices, in addition to state regulations and guidelines will serve as the foundation for the Core Procurement and Contract Management Plan. See the Core Procurement and Contract Management Plan for details.
r. Configuration Management – The Core program will establish guidelines to ensure consistent configuration management practices for the Core Project and all associated
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projects. Configuration management will apply to both technology deliverables, as well as any associated documentation or other related deliverables (i.e., training materials,
requirements specifications, etc.) See the Core Configuration Management Plan for details. s. Security - In conjunction with existing Citizens policy/practices, the Core Program will work
with the vendor(s) and internal security staff to provide standards related to common security considerations for the Core-related projects: Account Types, User Names, Passwords, Roles, Views, Procedures related to employee events (Hire, Role Change Separation, etc.), Browsing, and User Tracking, and others. This plan will address security concerns related to multiple development environments, as well as quality assurance and production environments. See the Core Security Plan for details.
t. Data Resource Management - The Core Program will provide guidelines related to
processes and procedures used to manage corporate data in order to ensure data integrity throughout the Core Insurance Solution. See the Core Data Resource Management Plan for details.
u. Operations and Maintenance – The Core program will work with technology resources to create a plan that establishes the processes utilized for on-going maintenance projects for the Core applications. This plan addresses the reporting of incidents, the management of incident inventory (including prioritization), lifecycle approach(es) used for maintenance projects, testing procedures, deployment procedures, etc. See the Core Maintenance Plan for details.
v. Benefits Realization – The Core Program will define a systematic approach for determining benefits realization. The Benefits Realization Plan will describe the business benefits to be realized from the program, as well as any assumptions that contributed to their
identification. The plan will include details of how the benefits are to be measured, how the benefits map to specific program or project deliverables, interdependencies, planned and actual dates of the deliverables, planned and actual dates that benefit measurement should start and the benefit owner. The Benefits Realization Plan will be created during
implementation to ensure the measurements identified can be tested and are reliable for production reporting. See the Core Benefits Realization Plan for details.
w. Transition Management – The Core Program will oversee the development of plans and procedures for transitioning the overall program to an operations and maintenance mode. This plan will address all aspects of transitioning key systems and processes resulting from the program. Generally, there will be a transition plan for each major technology or business process component. See the Core Transition Management Plan for details.
x. Architecture Oversight - The program will work with Citizens Information Technology staff to develop guidelines for system architectural design and development to ensure that all technology products resulting from the Core program are aligned with the approved standards for Citizens’ landscape. See the Core Architectural Guidelines for details.
y. Legal Services Oversight- The program will work with Legal Services to develop procedures for involving and engaging Legal Services in developing and reviewing artifacts related to the Core Program. This procedure will identify the criteria for involving Legal Services, and will outline approval and engagement steps required to access Legal Services resources. See the Core Legal Services Oversight procedure for details.
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