le plus ineressant planning de Gant.xlsx

8/19/2019 le plus ineressant planning de Gant.xlsx

http://slidepdf.com/reader/full/le-plus-ineressant-planning-de-gantxlsx 1/163

Project Information

Project ID New Project ID Project Priority

Project Name New Project Name Notebook URL

Project Manager Manager's Name Project Start Date

Phone Number Manager's Phone Project End Date

e-Mail Manager's e-Mail

Statu Re!ort Date

S!onor Sponsor's Name

Phone Sponsor's Phone

e-Mail Sponsor's e-Mail

Project "hecklit Project #em!late

Project $uideline

roject Control Book

Under "ontruction



Link to %ey S&c Pro&ider

High, Medium, Low

1-an-!""#

1$-No%-!""#

1#-Mar-!"1$

Link

PM Framework

ITAG

Data Warehouse

Infrastructure Applications

Telecom & Network Installation Svcs

Data enter !perations Services

Server !perations

"M S#stem Services

Trainin$ & Pu%s

Software elease Team

omputin$ 'elp Desk

Finance Team

ommunications Team

(sa%ilit# Team

PM Glossar#

IS&T 'ome Pa$e

IS&T Pro)ect Mana$ement

Pro)ect Mana$ement Institute

Microsoft Pro)ect 'ome Pa$e

http://web.mit.edu/itag

http://web.mit.edu/warehouse/

http://web.mit.edu/ist/isst

http://web.mit.edu/vdist/projects.html

http://web.mit.edu/ist/dost

http://web.mit.edu/ist/database

http://mitvma.mit.edu/vm_sst/

http://web.mit.edu/ist/org/tcp

http://web.mit.edu/swrt

http://web.mit.edu/ist/helpdesk/

http://web.mit.edu/ist/org/fs/index.html

http://web.mit.edu/ist/org/comm/

http://web.mit.edu/ist/services/webpublishing/usability.html

http://www.apm.org.uk/GlossaryOverview.asp

http://web.mit.edu/ist/

http://web.mit.edu/ist/about/resources/projectmgmt/

http://www.pmi.org/info/default.asp

http://office.microsoft.com/en-us/FX010857951033.aspx

http://office.microsoft.com/en-us/FX010857951033.aspx

http://www.pmi.org/info/default.asp

http://web.mit.edu/ist/about/resources/projectmgmt/

http://web.mit.edu/ist/

http://www.apm.org.uk/GlossaryOverview.asp

http://web.mit.edu/ist/services/webpublishing/usability.html

http://web.mit.edu/ist/org/comm/

http://web.mit.edu/ist/org/fs/index.html

http://web.mit.edu/ist/helpdesk/

http://web.mit.edu/swrt

http://web.mit.edu/ist/org/tcp

http://mitvma.mit.edu/vm_sst/

http://web.mit.edu/ist/database

http://web.mit.edu/ist/dost

http://web.mit.edu/vdist/projects.html

http://web.mit.edu/ist/isst

http://web.mit.edu/warehouse/

http://web.mit.edu/itag





IS'# Project Management



(rame)ork



Project "hecklit



Pr

*uetio

Proj

*

+

,

-

.

/

0

12

S!o

*

+

,

-

.

/

0

1

Dete

*

+,

-

.

/

0



1

2

*3

**

*+*,

*-

*.

*/

+rga

*

+

,

-

.

/

0

1

2



ject Startup Checklist

n

ct Identification

'as the %usiness nee4 %een i4entifie4

Is there a consensus that there is a %usiness imperative 5 sense of ur$enc#

Is there a pro)ect sponsor or their 4esi$nee i4entifie4

Is there a client %usiness pro)ect mana$er assi$ne4 to the pro)ect

Is there a list of 4efine4 $oals an4 o%)ectives

Is there a cost %enefit anal#sis

Is there a pre64etermine4 en4 4ate

Is there a %u4$et for the pro)ectIs there a S7T Technical 8ea4 assi$ne4 to the pro)ect

or Engagement

'as a pro)ect ID an4 name %een assi$ne4 an4 entere4 in the IT Work Data%ase

Is the role of the pro)ect sponsor known an4 un4erstoo4

Does the sponsor a$ree to the role

Does the sponsor un4erstan4 the pro)ect mana$er9s role

Does the sponsor un4erstan4 the wa# this pro)ect will %e mana$e4 :e;$;< $overnance=

Is there a plan to track tasks an4 activities

Are there 4efine4 criteria for how to stop a pro)ect

'as a steerin$ committee %een forme4

mining Project Sco!e and Definition

Are the %usiness re>uirements 4ocumente4

Is there a 4efine4 list of items in scopeIs there a 4efine4 list of items out of scope

Are there 4efine4 measures for pro)ect success

Are there 4efine4 completion criteria to initiate the closeout process

Is there a 4efine4 risk an4 issue escalation process

Is there a known list of risks an4 issues %efore startin$



Is there a known impact5conflict with other pro)ects

'ave #ou initiate4 contact with re>uire4 S7T service provi4ers

an all work %e 4one %# ?( personnel

Are resources i4entifie4 an4 availa%le5sche4ule4 for the pro)ect

Will the e@istin$ har4ware5infrastructure support the e@pecte4 transaction volumeIs the e@istin$ har4ware sufficient to support this pro)ect

Are the e@istin$ software licenses sufficient for this pro)ect

'ave the chan$es 5 a44itions to %usiness processes %een i4entifie4

'ave all assumptions %een i4entifie4 an4 4ocumente4

ni,ational "hange Management #raining "ommunication

This pro)ect will not force users to chan$e the wa# the# work :e;$;< chan$e m$mt=

'ave #ou initiate4 contact with the TT5'

'ave #ou initiate4 contact with 'elp Desk5Post support

Is there a 4efine4 communication plan for the pro)ect

Is there a sche4ule for status reportin$ to occur

Is there a sche4ule for re>ular sponsor an4 pro)ect mana$er meetin$s

Is there a sche4ule for steerin$ committee meetin$s

Is the sponsor or 4esi$nee responsi%le for e@ternal communications

Is there a plan for closin$ out the pro)ect



"No" items require attention

.e No N/ Note









Pr

*uetio

Pre!

*

+

,

-

.

/

0

12

*3

**

*+

Re

*

+

,

-

$en





ject Planning Checklist

n

are and Planning

'ave #ou complete4 the pro)ect initation checklist

Is there a list of pre64etermine4 4ates an4 activities that must %e met

'ave #ou i4entifie4 4epen4encies an4 se>uencin$ of 4elivera%les an4 milestones

'ave #ou reviewe4 all the checklists an4 sche4ule4 activities accor4in$l#

Does each 4elivera%le5milestone have start an4 en4 4ates

Do #our 4uration estimates reflect historical e@perience

Does #our pro)ect timeline inclu4e enou$h slack for pro)ect risks

Does #our pro)ect timeline inclu4e slack for vacations< a4ministration< etcDo #ou have commitments from other teams5ven4ors to meet the 4eliver# sche4ule

Is there an responsi%le person assi$ne4 for ever# 4elivera%le5milestone

'ave #ou entere4 ever#thin$ #ou are $oin$ to track on the appropriate template:s=

'as #our sponsor si$ne4 off on the plan

urce

Do #ou have the appropriate personnel allocate4 to the pro)ect

Are the ke# pro)ect team mem%ers allocate4 full time

Will the pro)ect team have the appropriate skills to e@ecute the plan

Do #ou have the appropriate har4ware an4 software

ric Soft)are De&elo!ment Life "ycle 0SDL"1 Phae#ak

Project Pre!aration

Scope an4 Definition

esource Plannin$Pro)ect Plan reation

isk Assessment

Deign

Functional e>uirements

Architecture e>uirements



Technical e>uirements

Interface e>iurements

eportin$ e>uirements

(sa%ilit# Testin$

Testin$ Strate$#Trainin$ an4 nowle4$e Transfer

De&elo!ment

Solution Development

(nit 5 Functional Testin$

#eting

S#stem 5 Inte$ration Testin$

(ser Acceptance Testin$

Parallel Testin$

"olume Testin$

Production Rollout

Trainin$

Data onversion

Go 8ive

Pot Im!lementation Su!!ort

'elp Desk 5 8evel * support

Transition to Supportin$ or$aniBation



No items require attention

.e No N/ Note









SpQuesti

*uetio

Project

*

+

,

-

.

/

0

Project

*

+

,

-

.

Stakeh

*

+

,

-

Managi

*

+

2hat

*

+



Mileto

*

+

,

Reou

*

*a

*%

+

,

Rik

*

+

,

Dutie

*

+,

-





nsor Checklistns to help you engage with your sponsor

+utcome

Are the outcomes for this pro)ect clearl# un4erstoo4 %# all ke# stakehol4ers

Are the outcomes clearl# 4efine4

Are the %enefits clearl# i4entifie4

Are the %enefits measura%le

Is it possi%le to 4efine A88 4elivera%les

Are all chan$es 4efine4 :such as chan$es to operations & %usiness proce4ures=

Thinkin$ a%out similar Pro)ects weCve mana$e4 %efore< are these outcomes realiBa%le

Sco!e

Are we clear a%out the scope of this pro)ect

Is there a list of the pro)ects that are inter4epen4ent with this pro)ect

Is the pro)ect scope likel# to remain the same 4urin$ the life of the pro)ect

older

'ave all stakehol4ers %een i4entifie4

'ave stakehol4ersC accounta%ilities %een 4efine4 AND a$ree4 upon

'ave all ke# stakehol4ers e@plicitl# %ou$ht into this pro)ect

Are all areas< $roups an4 in4ivi4uals properl# committe4 for this pro)ect

ng the Project

Are we clear a%out how we will mana$e this Pro)ect

e3re Producing

Are we clear a%out what nee4s to %e pro4uce4 4urin$ all phases of the pro)ect

Is it clear who is responsi%le for pro4ucin$ which 4elivera%le

Is there a list of !r$aniBational units5$roups that coul4 impact< or %e impacte4 %#< thispro)ect

Is there a list of all the e@ternal activities or events which ma# %e inter4epen4ent with thispro)ect

Is there a list of items that are uni>ue to the %usiness or technolo$# that ma# impact thispro)ect



ne and #ime (rame

'ave all milestones %een 4efine4

Are these milestones realiBa%le :rather than lookin$ $oo4 on paper=

'as a sche4ule %een pro4uce4

cing

Are %usiness resources re>uire4 an4 i4entifie4

Is there a resource plan

Are realistic resourcin$ assumptions state4

Are resources realisticall# allocate4 for this pro)ect

'as a risk assessment %een carrie4 out

'as the pro%a%le impact of risk %een 4efine4

Is there a 4ocumente4 risk miti$ation strate$#

of S!onor

ommunicate main pro)ect 4ates with campus an4 other users

Makin$ perio4ic reports to AISSettle polic# an4 other issues %rou$ht forth %# pro)ect team

Ac>uire a44itional resources etcif necessar#

Is an# component of the pro)ect to %e source4 %# another $roup within IS&T< e@ternal toIS&T< or thir4 part# ven4or






.e No N/ Note



















De

*uetio

(orm

*

+

,

-

.

/

0

Signo

*

+

,

-

.

#eti

*

*a

*%

*c

*4

*e

*f

+

,

-





liverable and Quality Assurance Checklis

l Deli&erable

Is there a 4efine4 list of 4elivera%les for the pro)ect

Does each 4elivera%le have a %rief 4efinition of purpose an4 content

Does each 4elivera%le have a tar$et 4ate an4 person responsi%le

Is there a sche4ule for internal an4 e@ternal review of 4elivera%les

'as this review process %een factore4 into the pro)ect plan

Is there time in the pro)ect plan to a44ress corrections to the 4elivera%le:s=

Is there a process to 4ocument an4 track chan$es to 4elivera%le 4ocuments

ff

Is there a formal review an4 si$noff process

Does the sponsor un4erstan4 this process

Is the sponsor willin$ to formall# si$n off on all 4elivera%les

Is there an escalation process if 4elivera%les are not si$ne4 off timel#

Is there a si$noff process for appropriate 8ea4s5Participants on 4elivera%les

g and /urance

Is there a 4ocumente4 plan forE

(sa%ilit# Testin$

(nit 5 Functional Testin$

S#stem 5 Inte$ration Testin$

(ser Acceptance Testin$

Parallel Testin$

"olume Testin$

Are there 4ocumente4 test cases 5 scripts

Is there a process to 4ocument an4 control testin$ issues

Is there time in the plan to a44ress testin$ issues






.e No N/ Note









Transition Checklist

*uetion

Documentation

* Is there a 4efine4 template for s#stem 4ocumentation

+ 'ave 4ocumentation resources %een committe4

, Is there a strate$# for version control

- Is the 4ocumentation $oin$ to %e availa%le via the we%

. Is the 4ocumentation availa%le to create trainin$ materials

/ Are there resources an4 a process for maintainin$ 4ocumentation

#raining ' %no)ledge #ranfer * Is there a 4efine4 trainin$ plan

+ 'ave user roles %een 4efine4

, 'ave the people re>uirin$ trainin$ %een i4entifie4

- Is there a technical trainin$ har4ware5software environment nee4e4

. Are there trainin$ scenarios i4entifie4

/ Is there trainin$ 4ata 4efine4

0 'ave trainin$ materials %een 4evelope4 an4 teste4

1 Is there a trainin$ catalo$ an4 sche4ule create4

2 'ave trainers %een committe4 an4 traine4

*3 'ave trainin$ rooms %een sche4ule4



Pot $o-Li&e Su!!ort

* Is there a $o 5 no6$o 4ecision 4ocument

+ 'as a post support plan %een 4evelope4 an4 approve4

, 'ave resources %een committe4 to support

- Is there an escalation process in place to resolve issues. Are there e@pert team resources to help users with process >uestions

/ Is there a pro4uction support team to help with technical pro%lems

#ranition to Su!!ort +rgani,ation

* Is there a 4ocumente4 transition plan

+ Does the sponsor un4erstan4 the criteria for acceptin$ the s#stem

, Is a support or$aniBation i4entifie4 an4 are the# traine4

- Is there a pro)ect closeout meetin$ planne4

. Is there a catalo$ of future re>uirements

/ 'as the sponsor si$ne46off an4 accepte4 the s#stem




.e No N/ Note









Pr

*uetio

(inal

*

+

,

-

.

/

0

1

/cco

*

+

,

-

.

/

(inal

*

+

,

-

.

Sign

*

+

,



-

* Ple



ject Closeout Checklist (Post Morte!

n .e

#ak "heck

Was the $o6live event successful

Are all $o6live issues resolve4

'ave help 4esk support re>uests returne4 to normaliBe4 levels

Is (ser trainin$ complete4

Is there a plan to sunset e@istin$ le$ac# applications5har4ware5software

'as the IT Work 4ata%ase entr# %een marke4 complete

'ave the pro)ect team appraisals %een complete4

'as the Sponsor closeout5satisfaction interview occurre4

unting "loout

'as all ven4or time %een %ille4

'ave all ven4or contracts %een pai4

'ave ven4or staff %een release4 from pro)ect

'ave internal team mem%ers tranistione4 off of pro)ect

'ave final pro)ect financial statments %een complete4

'ave fun4in$ sources %een reconcile4

Re!ort

'ave #ou complete4 up4atin$ the pro)ect plan

'as lessons learne4 anal#sis %een complete4

'as intellectual capital %een prepare4 an4 catalo$e4 for re6use

'ave future phases5a44itional functionalit# re>uirements %een 4ocumente4

'as final pro)ect report %een complete4

ff

'as internal si$noff on pro)ect closeout occurre4

'as sponsor si$noff on pro)ect closeout occurre4

'as financial reports si$noff occurre4



'as AIS si$noff occurre4

se provide feedback to the Project Management Methodology eam regarding your e!peiren




No N/ Note



ce with the tools and areas for improvement







Project #em!late



Project Scope and De"inition

Project Name: New Project Name Project Manager:Resource/Service Requested: Today’s Date: 0/!"

Pur$ose / %&jective o t(e Project

Provide a brief description of why we are doing the project, project objectives, and benefits.

)tems in Sco$e

List all items that are to be included in the project

)tems not in Sco$e

List all items that are not being addressed during the project



Deli&erable Miletone

Complete the following for all deliverables expected. Note the dates and estimated time are

De*ivera&*e

/um!tion

Complete the following for any assumptions required to satisfy the scope of the project

+ssum$tions

Project Manager Approval Proj Mgr Name

Sponsor Approval Sponsor Name

IS&T Mgmt Approval IS&T Mgr Name



anager's Name /!#



negotiated.

A roval Date: date

A roval Date: date

A roval Date: date

Person / TeamRes$onsi&*e

,stimated,nd Date

- .T,+**ocated



Chg Status

Project Scope Change

Project Name: New Project Name Project Manager:

(ange Request : * Today’s Date: 0/!"

(ange Request Descr: Requested &y:

Project (ange Descri$tion

Provide a detailed description of project change requested including benefits, impact of not m

"hange Im!act Summary

*; Is this re>uest re>uire4 functionalit# for $o6live

+; Does this re>uest move the $o6live 4ate

,; Does this re>uest impact the pro)ect sche4ule 5 milestones

-; Does the content of an# 4elivera%les chan$e

.; Do the num%er of resources nee4e4 chan$e

/; Does the re>uest increase or re4uce the overall pro)ect risk

0; Does this impact chan$e mana$ement :Trainin$< ommunication< Accept

1; Is there an chan$e in cost of the pro)ect

E4!lanation of 5.e6 item7 0(or e&ery 8uetion an)ered 5ye69 gi&e a brief e4!lanati



Project Manager Approval yes or no Name: Proj Mgr Name

Sponsor Approval yes or no Name: Sponsor Name

IS&T Mgmt Approval yes or no Name: IS&T Mgr Name



anager's Name

/!#

aing change, areas impacted, etc.

.e No

nce=

n:1



A roval Date: date

A roval Date: date

A roval Date: date



Overall Project Status (

Project Statu Sna!hot GProject7 Ne) Project ID - Ne) Project Name

Project Name7 Ne) Project Name

Re!orting Period7 #eek of or Month of

.e No Statu Summa

*; 'as the scope chan$e4 or is it a%out to %e impacte4

+; 'ave the 4elivera%les5o%)ectives chan$e4

,; Are there sponsorship5stakehol4er issues

-; Are there new risks

.; Are there pro4uctivit# pro%lems affectin$ the team9s a%ilit#

/; Are there resourcin$ pro%lems

0; Is a 4elivera%le5milestone a%out to %e misse4

1; 'as the estimate4 sche4ule chan$e4

2; Is the >ualit# of the 4elivera%les %ein$ affecte4

*3; 'ave the estimate4 costs :i;e; out of pocket= chan$e4

**; Will the %enefits not %e realiBe4

*+; Are there an# other ma)or issues

E4!lanation of 5.e6 item7 0(or e&ery 8uetion an)ered 5ye69 gi&e a brief e4!lanation:1



Deli&erable Miletone

"om!leti

;aeline Re&ied

/!!ro&ed Sco!e "hange Re8uet

"hg ID "hange Decri!tion

*

+

,

-

.

/

0

1

2

*3



, , !"

Project Mgr7 Mana$er9s Name

Re!ort Date7

y

to perform the work



on Date Statu/ctual Signoff Prior "urrent

!n time

8ate 5 Dela#e4

8ate w5 Impact to Go 8ive

ancele4omplete4

Statu



MI# Information Ser&ice ' #echnologyProject7 Ne) Project ID - Ne) Project Name

Project Strategic Miletone U!date(or the )eek ending7 <=><=??@

Deign De&elo!ment /cti&itie Start Dt End Dt Peron

Phae Name <

Milestone or Delivera%le *

Milestone or Delivera%le + +5+5+3*. 05+5*.

Milestone or Delivera%le ,

Milestone or Delivera%le -

Milestone or Delivera%le .

Phae Name =

Legend7



<==@=??@ <=><=??@ Re&ied

Statu Statu End Date Reaon for change "omment

!n time 1

!n Alert 2

At isk R

omplete4 ,5*-5*/ 2E+0 AM



Detailed Project Plan *5*53. +5,53.

Project7 Ne) Project ID - Ne) Project NameStart Date End Date

Aoom 0enter < for Daily9 B for 2eekly1---C <

Phae #ak Start Date End Date

Project Pre!aration

Plannin$ *6an63. +-6an63.

Scope an4 approach *36an63. +-6an63.

esource I4entification +-6an63. ,6Fe%63.

ProjectRange

PeronRe!onible





Work estimate4 SatHHH HHH HHH HHH HHH Fri SatHHH HHH HHH HHH HHH Fri SatHHH HHH HHH HHH HHH Fri SatHHH HHH HHH

*6 HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH

.333 *+;33 *+;33

*.;33

+333 +;+3 1;13

"om!lete

2orkdone

2orkLeft





HHH HHH Fri SatHHH HHHHHHHHHHHH Fri SatHHHHHHHHH HHHHHH Fri SatHHHHHHHHHHHH HHH Fri SatHHH HHHHHHHHHHHH Fri SatHHH

HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH





HHH HHH HHHHHH Fri SatHHHHHHHHH HHHHHH Fri SatHHH HHHHHHHHHHHH Fri SatHHHHHH HHHHHHHHH Fri SatHHHHHHHHHHHH HHH Fri






Sat HHH HHHHHH HHHHHH Fri Sat HHH HHHHHH HHH HHH Fri Sat HHH HHHHHH HHH HHH Fri Sat HHH HHHHHH HHHHHH Fri SatHHHHHH HHH HHH






HHH Fri SatHHH HHH HHHHHHHHH Fri SatHHHHHHHHHHHH HHH Fri SatHHHHHHHHHHHHHHH Fri SatHHHHHH HHHHHHHHH Fri SatHHHHHH






HHHHHH HHH Fri SatHHH HHH HHHHHH HHH Fri SatHHH HHH HHHHHH

HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH HHH









Project Activity #istProject7 Ne) Project ID - Ne) Project Name

$ecomes our how to start using the control book

#ak

Perform Pro)ect Initation hecklist

Perform Pro)ect Plannin$ hecklist

PeronRe!onible









Project Rik /ementProject7 Ne) Project ID - Ne) Project Name

Project Manager7 Manager3 Name

nd $rou!ing

Se8 $eneral /rea Decri!tion Rik to7

*

+

,

-

.

/

*+

*,

*-

*.

*/

*0

*1

*2

+3

+*

++

+,

+-

+.

+/

+0+1

+2

,3

,*

,+

,,

,-

,.

,/

,0

,1

,2

-3

-*-+

-,

--

-.

-/

-0

-1

-2

.3



.*

.+

.,

.-

..

./

.0

.1

.2

/3

/*

/+

/,

/-

/.

//

/0

/1

/2

03

0*0+

0,

0-

0.

0/

00

01

02

13

1*

1+

1,

1-1.

1/

10

11

12

23

2*

2+

2,

2-

2.

2/

20

21

22

*33

*3*

*3+

*3,

*3-

*3.

*3/

*30



*31

*32

**3

***

**+

**,

**-

**.

**/

**0

**1

**2

*+3

*+*

*++

*+,

*+-

*+.

*+/

*+0

*+1*+2

*,3

*,*

*,+

*,,

*,-

*,.

*,/

*,0

*,1

*,2

*-3

*-**-+

*-,

*--

*-.

*-/

*-0

*-1

*-2

*.3

*.*

*.+

*.,

*.-

*..

*./

*.0

*.1

*.2

*/3

*/*

*/+

*/,

*/-



*/.

*//

*/0

*/1

*/2

*03

*0*

*0+

*0,

*0-

*0.

*0/

*00

*01

*02

*13

*1*

*1+

*1,

*1-

*1.*1/

*10

*11

*12

*23

*2*

*2+

*2,

*2-

*2.

*2/

*20

*21*22

+33

+3*

+3+

+3,

+3-

+3.

+3/

+30

+31

+32

+*3

+**

+*+

+*,

+*-

+*.

+*/

+*0

+*1

+*2

++3

++*



+++

++,

++-

++.

++/

++0

++1

++2

+,3

+,*

+,+

+,,

+,-

+,.

+,/

+,0

+,1

+,2

+-3

+-*

+-++-,

+--

+-.

+-/

+-0

+-1

+-2

+.3

+.*

+.+

+.,

+.-

+..+./

+.0

+.1

+.2

+/3

+/*

+/+

+/,

+/-

+/.

+//

+/0

+/1

+/2

+03

+0*

+0+

+0,

+0-

+0.

+0/

+00

+01



+02

+13

+1*

+1+

+1,

+1-

+1.

+1/

+10

+11

+12

+23

+2*

+2+

+2,

+2-

+2.

+2/

+20

+21

+22,33



Suggeted Re!one to Rik

/ignment

Se&erity 0L9M9 F1

Re!one toRik Planned Start

Date

Planned"om!letion

Date













Go68ive 5

StatuPeronRe!onible













Sche4ule< Functionalit#< ?u4$et< Transition 5 Support< Stakehol4er Acceptance< Techn













lo$#













Iue LogProject7 Ne) Project ID - Ne) Pr

Issue H 7ntere4 ?#

*

+

,

-

./

0

1

2

*3

**

*+

*,

*-

*.

*/

*0*1

*2

+3

+*

++

+,

+-

+.

+/

+0

+1

+2,3

,*

,+

,,

,-

7ntr#Date

ate$or#:TJTech<

SJSche4ule<

?J?usiness< AJAu4it<!J!ther=



oject Name

Issue DescriptionPriorit#

:'< M< 8= Action

Mana$er

Tar$etesolution

Date



Description of Action Taken

Status:(J(nassi$ne

4< AJAssi$ne4<

Jlose4=



Reource Planning

Project $esource PlanProject7 Ne) Project ID - Ne) Project Name

Reource Role Start End of time +rg Phone

Smith< oe Pro)ect Mana$er *515+33- +5*.5+33. .3 A!

Doe< ane Development *515+33. +5*35+33. +3



HNAM7

#NAME?

2eek End Dt

email HNAM7 G/LUEH G/LUEH G/LUEH G/LUEH G/LUEH G/LUEH

H"A8(7K H"A8(7K H"A8(7K H"A8(7K H"A8(7K H"A8(7K

H"A8(7K H"A8(7K H"A8(7K H"A8(7K H"A8(7K H"A8(7K



G/LUEH G/LUEH

H"A8(7K



Counication Matri%%ey7

Project7 Ne) Project ID - Ne) Project Name

---IS'# Internal---

Meage GP /re IS' ProjProj Proj Dat Infr #ele Dat Ser GM #rai Soft

%ey $o&ernance "ommunication

Weekl# on Tues Status eports

Weekl# on Mon Team Meetin$

Monthl# Steerin$ ommittee Meetin$

Monthl# Sponsor Meetin$

As Nee4e4 isk an4 Issue Notifications

7n4 of Ma)or Phase IS&T Pro)ect !ffice Au4it eview

Post Go68ive Pro)ect loseout eport

Post Go68ive Post Pro)ect eview

E4tended $o&ernance "ommunication

7@ternal Au4itor

7;P;A;

Project #y!e "ommunication

Initiation Announcement

Pro)ect ick !ff

Devlopment %e$innin$

Testin$ phase %e$innin$

Post $o live support information

Go 8ive announcement

7n4 of Pro)ect

(re8uency orDeli&ery Date



-- "lient -- -- Intitute -- -- E4ternal --

"o (ina"o Uabilit S!o Ue Steering "ommittI#/ /ud//"/cademic " Gendor



Re!onible for Meage Statu



Uer (orm



$uideline







Iue Management

Definition

+utline of the ProcedureManager at all le&el mut undertand7

#he !rocedure i to7

Iue Management Procedure

Sco!e An# situation that will impact pro)ect o%)ectives or sche4ule must %e processe4 %# an Issue Mana$ement proce4ure;

/uthoritie

/cti&ityaise an issue ;; An# Pro)ect Mem%er

Anal#Be the issue ; Pro)ect Mana$er

Appoint an Laction mana$er ;; Pro)ect Mana$er

Monitor the issue ;; Action Mana$er 7@ecute issue resolution;; Action Mana$er

eview an4 up4ate the pro)ect issue lo$ ;; Pro)ect Mana$er

eport to senior mana$ement Pro)ect Mana$er

#o Manage an Indi&idual Iue

/ction

A process to ensure all issues are resolve4 with minimal pro)ect impact; The issue mana$ement s#stem is 4esi$ne4 totrack an4 control issues there%#< re4ucin$ pro)ect impact; This mana$ement s#stem provi4es a metho4 forE

• Ιδεντιφψινγ ανδ χαπτυρινγ εαχη ισσυε;

• Απποιντινγ αν αχτιον µαναγερ το ενσυρε ισσυε ρεσολυτιον;“ ”

• Λογγινγ ισσυεσ ανδ αλλοωινγ περιοδιχ ρεϖιεω οφ ουτστανδινγ ισσυεσ.The Action Mana$er is the person 4esi$nate4 to %e the L!wner of the particular issue; It ma# or ma# not %e the Pro)eMana$er< 4epen4in$ upon the issue; For e@ample< technical issues ma# %e assi$ne4 to a technical team lea4er forresolution;

• Τηε δεφινιτιον οφ αν ισσυε;

• Τηατ ισσυεσ αρε το βε εξπεχτεδ ιν εϖερψ προϕεχτ;

• Τηατ ισσυε µαναγεµεντ χαννοτ βε αϖοιδεδ ορ δελεγατεδ;• Τηατ τιµε ωιλλ βε νεεδεδ, ατ σηορτ νοτιχε, το ηανδλε ισσυεσ.

• Ιδεντιφψ ανδ λογ εαχη ισσυε;

• Ιδεντιφψ ρεσπονσιβιλιτψ ανδ εσχαλατιον πατη;

• ∆εφινε ανδ λογ αχτιονσ;

• ∆οχυµεντ ρεσολυτιον;

• Τραχκ ανδ µαναγε ουτστανδινγ ισσυεσ;

• Εσχαλατε ισσυεσ ασ νεχεσσαρψ.



The situation is reco$niBe4 as an issue an4 4escri%e4< on an issue form5 4ata%ase;

The issue is accepte4 as vali4< prioritiBe4 an4 $iven a resolution 4ate;

Documents planne4 actions in the action lo$;

The issue is accepte4 as resolve4< an4 close4; :The Pro)ect Steerin$ ommittee ma# also %e involve4< if applica%le=;

ommunicates 4ecisions taken to resolve the issue to all associate4 parties;

Pro)ect 4efinition an4 plans are up4ate4 to reflect an# chan$es intro4uce4 %# the issue resolution;

The issue is lo$$e4 on the issue mana$ement s#stem an4 assi$ne4 the ne@t issue num%er; The ori$inal form an4 an#attachments are file4 in the :Pro)ect ontrol ?ook= P?; opies of the issue are sent to each pro)ect lea4 for informat

The Action mana$er is appointe4 to mana$e the resolution of the issue; The Action mana$er shoul4 %e an issue revie

meetin$ atten4ee;



Re!onibility



An# pro)ect mem%er

Pro)ect Mana$er

Pro)ect Mana$er

Pro)ect Mana$er

Action Mana$er

Pro)ect Mana$er

Pro)ect Mana$er

Pro)ect Mana$er







Statu Re!orting

Definition

+utline of the Procedure

$ - No major iue

. - #he iue identified could ha&e an im!act on the !roject !lan

R - #he iue identified )ill ha&e an im!act on the !roject !lan if not addreed in = )eek

Status reportin$ is use4 to >uickl# inform ke# stakehol4ers an4 team mem%ers of the curent status of the pro)ect; Theperson rea4in$ the report shoul4 %e a%le to i4entif#E

• Οϖεραλλ στατυσ οφ τηε προϕεχτ

• Ανψ χηανγεσ ιν τηε ϖαριουσ αρεασ οφ τηε προϕεχτ

• Στατυσ ανδ χηανγεσ το δελιϖεραβλεσ / δατεσ.The pro)ect mana$er shoul4 issue the pro)ect status report on a re$ular %asis; T#picall# this is either weekl# or monthTimin$ an4 report 4istri%ution shoul4 %e 4iscusse4 with the pro)ect sponsor;

• Ρεϖιεω ανδ υπδατε τηε προϕεχτ ρισκσ ανδ ισσυεσ λογσ το ρεφλεχτ χυρρεντ στατυσ

• Γατηερ ινφορµατιον φροµ τεαµ µεµβερσ ρεγαρδινγ αχτιϖιτιεσ ανδ δελιϖεραλβεσ τηεψ αρε ρεσπονσιβλε φορ

• Ρεϖιεω ανδ υπδατε τηε προϕεχτ ρεσουρχε σχηεδυλε ανδ δετερµινε ιφ ρεσουρχεσ αρε αππροπριατε φορ τηε προϕ

• Ρεϖιεω βυδγετ ανδ αχτυαλ χοστσ ανδ ασσεσσ φινανχιαλ στατυσ οφ προϕεχτ

• Χοµπλετε τηε στατυσ συµµαρψ σεχτιον βψ πλαχινγ αν Ξ ιν τηε Ψεσ ορ Νο χολυµν βασεδ ον τηε ανσωερ το τηε • Φορ ανψ θευστιον ωιτη α∀ψεσ∀ ανσωερ, εντερ αν εξπλανατιον ιν τηε σπαχε προϖιδεδ

• Ρεϖιεω δελιϖεραβλεσ δατεσ ανδ εντερ α σηορτ τεξτ δεσχριπτιον οφ στατυσ οφ τηε δελιϖεραβλε

• Υπδατε σχοπε χηανγε σεχτιον το ρεφλεχτ χηανγεσ το σχοπε ανδ τηειρ ιµπαχτ ον τηε προϕεχτ

• Αφτερ ψου ασσεµβλε αλλ τηε δεταιλεδ δατα, ασσιγν αν οϖεραλλ στατυσ βψ εντερινγ α Γ, Ψ, ορ Ρ ιν τηε βοξ ατ

• Πριντ ουτ στατυσ ρεπορτ, ισσυε ανδ ρισκ λογσ ανδ διστριβυτε το αππροπριατε ρεχιπιεντσ





ιον

οπ οφ τηε ρεπορτ











Statu Re!orting

Definition

Purpose

+utline of the Procedure

Pro)ect Scope han$e control is concerne4 with a= influencin$ the factors that create scope chan$es< %= anal#Bin$ anthe impacts to the pro)ect< c= approvin$ or re)ectin$ a re>ueste4 chan$e an4 4= mana$in$ the actual chan$e; Scope cis ti$htl# linke4 to to sche4ule< 4elivera%le an4 >ualit# mana$ement;

A han$e e>uest is a form that contains all the information re>uire4 to support the 4ecision makin$ processes that amana$e the unforeseen chan$es that inevita%l# arise 4urin$ the course of all %ut the simplest of pro)ects;

The prime purpose of chan$e mana$ement is to ensure that propose4 chan$es that are of %enefit to the pro)ect are ima controlle4 manner an4 that propose4 chan$es that have little or no value to the pro)ect are not; han$e e>uests so%)ective %# provi4in$E

*; A recor4 of the propose4 chan$e an4 the rationale %ehin4 it;

+; A recor4 of the results of an# anal#sis of the potential impact of the propose4 chan$e;

,; The information re>uire4 to 4eci4e4e how to procee4 with the propose4 chan$e an4 a recor4 of those 4ecision



Project

Project

4

4

4

4

4

4

4

4

Syte

4

4

4

4

4

4

4

;uine

44

4

4

4

*/#e



4

4

4

4

4

4

4

De&elo

4

4

4

4

4

4

D;/

4

44

4

4

4

#rainer

4

4

4

4

Securit



4

4

4

Syte

4

4

4

4

4

"hang

4

4

4

4

4

S!onor

4

4

4

4

4

4

4

4

4

Stakehol



Re!onibilitie by Role

Manager

Involves the sponsor in the pro)ect;

7nsures plans< or$aniBation an4 mana$ement s#stem are kept up to 4ate as the pro)ect 4evelops

eeps mana$ement an4 pro)ect mem%ers up to 4ate with latest pro)ect pro$ress an4 pro%lems

esponsi%le for the completeness an4 the >ualit# of all pro)ect 4elivera%les

7nsures all issues are properl# a44resse4

e$ularl# up4ates pro)ect sponsor5pro)ect review %oar4 with current pro)ect status an4 issues

7nsures all chan$e re>uests are properl# mana$e4

7nsures the appropriate resources are availa%le for the pro)ect

/nalyt

Surve#s an4 anal#Bes ma)or e@istin$ or propose4 s#stems to i4entif# technical alternatives;

e4uces 4esi$n pro)ects into component anal#sis tasks

Prepares final s#stems 4esi$n< specifications an4 4ocumentation necessar# for pro$rammin$

Directs an4 assists in the writin$< testin$< an4 4e%u$$in$ of pro$rams

7nsures that 4ocumentation is complete prior to releasin$ for operations

Develops evaluation criteria an4 i4entifies packa$es that ma# meet the %usiness nee4

Plans< 4irects an4 reviews the work of the Developers assi$ne4 to the pro)ect;

/nalyt

Performs anal#sis an4 4ocumentation of %usiness re>uirements< $oals< o%)ectives for pro)ects an4 initiatives8iaises with relevant stakehol4ers to assess an4 4evelop improvements to processes an4 proce4ures

Assists an4 provi4es a4vice to other anal#sts an4 en4 users in or4er to resolve specific functional issues

Assists users with user acceptance testin$ of approve4 chan$es :W'! D!7S T'IS (7NT8O=

ting

#he Project Manager i re!onible for achie&ing the !roject objecti&e by running the day-to-day acti&itie of!roject: Shehe o&eree the relationhi! )ith all functional grou!9 identifie the takeholder9 determine

!roject a!!roach and manage the o&erall im!lementation )ork !lan9 co!e9 budget9 and chedule:

Include but i not limited to7

#he Sytem /nalyt tranlate the buine re8uirement into ytem !ecification by !erforming detailedytem and data analyi9 de&elo!ing technical documentation9 and !rogramming for &ariou !roject and ia!!lication u!!ort and oft)are !ackage e&aluation:

#he ;uine /nalyt de&elo! effecti&e )orking relationhi! )ith and among the buine takeholder antechnology team member to de&elo! a trong undertanding of the buine re8uirement and !rocee retechnology olution and e4iting ytem:

7nsures that the relevant $roups within IS&T5MIT are full# %riefe4 with respect to re>uirements relatin$ to support an4mana$ement



esponsi%le for $ui4in$ software process improvement with the primar# o%)ective of >ualit# assurance;

Develops< implements an4 utiliBes 5A test suite5tools

Develop metrics to measure the >ualit# level of pro4ucts an4 services pro4uce4 for the customer

eceives trainin$ on pro4uct an4 %ecomes familiar with 4ocumentation

?ecomes knowle4$ea%le of all %usiness processes to %e supporte4 %# pro4uct

Si$ns off on all mo4ules teste4

(tiliBes a$ree4 upon testin$ approach an4 process for a $iven pro)ect or initiative; :e;$; pro%lem inci4ent an4 trackin$

er

Desi$n or 4evelop applications

7valuates solutions

Develops the conceptual 4esi$n :of the s#stem=

Develops 4etaile4 pro$ram specifications

Develops lo$ical an4 ph#sical software 4esi$n

Writes an4 tests computer pro$rams %ase4 on %usiness or s#stems re>uirements

Works to ensure sta%le< relia%le an4 recovera%le D?MS environment

Prepares an4 maintains complete an4 accurate ph#sical 4esi$n specs an4 I5! interfacesMonitors 4ata%ase activit# an4 performance

Tunes 4ata%ase for performance

Installs an4 up$ra4es software

Plans< tests< an4 implements %ackup an4 recover# proce4ures

on4ucts trainin$ nee4s assessment an4 makes recommen4ations

A4vises pro)ect mem%ers on trainin$ mattersProvi4es formal or informal trainin$ to pro)ect mem%ers

Provi4es trainin$ for or$aniBations or in4ivi4uals affecte4 %# the pro)ect 4elivera%les

y /rchitect

#he */#eting /nalyt enure that oft)are 8uality e4it !rior to im!lementation by utili,ing the a!!ro!riatool9 metric and !rocee to tet the oft)are and re!ort !roblem:

#he de&elo!er de&elo! and unit tet oft)are baed on defined buine and ytem re8uirement9 or in rto !roblem re!orted:

#he D;/ deign9 im!lement9 and manage the logical and !hyical a!ect of the aigned databae01 andaociated a!!lication:

#he #rainer deign9 de&elo!9 and deli&er training baed on client need 0i:e::9 ne) buine !roce9 ne) tetc:1:

#he Security /rchitect enure that ecurity re8uirement are addreed and im!lemented acro the architerelated oft)are9 hard)are9 and training:



Develop5review the securit# re>uirements accor4in$ to current policies;

7nsures that the s#stem architecture :software< har4ware< an4 network= meets the securit# re>uirements

Develops the securit# mechanisms in the software architecture

/rchitect

I4entifies an4 prioritiBes the architecturall# si$nificant re>uirements :can we %e more specific here=

Determines the st#le of the s#stem architecture :ma)or s#stem patterns=

I4entif# the ma)or functions of the s#stem

I4entif# the s#stem 4ata< har4ware< an4 software components

Manager

!ptimiBe the timin$ of the release of pro)ect 4elivera%les to the %usiness operations

Prepare the affecte4 %usiness areas for the transition to new wa#s of workin$ an4 man$e them throu$h the transition

7sta%lish the mechanisms %# which %enefits can %e 4elivere4 an4 measure4

#he S!onor cham!ion the !roject9 !ro&ide o&erall direction and funding9 and a!!ro&e all major miletone

Sets the vision< common $oals an4 critical success factors

7sta%lishes or secures polic#

Atten4s re$ular pro$ram reviews

7sta%lishes the authorities of the pro)ect team an4 stakehol4ers

Approves the charter an4 scope of the pro)ect inclu4in$ 4elivera%les

Sets priorit# of the pro)ect relative to other pro)ects in her5his area of responsi%ilit#

7nsures that resources are availa%le to carr# the pro)ect to its completion

emoves o%stacles or other constraints

AuthoriBes chan$es in scope

der

Indi&idual and organi,ation )ho are in&ol&ed in or may be affected by !roject acti&itie:

#he Sytem /rchitect ha o&erall re!onibility for deigning the olution9 e4!loring technology o!tion9 diagtechnical infratructure and reol&ing deign iue throughout a !roject or initiati&e:

7nsure that these functions an4 components meet their associate4 operational re>uirements< >ualit# re>uirements:performance an4 scala%ilit#=< an4 4esi$n constraints

#he acti&itie are ty!ically done by the !roject manager or in !artnerhi! )ith the Project Manager and the"om!etency $rou! #eam:

7nsure that ma@imum improvements are ma4e into the e@istin$ an4 new %usiness operations as pro)ects 4eliver theirinto operational use

8ea4 all the activities associate4 with %enefits realiBation an4 ensure that continue4 accrual of %enefits can %e achievmeasure4 after the pro$ram has %een complete4; :Is this part of the pro)ect or transitione4 to someone after impleme













Date post:	08-Jul-2018
Category:	Documents
Upload:	hicham-abdelrhafour
View:	216 times
Download:	0 times