2014 sdlc project and gate process rollout published v6

H I S D Becoming #GreatAllOver

Agenda– Project Process– Implementation of Gate Reviews– Innotas– Q&A???

RIGOR & ACCOUNTABILI

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Project Process

A unified IT Governance, Application Lifecycle, Software Development, Service Management and Project framework for Team IT– Processes monitored by Gate Reviews (intersections) designed to ensure customer results and conformance

by establishing clear expectations of Team IT. Gate 5 focus on Value Recognition, Service Operations and ensuring Continuous Improvement is in progress

Digital TransformationConsistent Results for our Customers

Focus on the Right Changes Customer Approved Requirements Customer Validated and Tested

Engaged with our Customers

Phase 7 - Retire

• ARCHIVE & ELIMINATE

Phase 6 -

Operate

• SUSTAIN & GAIN VALUE

Phase 5 -Deploy

• IMPLEMENT

Phase 4b – Test

• VALIDATE & APPROVE

Phase 4a -

Construct

• BUILD

Phase 3 - Design

• DEFINE HOW BY REQUIREMENT

Phase 2 -Analyze

• DEVELOP REQUIREMENTS & GAIN CONSENSUS

Phase 1 - Initiate

• DEVELOP SCOPE

Gate 1

Gate 2

Gate 3

Gate 5

Gate 4

Project ProcessGate Approval Process

IT Governance – COBIT V4.1

SDLC PhasesPlan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate

Service Management - ITIL V2 (V3 or V4 in the future)

Service Strategy

ServiceDesign

ServiceTransition

Service Operation

Continuous Service Improvement (CSI)

Project Process

Adherence to the requirements of every Phase Confirmation of acceptance at appropriate gates based on level of work

– Customer assessment / approval– PMO assessment / approval– IT Leadership assessment / approval

IT Accountability


Enhancements to existing functions

Creation / Implementation of a new system or function

What is a Project?

What is not a Project? Break / Fix work – reported as

incidents in FootPrints with a close within x days requirement


Minor Enhancement– Less than $50K (hours effort * $110

for all team labor) (Determined after initial business case developed)

Incremental Release less than 1 month Duration

Does not include Break / Fix or operational (sustain/maintain) activities

Project Criteria – Minor - No PMO PM Required

Phase 5 -Deploy

• IMPLEMENT

Phase 4b – Test


Phase 3 /4a-

Design & Construc

t


Phase 2 -Analyze


Phase 1 - Initiate

• DEVELOP SCOPE

Minor Project - Key Deliverables by Phase (typically Non PMO PM Project )

Gate 1

Gate 2

Gate 4



SDLC Phases

Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate


Service Strategy

ServiceDesign

ServiceTransition

Service Operation


Project Process

• Project Request In Footprints

• Project Charter• Gate 1 Review Package

• Minor Project Deliverable • WBS in Innotas• Resource Plan• Gate 2 Review Package

• Update Minor Project Deliverable

• Code• Update impacted

Operations Plan

• Previous Deliverable Updates

• Test Results• Change Controls• Deployment Schedule• Gate 4 Review Package

• Previous Deliverable Updates• Deployed Solution

NOTE if the Cost Estimate varies by more than 10% Standard Gate 2 meeting should be scheduled Gate 3


Incremental Release more than 1 month Duration

Involves 2 or more IT Teams (more than an information request)

Enterprise Deployment $50K or more costs Implements an external vendor product on

more than 5 laptops Does not include Break / Fix or operational

(sustain/maintain) activities

Project Type Criteria – Major - PMO PM Required

Phase 7 - Retire


Phase 6 -

Operate


Phase 5 -Deploy

• IMPLEMENT

Phase 4b – Test


Phase 4a -

Construct

• BUILD

Phase 3 - Design


Phase 2 -Analyze


Phase 1 - Initiate

• DEVELOP SCOPE

PMO PM Led Project - Key Deliverables by Phase

Gate 1

Gate 2

Gate 3

Gate 5

Gate 4



SDLC Phases

Plan & Organize Acquire & Implement Deliver & Support Monitor & Evaluate


Service Strategy

ServiceDesign

ServiceTransition

Service Operation


Project Process

• Project Charter• Project

Request• Initial

Business Case

• Business Requirements

• Communication Plan

• Project Plan• Resource Plan• Cost Plan• Risk Plan• Weekly Status

Report• Resource

Timesheets• Gate 2 Review

Package


• Technical / Functional Specifications

• Test Plans• Test Scenarios• Disaster Recovery

Plan• Gate 3 Review

Package


• Code• Test Cases• Operations Plan• Deployment Plan• Post Production

Monitoring Plan• Retirement Plan


• Test Results• Test Summary

Report• Change Controls• Deployment

Schedule• Gate 4 Review

Package


• Deployed Solution• Post Production

Monitoring • After a predefined

value time -Value Review Components

• Gate 5 Review Package

ENGAGED STAKEHOLD

ERS

Project Requests– Entry into FootPrints– Assigned PMO Representative mines

FootPrints– Assigned PMO Representative works with

Customer to define Charter– Assigned PMO Representative enters

Request into Innotas – Submits– Request flows into Gate Process

• Initial Review by PMO• Review / Approval by IT Leadership

– Assignment to PM– Pending PM Assignment– Assignment to Portfolio– Rejected– Placed into Queue for Next Fiscal Year


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Gate Reviews


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Gate Reviews– Every Monday 9-10am

• PMs• Leadership team acting as Gatekeepers

– Goal – Customer Service through the Delivery of the Right / Quality Solutions to our Customers• Ensure the projects approved for work are the

right projects• Ensure the projects are achieving all goals

appropriately– Process– Involvement of the Right Areas– Customer Interactions / Communications are

appropriate– Quality – the project is ready from a completeness

perspective to move forward

Phase 7 - Retire


Phase 6 -

Operate


Phase 5 -Deploy

• IMPLEMENT

Phase 4b – Test


Phase 4a -

Construct

• BUILD

Phase 3 - Design


Phase 2 -Analyze


Phase 1 - Initiate

• DEVELOP SCOPE

Gate Review - Focus

Gate 1

Gate 2

Gate 3

Gate 5

Gate 4

Project ProcessGate Approval ProcessProject Process

• Meets minimum requirements to be accepted for definition of Requirements efforts within IT

• Acceptable Charter1. Scope Outlined2. Defined

Stakeholders and Engagement within IT

• + - 50% Cost Estimate

• Requirements appropriately approved

• Risks identified with clear mitigation steps

• Measureable benefits with appropriate metrics?

• Resource commitment from all required

• Assess current budget against HISD capability to fund reality

• Confirm scope is clearly documented

• Design appropriately approved

• Technically acceptable solution

• Support resource requirements identified and approved

• Risks identified with clear mitigation steps

• Resource commitment and in place from all required

• Assess remaining spend plan + - 10% against HISD capability to fund

• Confirm scope is adhered to or changes approved prior to work

• Initial transition plan created

• Occurs at predefined value review checkpoint

• Confirm anticipated value is received

• Lessons Learned captured

• Support levels are as expected or documented in lessons learned

• All stakeholders approve closure

• Testing complete and accepted

• User approved deployment plan

• Transition plan actively being worked

• Support resource requirements in place

• CAB approved• Risks identified

with clear mitigation steps

• Resource commitment from all required

• Assess remaining spend against actual; within + - 10%

• Confirm scope was adhered to or changes approved prior to work

• Value review checkpoint defined, Gate 5 scheduled


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Innotas - Portfolio/Program/Project Management SaAS


Innotas– PPM Software as a Service Product– Application Portfolio– Request Management– Project Components &

Management– Timesheets for Project Activity• Capture of sustain / maintain will be

manager decision

– Dashboards & Reporting


Supporting Information


What business problem and/or result is desired?

Confirm Initial Support for Scoping

Document Scope supporting desired business result

Gain the appropriate approvals & prioritize start

Gate 1 Review

Phase 1 - Initiating WorkKey Activities


Form the team Develop the Project Plan and Schedule Develop the full Business Case including expected

value comparison data Develop the formal Business Requirements Document existing system impacts Document the Communication Plan Develop Project Assumptions & Constraints Develop the Risk Plan Document and Manage Issues Report Status Gain the appropriate approvals & adjust prioritization if

appropriate Gate 2 Review Meeting

Phase 2 – AnalyzeKey Activities


Develop the technical design Formalize Use Cases Document Controls Determine the solution Determine / Perform RFP Develop the Functional Requirements Document the architecture Design integrations with existing systems Develop Test Scenarios and Cases (Unit, UAT, Integration, System and

Performance) Communicate Manage the Risk Plan Manage the Issues Manage Scope through Scope Change Requests (return to Gate 2 if +

or – 10% cost or schedule variation for 1 or all change requests) Report Status Gain the appropriate approvals & adjust prioritization if appropriate Gate 3 Review Meeting

Phase 3 – DesignKey Activities


Construct / Code the desired products Finalize Test Scenarios and Cases (Unit, UAT, Integration, System,

Performance, Security and Controls) Perform Unit Testing Communicate Develop Operations Plan Develop Deployment Plan Develop Post Production Monitoring Plan Develop Retirement Plan Manage the Risk Plan Manage the Issues Manage Scope through Scope Change Requests (return to Gate 2

if + or – 10% cost or schedule variation for 1 or all change requests)

Report Status Gain the appropriate approvals & adjust prioritization if

appropriate

Phase 4a – ConstructKey Activities


Construct / Code the desired products Perform Testing

– Unit– UAT– Integration– System– Security– Performance

Perform Project Quality Review / Assurance Review Test & Confirm Process & System Communicate Develop Operations Plan Develop Deployment Plan Develop Post Production Monitoring Plan Develop Retirement Plan Manage the Risk Plan Manage the Issues Manage Scope through Scope Change Requests (return to Gate 2 if + or – 10% cost or

schedule variation for 1 or all change requests) Create Change Orders Report Status Gain the appropriate approvals & adjust prioritization if appropriate Gate 4 Meeting

Phase 4b – TestKey Activities


CAB Approval Deploy Service (solution or product) Operate Service (solution or product) Monitor Service Operations; produce Early Operations Monitoring Reports

weekly Manage the Risk Plan Manage the Issues Define items for next Phase; initiate request if required Publish final Operations Monitoring at agreed time Document Lessons Learned Request Project Survey Response Move project to Implemented status

After pre-defined Value Period– Develop value gained materials– Develop Final Gate Review Materials– Confirm Project Deliverables are in place– Formally Close Project– Gate 5 Meeting

Phase 5 – DeployKey Activities


Phase 7 - Retire


Phase 6 -

Operate


Phase 5 -Deploy

• IMPLEMENT

Phase 4b – Test


Phase 4a -

Construct

• BUILD

Phase 3 - Design


Phase 2 -Analyze


Phase 1 - Initiate

• DEVELOP SCOPE & 1 Page Project Charter

Lifecycle Roles

Gate 1 Gate

2Gate 3

Gate 5

Gate 4



SDLC Phases

Service Management - ITIL V2 (V3 or V4 in the future)Project Process

IT Business Analyst

IT Project Manager

IT Project Manager

IT Project Manager

IT Project Manager

IT Project Manager

Systems Analyst

IT Team that Owns the Service

PMO IT Business Analyst or Systems Business Analyst (OR PM PERFORMS BA Role)

IT Business Analyst (clarification of requirements) (OR PM PERFORMS BA Role)

IT Business Analyst (clarification of requirements or test scenarios) (OR PM PERFORMS BA Role)

IT Business Analyst (customer liaison / testing) (OR PM PERFORMS BA Role), QA

IT Business Analyst (customer facing) (OR PM PERFORMS BA Role)

Developer

IT Leadership IT Leadership Systems Analyst

Systems Analyst, QA

Systems Analyst (technical testing)

Systems Analyst (technical)

IT Team that Owns the Service

IT Leadership Developer, Technical Support

Developer, Technical Support

IT Leadership

UI Designer (if applicable)

IT Leadership IT LeadershipSupporting Resource Type for Phase

Key Resource Type for Phase

ENGAGED STAKEHOLD

ERS

Product Owner Submits Project Requests into

Footprints as appropriate Customer Liaison

– Roadmap Development & Updates– Schedules Steering Committee Meetings– Steering Committee Communicator– Communicates Issues to Area Director,

PMO and mid level Customers (Directors communicate to CITO & BRM(s), BRM(s) communicates to Chief(s) prior to steering committee meetings)

– Manages Change Order Approvals & all related customer communications

Engages Portfolio Resources Manages Portfolio Resources if

applicable Reviews project costs

– Validates project estimates for completeness

– Understand and approve cost assumptions

– Discuss with PM to mitigate budget risks – Requests additional funding as required

(gains approval for Change Order) Manages project related contracts that

charge to portfolio budget strings Ensures Production Transition occurs as

expected works with PM to revise plan and actions as required

Production Support Owner Defines Release Schedules Submits Project Requests for Releases

Portfolio Manager Project Manager Project Owner Manages project activities to deliver

Product Prepares & distributes Status Reports

(weekly and for Steering Committee use by Portfolio Manager)

Communicates Issues & Risks to Portfolio Manager & PMO Director

Requests signoff on project deliverables except Change Orders

Manages Team Resources from the perspective of the project

Coordinates with Resource Owners to schedule and ensure Resource Engagement occurs as expected

Prepares project costs, assumptions & backup

Reviews project costs with Portfolio Manager to mitigate budget risks.

Develops Change Order to request additional funding / scope changes

Develops or ensure CAB documentation is created / submitted

Ensures Project Transition activities are identified and occur

Monitors product for some period post deployment

Portfolio Manager / Project ManagerHigh Level Roles


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What skills should PMs/BAs and BSAs have? What vs how.– Business Analysis– Business Process Modeling– Effect Communications– Some Project Management– Problem Solving Tools

• Root Cause Analysis• Pereto

– Effective Facilitation– Organizational Change Management– ITIL

• Service Design• Service Strategy• Service Transition• Service Operations• Continual Service Improvement


TY

IT Business Analyst (BA) Role (Performed by PM in many cases)– Interfaces with the Customer to develop charter document,

business case, business requirements and test cases. Facilitates detailed requirements definition meetings and sessions.

– Knowledgeable or becomes knowledgeable and able to assist with business domain issues. Becomes the voice of the customer strategy, problems and goals to IT in relation to projects.

– Key Skills• Customer Service• Listening• Business Analysis, Business requirements definition and begins the

Requirements Traceability Matrix• Facilitator • Process Mapping (As Is / To Be)• Develops Test Plan and Scenarios• Documents initial User Interface• Participates and works with the customer to ensure User Acceptance

Testing occurs and that results are recorded• Integrates with Business Systems Analyst / Systems Analyst so that

the BSA / SA can ensure testing results are incorporated into the technical specifications and code by the technical resources


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Business Systems Analyst (BSA) Role– Translates business requirements into detailed

functional, technical requirements and test cases

– Key Skills• Technical Knowledge• Translation of business need to technical• Develops Test Cases and works with QA resources

where available• Performs Unit Testing• Analyzes and manages work related Small Projects /

enhancements• Analyzes production issues, part of the level 3

support team• Approves technical solution • Integrates with BA during User Acceptance Testing to

ensure testing results are incorporated into the technical specifications and code by the technical resources


SDLC Phase

–Deliverables

•Project Activities–Gate Approval

Methodology Hierarchy


September 13• Minimal

standardization & commonly adhered to project processes

• No Enterprise Project Management tool to enable enterprise visibility

• Non Standardized Work Intake

• Key projects at risk

• Key roles need staffed

• Implement standardized Project Status Template for enterprise projects

November 2013• Standardized

Work Intake within IT

• Socialized & gained acceptance of Standardized Project Process• Minor

Projects• Major

Projects• Recommended

search be taken for aSaAS Project Management Information System (PMIS)

December 13• Selected Innotas SaAs

PMIS solution• Completed Gate

Design• Standardized Work

January 14• First Gate Review• Design Innotas

Implementation & Metadata

• Ongoing development of PMO Vision

February 14• All Enterprise Projects

conducting Gate Reviews

• Projects began to be created in Innotas

• At Risk Project Reviews implemented

• CTO Project Reviews implemented

• IT Leadership introduced to project process, Innotas and gate process.

IT PMO 6 Month Maturity

04/08/2023

March 14• Project WBSs

entered into Innotas

• Gate meetings processed through Innotas

• Refined Steering Committee Meeting Attendees

• Improved Project Deliverable options

• Implemented standard project WBS in Innotas

• Implemented standard project deliverables

Focused on building the foundation for standardization, visibility and CUSTOMER SERVICE through projects

2014 sdlc project and gate process rollout published v6

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