Standards for Project Management

8/3/2019 Standards for Project Management

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Standards for Project Management

2011 Fiberutilities Group, LLC

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The purpose of this document is to have a unified location to reference upon initializing,

continuing or the conclusion a project. This standard carries out the policy mandate tomanage projects in accordance with best practices promoted by the nationally recognized

Project Management Institute (PMI), appropriately tailored to the specific circumstances

of Fiberutilities Group LLC

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Table of Contents

Overview .................................................................................................................................... 3

Standard ................................................................................................................................. 3

Project Level Indicators .............................................................................................................. 4

Project Scorecard ...................................................................................................................... 4

Project Management Process Guidelines ................................................................................... 6

Project Management Process Guidelines Flowchart .................................................................. 8

Project Management Methodology/Life Cycle Overview ............................................................15

Initiation Processes ...............................................................................................................15

Planning Processes ...............................................................................................................15Executing Processes .............................................................................................................15

Monitoring/Controlling Processes ..........................................................................................16

Closing Processes .................................................................................................................16

Project Documentation Guidelines ............................................................................................17

Low-Risk Project Documentation ...........................................................................................17

Medium-Risk Project Documentation .....................................................................................17

High-Risk Project Documentation ..........................................................................................17

Project Manager Selection & Training .......................................................................................18Project Manager Qualifications ...........................................................................................18

Requirements ........................................................................................................................18

Maintaining Project Manager Credentials ..............................................................................19



Overview

For any project, the goal of the project manager and project leader is to take appropriate actions

to ensure the success of the project. This includes the preparation of documentation, and the

establishment of a plan for oversight, both of which are appropriate to the complexity of the

project.

Assessment of the complexity of a given project is the responsibility of the project manager, in

consultation with the project's sponsor. The Project Scorecard is intended to provide a rule of

thumb to help project managers assess the risk and complexity of a project. Risk and

complexity can further be assessed by comparing project characteristics to the table of Project

Level Indicators. Project Management Process Guidelines outline a process for each level of

project complexity. Project Management Methodology, which can be customized to fit each level

of project complexity, gives further details on suggested project management techniques.

The project manager should provide project documentation that is appropriate to the complexity

of the project. High risk projects are supported with documentation that is substantially moredetailed and thorough than would be expected for a medium-risk, or low-risk project. For many

low-risk projects, the full documentation package could be as brief as two to three pages, using

the low risk project form whereas, the documentation for high-risk projects could easily run to

hundreds of pages.

Project oversight and periodic approvals are also designed according to the level of project risk

and complexity. The process guidelines forms show when approval is required, and the

approval and oversight section of the guidelines shows who are appropriate approvers.

Standard

Every information technology project covered, by Policy must have a project manager.

Every project manager must have the Virginia Tech component of project management training inaddition to other qualifying training and experience appropriate to the complexity and risk of the project.

At a minimum, one of the following collections of documentation must be used, completed, and retained:

a) IT Project Low Risk Project Form (for uncomplicated, low-risk projects)

b) The IT Project Initiation Form, the Project Plan (Microsoft Project template), the IT ProjectSecurity Initial Review Form, the IT Project Scope Form, the IT Project Integrated ChangeControl Form (unless there are no changes), the IT Project Security Final Review Form, theIT Project Closing Form, and the Process Guidelines Checklist.

Guidelines are best practices that should be followed wherever feasible. Resources are additional aids that are neither mandatory nor necessarily "best practices."

http://www.policies.vt.edu/7210.pdf

http://www.itplanning.org.vt.edu/pm/projectmanager.html

http://www.itplanning.org.vt.edu/pm/projectmanager.html

http://www.policies.vt.edu/7210.pdf



Project Level Indicators

The project level indicators are to be used in conjunction with the Project Scorecard and

management experience as an aid in assessing a project's risk and complexity level. Once the

project risk level is determined the Process, Methodology, and Documentation guidelines will

suggest the rigor and detail appropriate for that project risk level. Note that, if desired, anyproject can be managed at a risk level higher than what is assessed using these guidelines.

Projects at low, medium or high risk levels show some or all of the following properties:

Low Risk Medium Risk High Risk

Simple schedule with few to

no dependencies

Schedule has some

dependencies

Complex schedule with

many dependencies

Low total cost Intermediate total cost High total cost

Tested technology,

techniques and procedures

Evolving technology,

techniques or procedures

Untested technology,

techniques or processes

Impacts a single department

or unit

Impacts multiple departments

or units

Extensive impact across

departments or

university-wide

Staffing involves single

department or unit

Involves staff from more than

one department

Involves staff from many

departments or units

Zero to minimal vendor or

consulting activity

Some vendor or consulting

activity

Extensive vendor or

consulting activity

Incremental effect on goals

and objectives of

department or unit

Clear effect on one or more of

the business goals of

department or unit

Effects strategic direction

of department or unit

Project Scorecard

The scorecard is a project management tool to be used in conjunction with Project LevelIndicators and management experience as an aid in assessing a project's risk and complexity

level. Once the project risk level is determined the Process, Methodology, and Documentation

Guidelines will suggest the rigor and detail appropriate for that project risk level. The scorecard

should be used as a guideline and not to render a decision on whether or not to move forward

with a project. Note that, if desired, any project can be managed at a risk level higher than what

it scores on the scorecard.



Project Scorecard Worksheet:

Project Title: Project Number:

Project Leader/Manager: Anticipated Project Start Date:

Sponsor: Date Prepared:

This scorecard is a project management tool to be used in conjunction with Project Level Indicators and management experience as an

aid in assessing a project's risk and complexity level. Once the project risk level is determined the Process, Methodology, andDocumentation Guidelines will suggest the rigor and detail appropriate for that project risk level. This scorecard should be used as a

guideline and not to render a decision on whether or not to move forward with a project. In addition, any project can be managed at a

risk level higher than what it scores here, if desired.

Directions for use:

For each impact and difficulty listed select the appropriate level (in yellow) for this project from the drop down menus to arrive at a

project total score.

Note: Weight factors (W *) shown are generally agreed upon defaults. Changes to the default values should be accompanied with written justification.

IT Project Scorecard Worksheet

Impact W* Difficulty W*

Total Expenditures Less than $50K (1pt) 1.0 Schedule Risk Low (1pt) 1.0

Effect on Business Goals None or group (1pt) 1.0 Budget Risk Low (1pt) 1.0

Exposure Low (1pt) 1.5 Quality/Performance Risk Low (1pt) 1.0

Complexity Risk Low (1pt) 1.5

Innovation Risk Low (1pt) 1.5

Impact Total = 3.5 Difficulty Total = 6

Project total = impact total x difficulty total = 21

Suggested score categories: Low Risk 21 - 200, Medium Risk >200 - 450, High Risk >450

W*: weight factor

Note: This scorecard is a "living document" with adjustments made based on experience and use.



Project Management Process Guidelines

These guidelines provide a roadmap for managing most information technology

projects. It is up to the discretion of the project manager, project leader , and project

team to decide which processes are appropriate for their particular project. Once the

risk and complexity of a project are determined, using the project level indicators and

the project scorecard, these guidelines detail the steps that guide progress towards

project completion and closure. The project manager should provide project

documentation that is appropriate to the complexity and risk level of the project. High

risk projects are supported with documentation that is substantially more detailed and

thorough than would be expected for medium risk or low risk projects.

Once a project risk level is determined using the project level indicators and the project

scorecard these guidelines outline the required planning, documentation, and

approvals required for information technology projects at Virginia Tech. While the

processes required for low, medium, and high risk projects are the same, the project

manager and project leader should provide project documentation that is appropriate to

the complexity of the project. High risk projects are supported with documentation that

is substantially more detailed and thorough than would be expected for a medium -risk,

or low-risk projects. For many low-risk projects, the full documentation package could

be as brief as two to three pages, using the low risk project form. Whereas, the

documentation for high-risk projects could easily run to hundreds of pages.

Project approval and oversight are also designed according to the level of project risk

and complexity. These process guidelines forms show when approval is required and

the approval and oversight section below shows who are appropriate approvers.



Process

Initiation ProcessesProject Initiation - (Project Charter)

Approval

Planning Processes

Collect Requirements

Begin Scope Development


Project Scorecard

Project Plan

Resources & Staffing plan

Purchases & Acquisitions plan

Budget plan

Communications plan

Risk plan

Security Initial Review & plan

Testing plan

Training plan

Change Control plan

Project Scope

Document lessons learned thus far

Approval

Executing Processes

Project Team Development

Procure or Secure Resources

Security

Quality Assurance

Direct & Manage Project Resources

CommunicationsInformation Distribution

Monitoring & Controlling Processes

Integrated Change Control

Monitor Issues & Risks

Implement Testing plan

Report PerformanceSecurity Final Approval

Implement Training plan

Document new lessons learned

Approval

Closing Processes

Project Closing

Sign Off



Low Risk Medium Risk High Risk

Documentation Low RiskGuidelines

Medium RiskGuidelines

High Risk Guidelines

Approval and Oversight Manager, UnitLeader ordesignated sponsor

VP, Associate VPand/or designee

VP and/or designee

While the plans and documents required for all information technology projects are the same,

the rigor and amount of detail in those plans and documents may vary significantly based on the

projects risk level. See Project Management Methodology for a further explanation of guidelines.

Independent Verification & Validation (IV&V) reporting may be required for certain projects.

Project Management Process Guidelines Flowchart



Project Process Guidelines ChecklistProject Title: Project Number:

Project Leader/Manager: Anticipated Project Start Date:

Sponsor: Date Prepared:

Project Risk Level:

Project Management Process Group Step*

Project Management

Knowledge Area Completed

Initiation Processes 1

Project Initiation Form

(Project Charter)

2 Approval

Planning Processes

3 Collect Requirements

4 Begin Scope Development

5.1


(from PM website)

5.2

Project Scorecard

(from PM website)

6 Project Plan

7.1 Resources & Staffing plan

7.2 Purchases & Acquisitions plan

7.3 Budget plan

8.1 Communications plan

8.2 Risk plan

8.3 Security Initial Review & plan

9.1 Testing plan

9.2 Training plan

10 Change Control plan

11 Project Scope Form

12

Document lessons learned thus

far



Project Process Guidelines Checklist13 Approval

Executing Processes

14.1 Project Team Development

14.2 Procure or Secure Resources

14.3 Security

15.1 Quality Assurance

15.2

Direct & Manage Project

Resources

16

Communications

Information Distribution

Monitoring & Controlling Processes

17 Integrated Change Control

18.1 Monitor issues & risks

18.2 Implement Testing plan

19 Report Performance

20 Security Final Approval

21 Implement Training plan

22 Document new lessons learned

23 Approval

Closing Processes

24.1

Verify acceptance of project

deliverables

24.2 Finalize budget & timeline

25 Operations & Support transition

26 Project [Final] Lessons Learned

27 Sign Off

* A step number with a decimal means those similarly numbered steps can be done simultaneously.



Project Management Methodology/Life CycleOverview

Initiation Processes

Agree to a vision for the project, define the major goals & project justification (why do this project).

Bring together the core team members and the stakeholders.

Assign a project manager and establish others' roles and responsibilities.

As much as possible, identify the resources needed, the cost estimates, and a broad timeline.

Complete the IT Project Initiation Form.

Obtain approval to move forward with detailed planning

Planning Processes

Collect requirements as needed. Some options include, focus group sessions, stated stakeholderrequirements, and surveys.

Begin developing the project scope by describing, in sufficient detail, the projects deliverables andthe work required to accomplish those deliverables.

Review the project level indicators to aid in assessing project risk level.

Use the project scorecard as an aid is assessing project complexity and risk level and thus therigor and detail of planning, documentation, and approvals necessary.

Begin development of a work plan that details the activities or tasks required, including time andcost estimates.

Determine resources and staffing needs (resources can be special skills, hardware, software,services, etc.)

Identify special skills needed to accomplish project tasks.

Assess project procurement needs of goods and services and determine best course of action.

Develop a budget plan to include the life cycle cost or total cost of ownership, projected out 3-5years.

Assess the communication needs and prepare a communication plan if required.

Perform a risk assessment, analysis, and plan, if required, and include mitigation options asappropriate.

Assess the security issues for the project and its deliverable(s). Send a completed IT projectsecurity plan form to the IT Security Office.

Analyze testing needs and plan accordingly.

Assess training needs and develop a strategy or plan as appropriate.

Plan for project changes and how they are documented and submitted, responsibilities, andsteering committee membership.

Complete the scope document that includes how to verify completion of deliverables and how tomanage scope change requests.

Document any lessons learned up to this stage in the project.

Obtain approval to move forward with executing the project plan.

Executing Processes

Assemble and develop the project team (training, etc.).

Procure or secure required resources (hardware, services, software, etc.).

Review security plan with project team. Make sure security issues are prominent and addressed.

Implement quality assurance procedures.

Make project information available to stakeholders.



Monitoring/Controlling Processes

Change control and management - modifications of original project scope, cost, schedule andtechnical strategies.

Direct and lead the project team.

Manage project progress.

Measure project performance against the plan.

Ensure project progresses according to the plan.

Manage project issues and risks. Implement testing plan.

As appropriate, implement training plan.

Conduct status review meetings.

Disseminate status reports.

Document any lessons learned up to this stage in the project.

Obtain approval to close the project.

Closing Processes

Obtain acceptance of project deliverables.

Document or summarize costs spent on project and close any purchase orders.

Document any timeline changes (schedule compression and/or overruns).

Outline the long-term operational implications then hand off operations and supportresponsibilities.

Document the lessons learned over the course of the project.

Formalize closure.

Obtain sign-off from project sponsor and project manager.



Project Documentation Guidelines

Low-Risk Project Documentation

The goal is to communicate and document the essence of the project, primarily for informationalpurposes, both within the University and to outside stakeholders.

The Low-Risk Project Form provides a template for providing this information.

A low-risk project is typically described by a sentence or two of text in each of the sections of the form.

The level of detail in this documentation should be agreed upon mutually by the project manager and theproject sponsor, with additional input and guidance as appropriate from the key project stakeholders.

Medium-Risk Project Documentation

Documentation for medium-risk projects should be more detailed than for low-risk projects and the level ofdetail should be commensurate with the complexity of the project in any case.

You are strongly encouraged to use project planning software, e.g., Microsoft Project, in assembling theproject plan and schedule.

The project plan should include a Scope Plan, which includes the project objectives and the projectdeliverables, and which includes at least a simple Work Breakdown Structure.

The Resource and Staffing Plan should indicate clearly the resources to be used and should indicate key

or required staff.

The Communication Strategy should articulate the extent and nature of communications involved in theproject.

The Budget Plan should be appropriate to the needs of the Project Sponsor.

The Security Plan should identify anticipated security issues and indicate how they will be addressed.

The Testing Plan should be consistent with the complexity of the project and the associated risks.

A Training Plan, if appropriate, should outline plans for training of all anticipated and intended users.

High-Risk Project Documentation

Documentation for high-risk projects should provide all of the information required to initiate, plan,execute, monitor, and complete the project in a timely and cost-effective manner.

The documentation should follow the guidelines of the Project Management Body of Knowledge(PMBOK) of the Project Management Institute.

You are strongly encouraged to use project planning software, e.g., Microsoft Project, in assembling theproject plan and schedule.

A detailed Scope Document should be included that clearly describes the project objectives and theproject deliverables.

Plans for scope management should be provided and include procedures for change control.

The Resource and Staffing Plan should explain what resources (people, equipment, materials) and whatquantities of each should be used to perform project activities, and it should provide a complete accountof key or required staff.

The Communication Plan should describe the processes required to ensure timely and appropriategeneration, collection, dissemination, storage, and ultimate disposition of project information.

The Budget Plan should be appropriate to the needs of the Project Sponsor and should provide acomplete accounting of costs for staffing, equipment, software, supplies, consulting, and other costs. Alife cycle cost or total cost of ownership, projected out at least 5 years, should be included.

The Security Plan should identify anticipated security issues and indicate how they will be addressed.

The Testing Plan should be consistent with the complexity of the project and the associated risks.

A Training Plan, if appropriate, should outline plans for training of all anticipated and intended users.

http://www.itplanning.org.vt.edu/pm/lowrisk.html

http://www.itplanning.org.vt.edu/pm/terms.html#wbs

http://en.wikipedia.org/wiki/PMBOK

http://en.wikipedia.org/wiki/PMBOK

http://www.itplanning.org.vt.edu/pm/terms.html#wbs

http://www.itplanning.org.vt.edu/pm/lowrisk.html



Project Manager Selection & Training

The project manager selection and training process is to assure that project managers atFiberutilities Group, LLC possess the experience, skills, and competency necessary to deliverprojects within budget, on schedule, and within scope. Project managers must havedemonstrated project management experience commensurate with the complexity and risk ofthe project they are managing. The project manager qualifications table below givesqualification guidelines. Project managers should maintain a personal portfolio containing

descriptions of prior experience. If desired, use the project manager qualifications template torecord experience, training, and certifications.

Project Manager Qualifications

Project Type / Requirement PM* Training PM* Experience PM* Competency

Low complexity & risk X

Medium complexity & risk X X

High complexity & risk X X X

*PM = Project Management

Requirements

1) All project managers must have demonstrated project management experiencecommensurate with the complexity of the proposed project as determined by the departmenthead.

a) Low complexity projects may be led by a project manager with little experience.Coaching from an experienced project manager is a good way to gain neededexperience.

2) All project managers Fiberutilities Group, LLC projects are required to complete training onthe project management standard for Fiberutilities Group, LLC projects.

3) All project managers are required to have project management fundamentals training unless

demonstrated experience and training are adequate as determined by the department head,or you have a project management certification.

a) Project management fundamental trainings are available online in numerous locations.

b) Recommended but optional, additional training is available via local Colleges.

4) All project managers of highly complex projects must have demonstrated projectmanagement competency through one of the following:

a) Project management certification from a recognized, reputable project managementorganization, such as:

i) Project Management Professional from the Project Management Institute

ii) Senior Project Manager from the American Society for the Advancement of Project

Management (USA member affiliate of the International Project ManagementAssociation-IPMA)

iii) Certified Project Manager from the Association for Project Management

iv) Master Project Manager from The American Academy of Project Management

v) Certified Project Manager from the International Association for Project and ProgramManagement

b) A degree in project management from an accredited college or university plusdemonstrated project management experience.

c) Commonwealth project manager qualification by satisfying the qualification standardsand passing both the "Core Processes" and "Facilitating Processes" tests.

http://www.pmi.org/

http://www.asapm.org/Cert/default.asp

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

http://www.projectmanagementcertification.org/

http://www.iappm.org/cpm.htm

http://www.iappm.org/cpm.htm

http://www.projectmanagementcertification.org/

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

http://www.asapm.org/Cert/default.asp

http://www.pmi.org/



Maintaining Project Manager Credentials

Maintain your project manager qualification by continuing to reference and use this project managementstandard for Fiberutilities Group, LLC projects. This includes the methodology, processes, forms, andtemplates provided.

Project Managers that have not managed an project for more than five consecutive years arerecommended to complete project management fundamentals training and/or training on the projectmanagement standard for information technology projects.

Standards for Project Management

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