Project Control Book
Project Information
Project ID
Project Name
Project Manager
Phone Number
e-Mail
Sponsor
Phone
e-Mail
New Project ID
New Project Name
Manager's Name
Manager's Phone
Links to Key Svc Providers
Project Priority
Notebook URL
High, Medium, Low
Project Start Date
Project End Date
16-Nov-2004
Status Report Date
21-Feb-2015
1-Jan-2004
Manager's e-Mail
Sponsor's Name
Sponsor's Phone
Sponsor's e-Mail
Project Checklists
Project Startup
Project Planning
Sponsor Initiation
Project Templates
Scope and Definition
Project Scope
Change
Quality Assurance
Status Report
Transition Planning
Green Light Report
Project Closeout
Gantt Chart
Project Guidelines
Activity List
Using This Tool
Risk Management
PMM Framework
Issue Log
Under Construction
Managing Issues
Reporting Status
Managing Scope
Project Roles
ITAG
Data Warehouse
Infrastructure Applications
Telecom & Network Installation Svcs
Data Center Operations Services
Server Operations
VM System Services
Training & Pubs
Software Release Team
Computing Help Desk
Finance Team
Communications Team
Usability Team
Resource Planning
Communication
Matrix
Links
PM Framework
PM Glossary
IS&T Home Page
IS&T Project Management
Project Management Institute
Microsoft Project Home Page
IS&T Project Management Framewo
Framework
Using This Tool
Project Checklists
Checklist 1
Project Startup Checklist
"No" items require attention
Questions
Yes
No
N/A
Notes
Project Identification
1
Has the business need been identified
Is there a consensus that there is a business imperative / sense of urgency
3
4
Is there a project sponsor or their designee identified
Is there a client business project manager assigned to the project
5
6
Is there a list of defined goals and objectives
Is there a cost benefit analysis
Is there a pre-determined end date
Is there a budget for the project
Is there a CSET Technical Lead assigned to the project
Sponsor Engagement
1
Has a project ID and name been assigned and entered in the IT Work Database
Is the role of the project sponsor known and understood
Does the sponsor agree to the role
Does the sponsor understand the project manager's role
Does the sponsor understand the way this project will be managed (e.g., governance)
6
7
Is there a plan to track tasks and activities
Are there defined criteria for how to stop a project
Has a steering committee been formed
Determining Project Scope and Definition
1
Are the business requirements documented
Is there a defined list of items in scope
Is there a defined list of items out of scope
Are there defined measures for project success
5
6
Are there defined completion criteria to initiate the closeout process
Is there a defined risk and issue escalation process
7
8
Is there a known list of risks and issues before starting
Is there a known impact/conflict with other projects
Have you initiated contact with required CSET service providers
10
11
Can all work be done by BU personnel
Are resources identified and available/scheduled for the project
12
13
Will the existing hardware/infrastructure support the expected transaction volume
Is the existing hardware sufficient to support this project
14
Are the existing software licenses sufficient for this project
15
16
Have the changes / additions to business processes been identified
Have all assumptions been identified and documented
Organizational Change Management / Training / Communication
1
2
This project will not force users to change the way they work (e.g., change mgmt)
Have you initiated contact with the TTC/HR
3
4
Have you initiated contact with Help Desk/Post support
Is there a defined communication plan for the project
Is there a schedule for status reporting to occur
6
7
8
Is there a schedule for reqular sponsor and project manager meetings
Is there a schedule for steering committee meetings
Is the sponsor or designee responsible for external communications
Is there a plan for closing out the project
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Checklist 2
Project Planning Checklist
No items require attention
Questions
Yes
No
N/A
Notes
Prepare and Planning
1 Have you completed the project initation checklist
2 Is there a list of pre-determined dates and activities that must be met
3 Have you identified dependencies and sequencing of deliverables and milestones
4 Have you reviewed all the checklists and scheduled activities accordingly
5 Does each deliverable/milestone have start and end dates
6 Do your duration estimates reflect historical experience
7 Does your project timeline include enough slack for project risks
8 Does your project timeline include slack for vacations, administration, etc
9 Do you have commitments from other teams/vendors to meet the delivery schedule
10 Is there an responsible person assigned for every deliverable/milestone
11 Have you entered everything you are going to track on the appropriate template(s)
12 Has your sponsor signed off on the plan
Resources
1 Do you have the appropriate personnel allocated to the project
2 Are the key project team members allocated full time
3 Will the project team have the appropriate skills to execute the plan
4 Do you have the appropriate hardware and software
Generic Software Development Life Cycle (SDLC) Phases/Tasks
Project Preparation
Scope and Definition
Resource Planning
Project Plan Creation
Risk Assessment
Design
Functional Requirements
Architecture Requirements
Technical Requirements
Interface Reqiurements
Reporting Requirements
Usability Testing
Testing Strategy
Training and Knowledge Transfer
Development
Solution Development
Unit / Functional Testing
Testing
System / Integration Testing
User Acceptance Testing
Parallel Testing
Volume Testing
Production Rollout
Training
Data Conversion
Go Live
Post Implementation Support
Help Desk / Level 1 support
Transition to Supporting organization
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Sponsor Checklist
Questions to help you engage with your sponsor
Question
Project Outcomes
1
Are the outcomes for this project clearly understood by all key stakeholders
2
Are the outcomes clearly defined
3
Are the benefits clearly identified
4
Are the benefits measurable
5
Is it possible to define ALL deliverables
6
Are all changes defined (such as changes to operations & business procedures)
7
Thinking about similar Projects weve managed before, are these outcomes realizable
No items require attention
Yes
No
N/A
Notes
Project Scope
1
Are we clear about the scope of this project
2
Is there a list of the projects that are interdependent with this project
Is there a list of Organizational units/groups that could impact, or be impacted by, this
3
project
Is there a list of all the external activities or events which may be interdependent with this
4
project
5
Is the project scope likely to remain the same during the life of the project
Stakeholders
1
Have all stakeholders been identified
2
Have stakeholders accountabilities been defined AND agreed upon
3
Have all key stakeholders explicitly bought into this project
4
Are all areas, groups and individuals properly committed for this project
Managing the Project
1
Are we clear about how we will manage this Project
2
Is there a list of items that are unique to the business or technology that may impact this
project
What We're Producing
1
Are we clear about what needs to be produced during all phases of the project
2
Is it clear who is responsible for producing which deliverable
Milestones and Time Frames
1
Have all milestones been defined
2
Are these milestones realizable (rather than looking good on paper)
3
Has a schedule been produced
Resourcing
1
Are business resources required and identified
1a Is there a resource plan
1b Are realistic resourcing assumptions stated
2
Are resources realistically allocated for this project
3
Is any component of the project to be sourced by another group within IS&T, external to
IS&T, or third party vendor
Risks
1
Has a risk assessment been carried out
2
Has the probable impact of risk been defined
3
Is there a documented risk mitigation strategy
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Deliverable and Quality Assurance Checklist
No items require attention
Questions
Yes
No
N/A
Notes
Formal Deliverables
1
Is there a defined list of deliverables for the project
2
3
4
5
6
Could any of the deliverables be modeled from previous intellectual capital
Does each deliverable have a brief definition of purpose and content
Does each deliverable have a target date and person responsible
Is there a schedule for internal and external review of deliverables
Has this review process been factored into the project plan
7
8
Is there time in the project plan to address corrections to the deliverable(s)
Is there a process to document and track changes to deliverable documents
Signoffs
1
2
3
4
5
Is there a formal review and signoff process
Does the sponsor understand this process
Is the sponsor willing to formally sign off on all deliverables
Is there an escalation process if deliverables are not signed off timely
Is there a signoff process for appropriate IS&T service teams on deliverables
Testing and Assurance
1
Is there a documented plan for:
1a
Usability Testing
1b
1c
1d
1e
1f
2
3
4
Unit / Functional Testing
System / Integration Testing
User Acceptance Testing
Parallel Testing
Volume Testing
Are there documented test cases / scripts
Is there a process to document and control testing issues
Is there time in the plan to address testing issues
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Transition Checklist
No items require attention
Questions
Yes
No
N/A
Notes
Training & Knowledge Transfer
1 Is there a defined training plan
2 Have user roles been defined
3 Have the people requiring training been identified
4
5
6
7
8
9
10
Is there a technical training hardware/software environment needed
Are there training scenarios identified
Is there training data defined
Have training materials been developed and tested
Is there a training catalog and schedule created
Have trainers been committed and trained
Have training rooms been scheduled
Documentation
1 Is there a defined template for system documentation
2 Have documentation resources been committed
3 Is there a strategy for version control
4 Is the documentation going to be available via the web
5
6
Is the documentation available to create training materials
Are there resources and a process for maintaining documentation
Post Go-Live Support
1
2
3
4
5
Is there a go / no-go decision document
Has a post support plan been developed and approved
Have resources been committed to support
Is there an escalation process in place to resolve issues
Are there expert team resources to help users with process questions
Is there a production support team to help with technical problems
Transition to Support Organization
1 Is there a documented transition plan
2
3
4
5
6
Does the sponsor understand the criteria for accepting the system
Is a support organization identified and are they trained
Is there a project closeout meeting planned
Is there a catalog of future requirements
Has the sponsor signed-off and accepted the system
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Project Closeout Checklist
No items require attention
Questions
Yes
No
N/A
Notes
Final Task Check
1
2
3
Was the go-live event successful
Are all go-live issues resolved
Have help desk support requests returned to normalized levels
4
5
6
7
8
Is User training completed
Is there a plan to sunset existing legacy applications/hardware/software
Has the IT Work database entry been marked complete
Have the project team appraisals been completed
Has the Sponsor closeout/satisfaction interview occurred?
Accounting Closout
1 Has all vendor time been billed
2 Have all vendor contracts been paid
3 Have vendor staff been released from project
4 Have internal team members tranistioned off of project
5 Have final project financial statments been completed
6 Have funding sources been reconciled
Final Reports
1 Have you completed updating the project plan
2 Has lessons learned analysis been completed
3 Has intellectual capital been prepared and cataloged for re-use
4 Have future phases/additional functionality requirements been documented
5 Has final project report been completed
Signoffs
1 Has internal signoff on project closeout occurred
2 Has sponsor signoff on project closeout occurred
3 Has financial reports signoff occurred
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Project Templates
Project Scope and Definition
Project Name: New Project Name
Project Manager: Manager's Name
Resource/Service Requested:
Todays Date: 02/21/15
Purpose / Objective of the Project
Provide a brief description of why we are doing the project, project objectives, and benefits.
Items in Scope
List all items that are to be included in the project
Items not in Scope
List all items that are not being addressed during the project
Deliverables / Milestones
Complete the following for all deliverables expected. Note the dates and estimated time are negotiated.
Person / Team
Responsible
Deliverable
Estimated
End Date
% FTE
Allocated
Assumptions
Complete the following for any assumptions required to satisfy the scope of the project
Assumptions
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Project Manager Approval
Proj Mgr Name
Approval Date:
date
Sponsor Approval
Sponsor Name
Approval Date:
date
IS&T Mgmt Approval
IS&T Mgr Name
Approval Date:
date
Page 16 of 45
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Chg Status
Project Scope Change
Project Name: New Project Name
Project Manager: Manager's Name
1
Change Request #:
Todays Date: 02/21/15
Change Request Descr:
Requested by:
Project Change Description
Provide a detailed description of project change requested including benefits, impact of not making change, areas impacted, etc.
Change Impact Summary
Yes
No
1. Is this request required functionality for go-live ?
2. Does this request move the go-live date?
3. Does this request impact the project schedule / milestones?
4. Does the content of any deliverables change?
5. Do the number of resources needed change?
6. Does the request increase or reduce the overall project risk?
7. Does this impact change management (Training, Communication, Acceptance)?
8. Is there an change in cost of the project?
Explanation of Yes items: (For every question answered yes, give a brief explanation.)
Project Manager Approval yes or no
Name:
Proj Mgr Name
Approval Date:
date
Sponsor Approval yes or no
Name:
Sponsor Name
Approval Date:
date
Name:
IS&T Mgr Name
Approval Date:
IS&T Mgmt Approval yes or no
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date
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Overall Project Status (G, Y, R)
Project Status Snapshot
Project: New Project ID - New Project Name
Project Name:
Reporting Period:
Yes
New Project Name
Week of or Month of
Project Mgr: Manager's Name
Report Date:
No
Status Summary
1. Has the scope changed or is it about to be impacted?
2. Have the deliverables/objectives changed?
3. Are there sponsorship/stakeholder issues?
4. Are there new risks?
5. Are there productivity problems affecting the team's ability to perform the work?
6. Are there resourcing problems?
7. Is a deliverable/milestone about to be missed?
8. Has the estimated schedule changed?
9. Is the quality of the deliverables being affected?
10. Have the estimated costs (i.e. out of pocket) changed?
11. Will the benefits not be realized?
12. Are there any other major issues?
Explanation of Yes items: (For every question answered yes, give a brief explanation.)
Deliverable / Milestone
Approved Scope Change Requests
Chg ID
1
2
3
4
5
6
7
8
9
10
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Status
Completion Dates
Baseline
Revised
Change Description
Page 18 of 45
Actual
Signoff
Prior
Current
Status
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MIT Information Services & Technology
Project: New Project ID - New Project Name
Project Strategic Milestone Update
For the week ending:
Design / Development Activities
12/31/2004
Start Dt
End Dt
Person
12/24/2004
Status
12/31/2004
Status
Revised
End Date
Reason for change / Comment
Phase Name 1
Milestone or Deliverable 1
Milestone or Deliverable 2
Milestone or Deliverable 3
Milestone or Deliverable 4
Milestone or Deliverable 5
Phase Name 2
Legend:
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On time
On Alert
At Risk
Completed
G
Y
R
C
2/21/15 7:01 PM
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1/10/05
Enter Project Range
Fri
Sat
Sun
29-Jan-05
30-Jan-05
Thu
27-Jan-05
28-Jan-05
Tue
Wed
26-Jan-05
24-Jan-05
25-Jan-05
Sun
Mon
23-Jan-05
Fri
Sat
22-Jan-05
Thu
20-Jan-05
21-Jan-05
Tue
Wed
19-Jan-05
17-Jan-05
18-Jan-05
Sun
Mon
16-Jan-05
Fri
Sat
15-Jan-05
Work
Left
Thu
Work
done
14-Jan-05
%
Complete
13-Jan-05
End Date
Tue
Person
Responsible Start Date
Wed
Phase / Task
Work estimated
12-Jan-05
Zoom (enter 1 for Daily, 7 for Weekly)--->
End Date
Mon
Start Date
11-Jan-05
Project: New Project ID - New Project Name
2/3/05
10-Jan-05
Detailed Project Plan
Project Preparation
Planning
10-Jan-05
24-Jan-05
Scope and approach
10-Jan-05
24-Jan-05
Resource Identification
24-Jan-05
3-Feb-05
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50 %
7.50
7.50
15.00
20 %
Page 20 of 45
2.20
8.80
261208522.xls
1/10/05
Enter Project Range
Fri
Sat
Sun
19-Feb-05
20-Feb-05
Thu
17-Feb-05
18-Feb-05
Tue
Wed
16-Feb-05
14-Feb-05
15-Feb-05
Sun
Mon
13-Feb-05
Fri
Sat
12-Feb-05
Thu
10-Feb-05
11-Feb-05
Tue
Wed
9-Feb-05
7-Feb-05
8-Feb-05
Sun
Mon
6-Feb-05
Fri
Sat
5-Feb-05
Thu
4-Feb-05
End Date
3-Feb-05
Person
Responsible Start Date
Tue
Phase / Task
Wed
Zoom (enter 1 for Daily, 7 for Weekly)--->
2-Feb-05
End Date
Mon
Start Date
31-Jan-05
Project: New Project ID - New Project Name
2/3/05
1-Feb-05
Detailed Project Plan
Project Preparation
Planning
10-Jan-05
24-Jan-05
Scope and approach
10-Jan-05
24-Jan-05
Resource Identification
24-Jan-05
3-Feb-05
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Project Activity List
Project: New Project ID - New Project Name
Becomes our how to start using the control book
Task
Perform Project Initation Checklist
Perform Project Planning Checklist
261208522.xls
Person
Responsible
Status (%
Complete)
Page 22 of 45
Date (if
complete)
Comments
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Project Risk Assessment
Project: New Project ID - New Project Name
Project Manager: Manager's Name
Risks and Groupings
Seq #
General Area
Description
Assignment
Risk to:
Severity (L, Response to
M, H)
Risk
Suggested Response to Risk
Planned Start
Date
Planned
Completion
Date
Person
Responsible
Status
1
2
3
4
5
6
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
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Issue Log
Project: New Project ID - New Project Name
Category
(T=Tech,
Entry
Issue #
Entered By S=Schedule,
B=Business,
Date
Priority
Issue Description
(H, M, L)
A=Audit,
O=Other)
Action
Manager
Status
Target
Resolution (U=Unassigned,
A=Assigned,
Date
C=Closed)
Description of Action Taken
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
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#NAME?
Resource Planning
Project Resource Plan
Project: New Project ID - New Project Name
#NAME?
Resource
Smith, Joe
Doe, Jane
261208522.xls
Role
Project Manager
Development
Start
1/8/2004
1/8/2005
End
2/15/2005
2/10/2005
% of time
Org
50% CAO
20%
Phone
email
Page 25 of 45
Week End Dt
#NAME?
#NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?
#NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?
#NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME? #NAME?
261208522.xls
Communication Matrix
Key:
-- External --
Vendors
Academic Council
AACII
Audit
-- Institute --
ITAG
Users
Sponsors
Usability Team
Communications Team
Finance Team
Computing Help Desk
Software Release Team
-- Client --
Training & Pubs
VM System Services
Server Operations
Infrastructure Applications
Data Warehouse
Project Database
Project Office
Project Team members
IS&T Leadership Team
Message
Area Director
Frequency or
Delivery Date
VP Office
---IS&T Internal---
Steering Committee
Data Center Operations Services
Telecom & Network Installation Svcs
Project: New Project ID - New Project Name
Responsible for Message
Status
Key Governance Communications
Weekly on Tues
Status Reports
Weekly on Mon
Team Meeting
Monthly
Steering Committee Meeting
Monthly
Sponsor Meeting
As Needed
Risk and Issue Notifications
End of Major Phase
IS&T Project Office Audit Review
Post Go-Live
Project Closeout Report
Post Go-Live
Post Project Review
Extended Governance Communications
External Auditor
E.P.A.
Project Type Communications
Initiation Announcement
Project Kick Off
Devlopment beginning
Testing phase beginning
Post go live support information
Go Live announcement
End of Project
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User Forms
Guidelines
Issue Management
Definition
A process to ensure all issues are resolved with minimal project impact. The issue management system is designed to
track and control issues; thereby, reducing project impact. This management system provides a method for:
Identifying and capturing each issue;
Appointing an action manager to ensure issue resolution;
Logging issues and allowing periodic review of outstanding issues.
The Action Manager is the person designated to be the Owner of the particular issue. It may or may not be the Project
Manager, depending upon the issue. For example, technical issues may be assigned to a technical team leader for
resolution.
Outline of the Procedure
Managers at all levels must understand:
The definition of an issue;
That issues are to be expected in every project;
That issue management cannot be avoided or delegated;
That time will be needed, at short notice, to handle issues.
The procedure is to:
Identify and log each issue;
Identify responsibility and escalation path;
Define and log actions;
Document resolution;
Track and manage outstanding issues;
Escalate issues as necessary.
Issue Management Procedure
Scope
Any situation that will impact project objectives or schedule must be processed by an Issue Management procedure.
Authorities
Activity
Raise an issue .. Any Project Member
Analyze the issue . Project Manager
Appoint an action manager .. Project Manager
Monitor the issue .. Action Manager
Execute issue resolution.. Action Manager
Review and update the project issue log .. Project Manager
Report to senior management Project Manager
To Manage an Individual Issue
Action
The situation is recognized as an issue and described, on an issue form/ database.
The issue is accepted as valid, prioritized and given a resolution date.
The issue is logged on the issue management system and assigned the next issue number. The original form and
any attachments are filed in the (Project Control Book) PCB. Copies of the issue are sent to each project lead for
information.
The Action manager is appointed to manage the resolution of the issue. The Action manager should be an issue
review meeting attendee.
Documents planned actions in the action log.
The issue is accepted as resolved, and closed. (The Project Steering Committee may also be involved, if
applicable).
Communicates decisions taken to resolve the issue to all associated parties.
Project definition and plans are updated to reflect any changes introduced by the issue resolution.
Responsibility
Any project member
Project Manager
Project Manager
Project Manager
Action Manager
Project Manager
Project Manager
Project Manager
Status Reporting
Definition
Status reporting is used to quickly inform key stakeholders and team members of the curent status of the project. The
person reading the report should be able to identify:
Overall status of the project
Any changes in the various areas of the project
Status and changes to deliverables / dates.
The project manager should issue the project status report on a regular basis. Typically this is either weekly or monthly.
Timing and report distribution should be discussed with the project sponsor.
Outline of the Procedure
Review and update the project risks and issues logs to reflect current status
Gather information from team members regarding activities and deliveralbes they are responsible for
Review and update the project resource schedule and determine if resources are appropriate for the project
Review budget and actual costs and assess financial status of project
Complete the status summary section by placing an X in the Yes or No column based on the answer to the ques
For any qeustion with a"yes" answer, enter an explanation in the space provided
Review deliverables dates and enter a short text description of status of the deliverable
Update scope change section to reflect changes to scope and their impact on the project
After you assemble all the detailed data, assign an overall status by entering a G, Y, or R in the box at the top of
G - No major issues
Y - The issues identified could have an impact on the project plan
R - The issues identified will have an impact on the project plan if not addressed in 2 weeks
Print out status report, issue and risk logs and distribute to appropriate recipients
or the project
nswer to the question
box at the top of the report
Status Reporting
Definition
Project Scope Change control is concerned with a) influencing the factors that create scope changes, b) analyzing and assess
the impacts to the project, c) approving or rejecting a requested change and d) managing the actual change. Scope change c
is tightly linked to to schedule, deliverable and quality management.
A Change Request is a form that contains all the information required to support the decision making processes that are used
manage the unforeseen changes that inevitably arise during the course of all but the simplest of projects.
Purpose
The prime purpose of change management is to ensure that proposed changes that are of benefit to the project are implemen
in a controlled manner and that proposed changes that have little or no value to the project are not. Change Requests support
objective by providing:
1.
2.
3.
A record of the proposed change and the rationale behind it.
A record of the results of any analysis of the potential impact of the proposed change.
The information required to decidede how to proceed with the proposed change and a record of those decisions
Outline of the Procedure
Project Responsibilities by Role
Project Manager
The Project Manager is responsible for achieving the project objectives by running the day-to-day activities of the
project. She/he oversees the relationships with all functional groups, identifies the stakeholders, determines the
project approach and manages the overall implementation work plan, scope, budget, and schedule.
Includes but is not limited to:
4
4
4
4
4
4
4
4
Involves the sponsor in the project.
Ensures plans, organization and management system are kept up to date as the project develops
Keeps management and project members up to date with latest project progress and problems
Responsible for the completeness and the quality of all project deliverables
Ensures all issues are properly addressed
Regularly updates project sponsor/project review board with current project status and issues
Ensures all change requests are properly managed
Ensures the appropriate resources are available for the project
Systems Analyst
The Systems Analyst translates the business requirements into systems specifications by performing detailed
systems and data analysis, developing technical documentation, and programming for various projects and
initiatives, application support and software package evaluation.
4
4
4
4
4
Surveys and analyzes major existing or proposed systems to identify technical alternatives.
Reduces design projects into component analysis tasks
Prepares final systems design, specifications and documentation necessary for programming
Directs and assists in the writing, testing, and debugging of programs
Ensures that documentation is complete prior to releasing for operations
4 Develops evaluation criteria and identifies packages that may meet the business need
4 Plans, directs and reviews the work of the Developers assigned to the project.
Business Analyst
The Business Analyst develops effective working relationships with and among the business stakeholders and fellow
technology team members to develop a strong understanding of the business requirements and processes related to
technology solutions and existing systems.
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Performs analysis and documentation of business requirements, goals, objectives for projects and initiatives
Liaises with relevant stakeholders to assess and develop improvements to processes and procedures
Assists and provides advice to other analysts and end users in order to resolve specific functional issues
Ensures that the relevant groups within IS&T/MIT are fully briefed with respect to requirements relating to support and change
management
Assists users with user acceptance testing of approved changes (WHO DOES THIS CURRENTLY?)
Q/A/Testing
The QA/Testing Analyst ensures that software quality exists prior to implementation by utilizing the appropriate
testing tools, metrics and processes to test the software and report problems.
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Responsible for guiding software process improvement with the primary objective of quality assurance.
Develops, implements and utilizes Q/A test suite/tools
Develop metrics to measure the quality level of products and services produced for the customer
Receives training on product and becomes familiar with documentation
Becomes knowledgeable of all business processes to be supported by product
Signs off on all modules tested
Utilizes agreed upon testing approach and process for a given project or initiative. (e.g. problem incident and tracking)
Project Responsibilities by Role
Developer
The developer develops and unit tests software based on defined business and systems requirements, or in response
to problems reported.
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Design or develop applications
Evaluates solutions
Develops the conceptual design (of the system)
Develops detailed program specifications
Develops logical and physical software design
Writes and tests computer programs based on business or systems requirements
DBA
The DBA designs, implements, and manages the logical and physical aspects of the assigned database(s) and
associated applications.
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Works to ensure stable, reliable and recoverable DBMS environment
Prepares and maintains complete and accurate physical design specs and I/O interfaces
Monitors database activity and performance
Tunes database for performance
Installs and upgrades software
Plans, tests, and implements backup and recovery procedures
Trainer
The Trainer designs, develops, and delivers training based on client needs (i.e.., new business process, new tool,
etc.).
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Conducts training needs assessment and makes recommendations
Advises project members on training matters
Provides formal or informal training to project members
Provides training for organizations or individuals affected by the project deliverables
Security Architect
The Security Architect ensures that security requirements are addressed and implemented across the architecture
and related software, hardware, and training.
4 Develop/review the security requirements according to current policies.
4 Ensures that the system architecture (software, hardware, and network) meets the security requirements
4 Develops the security mechanisms in the software architecture
System Architect
The System Architect has overall responsibility for designing the solution, exploring technology options,
diagramming technical infrastructure and resolving design issues throughout a project or initiative.
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Identifies and prioritizes the architecturally significant requirements (can we be more specific here?)
Determines the style of the system architecture (major system patterns)
Identify the major functions of the system
Identify the system data, hardware, and software components
Ensure that these functions and components meet their associated operational requirements, quality requirements
(performance and scalability), and design constraints
Project Responsibilities by Role
Change Manager
The activities are typically done by the project manager or in partnership with the Project Manager and the
Competency Group Team.
4 Optimize the timing of the release of project deliverables to the business operations
4 Prepare the affected business areas for the transition to new ways of working and mange them through the transition process
4 Establish the mechanisms by which benefits can be delivered and measured
4 Ensure that maximum improvements are made into the existing and new business operations as projects deliver their products
into operational use
4 Lead all the activities associated with benefits realization and ensure that continued accrual of benefits can be achieved and
measured after the program has been completed. (Is this part of the project or transitioned to someone after implementation?)
Sponsor
The Sponsor champions the project, provides overall direction and funding, and approves all major milestones.
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Sets the vision, common goals and critical success factors
Establishes or secures policy
Attends regular program reviews
Establishes the authorities of the project team and stakeholders
Approves the charter and scope of the project including deliverables
Sets priority of the project relative to other projects in her/his area of responsibility
Ensures that resources are available to carry the project to its completion
Removes obstacles or other constraints
Authorizes changes in scope
Stakeholder
Individuals and organizations who are involved in or may be affected by project activities.
