SLU ITS Project Process Framework
Introduction: 1.0 Initiate Phase
Phase Description & Goals:
The Initiation Phase of a project begins in direct response to a request from within the University community. ITS management determines whether the request is for operational work or for project work, and in the case of project, whether it is likely to be large, expensive, or complex enough to merit the ITS
Project Management processes and controls.
The Initiation Phase of the Project Process contains all the work and deliverables necessary to
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 establish initial scope boundaries, create preliminary effort and cost estimates for the full implementation, present an estimate for completing the project’s Define Phase, and highlight any external factors that influence the project.
The ultimate goal of the Initiation Phase is to obtain approval from the appropriate decision-making bodies that the project is a good fit in the University’s technology portfolio (see Appendix A: ITS Governance).
The next step for the project team is to proceed into the analysis and investigative activities of the Define
Phase.
Work done in this phase lays the groundwork to ensure that the project is done in an organized, economically-optimized, and mission-directed manner.
Includes:

ITS Project Request

Project Initiation Document
 Initial effort and cost estimates


Project Issues Log
Initiation Gate Review Meeting
Excludes:

Detailed functional and technical requirements

Budgetary commitment for a full implementation

Signing contracts with vendors

Making project-related purchases
Completion Criteria:
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Three deliverables are completed and appropriate reviews, signatures, and submissions have been
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 completed. A Project Issues Log may be opened as soon as necessary in the project process.
A decision to include the project in the ITS Project Portfolio is obtained from a Project Initiation
Gate Review by appropriate decision-making body.
New project request becomes visible on IT Project Portfolio.
IT Project Manager begins a high-level project plan to track early activities.
This phase ends with a project status of “Initiated” or “Cancelled.”
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SLU ITS Project Process Framework
Initiate Phase Deliverable
Deliverable Description and Purpose:
The ITS Project Request marks the beginning of the formal project process. The request may be directed to the Project Office or may originate as a work request that has been deemed as a project by ITS management.
At this point, a user or customer knows that they need or want to have some work done. They also know what they expect to accomplish by having the work done and any other special considerations or constraints that should be considered.
This is a slim, one-page deliverable that contains basic information about the request especially, what is needed and why. It provides the starting point for determining whether this is or is not a project, and whether it fits into the ITS portfolio of project.
Includes:
 Project Name

Requestor Name (primary contact for the request)

Executive Sponsor Name (Approving Vice
President or Dean) (see Appendix A: Project

Role Definitions)
Description of Problem, Need, or
Opportunity
Project Idea & Goal 
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
Known Constraints
Project stakeholders: Individuals or departments that will participate in or be affected by this project
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Expected Project Completion Criteria
Expected source of project funding
Excludes:
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Commitment to proceed
Not a work request (<300 hours, etc.)
A detailed description of a solution
Detailed list of project deliverables
Created by:

Project Executive Sponsor (the VP or Dean approving the request) or designee
Reviewed/Approved by:
1.
2.
3.
Executive Sponsor (Approval)
ITS Project Office (Review)
ITS Administrators (Review)
Processes and Procedures:
1.
Submit new Project Requests by email to the ITS Project Office:
.b
2.
Upon receipt of the request: a.
A project number will be assigned and the requestor notified b.
The request will be reviewed by the ITS Administrators to determine the appropriate assignment of the request for completion of the Initiation Phase
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Completion Criteria:
 Deliverable is completed and signed by both the Project’s Executive Sponsor (VP level or above).
Request is filed with ITS Project Office and added to ITS Project Portfolio (Roadmap).


ITS Project Office assigns a project number.
Project is in the status “Requested.”
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ITS Management appoints Project Manager or other individual to complete the Initiation Phase.
IT Project Manager begins a high-level project plan to track early activities. This is the same document that will be expanded into the Definition Phase Plan (2.X) and the Project Work Plan (3.1) deliverable of the Plan Phase.
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Initiate Phase Deliverable
Deliverable Description and Purpose:
The Project Initiation Document deliverable compiles the initial, exploratory work completed by a mixed team of customer, ITS representatives to answer basic questions about the feasibility and estimated effort and cost of the implementing the idea presented in the Project Request.
The purpose of this document is not to design a solution, but to elaborate on the business need, establish scope and time boundaries unique to this project, and to propose a solution approach.
This document does not contain detailed functional, nor technical, requirements, but rather provides enough information to allow ITS groups to provide a preliminary time and cost estimate to the project requestors and to prepare a summary for presentation to the appropriate approving body in the form of the
1.4 Project Initiation Gate Review.
Much of the content developed for this stage will be further elaborated in the Project Charter, once the
Initiation Gate Review has been completed approval to proceed has been secured.
Includes:
 Project Code
 Description of Problem, Need, or
Opportunity (updated/from 1.1 Project
Initiation Request)
 Project Idea & Goal (updated/from 1.1
Project Initiation Request)
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Anticipated Project Deliverables
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Initial Stakeholder Analysis
Initial Project Risk Analysis
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Strategic Value
Definition Phase Estimates
Anticipated Project Size
Created by:
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Senior systems analyst
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Project Manager or business analyst
Customer representative
Key stakeholders
Excludes:
 Detailed roles & responsibilities
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Validated budget
Funding commitment
Detailed design or detailed architecture
Commitment of resources
Detailed WBS
Reviewed and Approved by:

Enterprise Architects (review)
 Project Office (review)

 ITS Sponsor (approve)
 Executive Sponsor (approve)
Processes and Procedures:
1.
Upon review of the Project Request by the appropriate reviewing bodies, a project manager will be assigned to complete this deliverable. This deliverable must be submitted for gate review within
60 days from when the project request was received.
Completion Criteria:

Key stakeholders have reviewed the document for completeness.

The document has been reviewed by Enterprise Architecture, the ITS Project Office

The ITS sponsor and Executive Sponsor have both reviewed and approved the document

Adequate information has been gathered and analyzed to clearly present the project at the Project
Initiation Gate Review.
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Initiate Phase Deliverable
Deliverable Description and Purpose:
The Project Issue Log is a repository for documenting all known issues that pose real or potential impediments to the progress of the project.
Issues must be articulated in terms that are 1) actionable , 2) specific , and 3) discrete enough to assign them to an owner. The owner is not the sole resource responsible for resolving the issue or developing an acceptable work-around. The owner is a single point of contact taking responsibility for the pursuit of and updates related to a resolution.
Includes:

List of actionable, specific, and discrete
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 issues that have a potential impact on the project
Unique ID# for each issue
Brief Issue Description
Issue Dates – open and last updated
Name of person who reported/identified the issue
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Details
Impact
Owner Name (responsible party for working and monitoring the issue on behalf of the project)
Target Resolution Date
Status
Priority
Notes
Excludes:

Documentation of every fear and anxiety felt by the project team.
Created by:

ITS Project Manager/business analyst

All project participants contribute
Reviewed by:

All project participants

ITS Sponsor

Executive Sponsor
Completion Criteria:

This deliverable may be started as early as necessary in the project process. It remains live and updated throughout the duration of the project.
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Initiate Phase Deliverable
Deliverable Description and Purpose:
The Project Schedule is used to identify, plan and track all project activities, deliverables and major milestones. It is used to model what is expected to happen in the project and provides a mechanism for for tracking and reporting project progress and evaluating the impact of issues or risk.
The first version of the Project Schedule reflects the initial activities and time estimates associated with completing the project. This version is not intended to be a detailed schedule for the entire project, but rather a detailed short-term schedule for completing the tasks associated with the Initiation Phase, an intermediate-level schedule identifying the activities, resources and timeframes required to complete the
Definition Phase of the project and the summary level activities with general time-frames for all activities following the Definition Phase Gate.
As more information becomes available in subsequent phases, the project schedule will be updated to incorporate more detailed tasks, assignments and time estimates for the project.
Includes:
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Overall Project Schedule

Task identification for the remainder of the
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Initiation Phase including scheduling and conducting the Initiation Phase Gate reviews.
Identification of major activities needed to complete the Definition Phase and generic resources (or functional areas) needed to participate in these activities
Identification of major phases or activities needed to complete the project (through close-out)
Dependencies between tasks and/or activities
Planned durations
Major milestones identified
Created by:

ITS Project Manager/business analyst
Excludes:
 All detailed tasks(work packages) associated with project implementation

Specific individual assignments at the task level

Specific start and finish dates for the implementation and close-out phases of the project
Reviewed by:

All project participants

ITS Sponsor

Executive Sponsor
Completion Criteria:
 This deliverable may be started as early as necessary in the project process. It remains live and updated throughout the duration of the project.
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Initiate Phase Deliverable
Deliverable Description and Purpose:
The Project Estimating Worksheet is used to collect and record the estimated effort and costs at multiple points in the project lifecycle. The worksheet is completed by representatives of all ITS departments expected to contribute effort to the project and provides effort estimates at the functional or departmental level.
In the Initiation Phase of the project, the estimates in the Project Estimating Worksheet are based upon the information collected and recorded in the Initiation Document. The purpose of this document is not to provide a final, commitment estimate, but to provide an initial sizing for the project. Estimates in the worksheet are refined and updated as more information becomes available in the Definition Phase and
Planning Phase of the project.
Following the Initiation Gate Review, the estimates from the Project Estimating Worksheet are used to determine impacts on resources involved in other projects and establish a target time-slot for completing the project.
Includes:
 Effort estimates for the entire project for: o ITS departments o User departments o Contract labor
 Cost estimates for: o Equipment o Licenses o Maintenance Contracts o Contract labor o Training required to complete the
 project (does not include ongoing user training)
Estimating Assumptions used.
Excludes:
 Commitment of resources
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Start or finish dates for effort
Validated budget
Funding commitment
Individual estimates or assignments
Created by:

Senior systems analyst

Architects

Project Manager

Customer representation
Reviewed by:

Executive Sponsor

ITS Administrators
Completion Criteria:

All ITS departments expected to contribute or participate in the project have been consulted and have provided and estimate
 Adequate information has been gathered to complete the Project Initiation Document with a +/-
90% level of confidence
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Initiation Phase Deliverable
Description and Purpose:
The Initiation Gate Review is the first review with the body governing the ITS Project Portfolio. The primary objective of the Initiation Gate review is to obtain approval to place the project in the ITS Project
Portfolio and to ensure that enough information is available for the governing body to determine the priority of the project relative to the other projects in the Portfolio.
All Gate reviews are coordinated though the Project Office. In addition to scheduling the date for the actual review, the Project Office distributes copies of the Project Initiation Document to the governing body in advance of the review meeting.
At the review meeting, the Executive Sponsor (or their designate) and ITS representative (either the project manager or business analyst) make a brief presentation which includes: a high-level summary of the request and the information gathered during the Initiation Phase including:

A brief description of what is being requested and why
 a brief description of the proposed solution,
 the desired outcomes and benefits associated with the proposed solution
 estimates to conduct analysis and investigative activities of the Define Phase
 preliminary estimates for the full implementation, and
 other influencing factors
Approval at the Initiation Gate Review confirms the project’s fit in the portfolio and establishes its prioritization and desired timing. This approval does not authorize a budget for the entire implementation, but authorizes funding for ITS resources to complete a definition/requirements effort for this project.
Includes:
 Submission of materials to the Project Office for coordination and scheduling of the Initiation Gate
Review

Preparation of summary presentation for the review

Review meeting and decision to approve or cancel the project
Created by:

ITS Project Manager, ITS Sponsor and
Executive Sponsor
Excludes:
 Approval for full project budget/ implementation

Build vs. Buy decision

Specific start/finish dates for the project
Reviewed and Approved by:

ITS Project Office

Appropriate ITS Portfolio Governance
Body
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Completion Criteria:
 Project Initiation Document, Project Schedule-version 1 and Estimating Worksheet have been
 reviewed, completed and archived in the project folder.
The Project Initiation Document has been distributed to the appropriate governing body for review
 in advance of the review meeting
The appropriate governing body has met, reviewed the Project Initiation Document and provides direction and prioritization or re-prioritization.


Status of “Initiated” or “Cancelled” is assigned by the final approvers from the governing body.
ITS Project Manager updates the project plan with target activities and dates to perform the Define
Phase activities (If the project has been approved to proceed).

The Change Control Manager is notified that the project request has been approved as a project.
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Responsibilities:
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
Review & Decision on all Project Initiation Requests
 Review & Decision on all Project Definition Requests
Prioritization Decisions across University Technology Portfolio
 Liaison with Executive Staff
Frequency of meeting:
 Monthly
Meeting Process:


Meeting deadlines for submission published on ITS Project Office Web site
 Project Managers submit requests for review to ITS Project Office
Assemble and deliver agenda and documents prior to meeting
Inputs:
 University Strategic Plan
 Current ITS Project Portfolio
 Requests for Gate Review - Project Initiation and Project Definition
 In-person representation from Executive Sponsor (or designee) and ITS Project
Manager (or designee)
Outputs:
 Decision and direction on each gate review request
 Updated ITS Project Portfolio (ITSPO)
 Documentation of Committee Decisions (ITSPO)
Sample Agenda:
 Review Initiation Requests
 Review Definition Requests
 Progress Review of Funded-Active Projects
 Priority Assessment & Decisions
Exception Types:


Mandated Deadline
Disaster Response
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Introduction: 2.0 Define Phase
Phase Description & Goals:
The Define Phase begins after the project has passed the Initiation Gate review and it has been approved for inclusion in the ITS Project Portfolio. The main goals of the Define Phase are to:
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 detail the project objectives and scope establish project ground rules and expectations, identify all project stakeholders and approvers and define project roles and responsibilities, gather and document detailed functional and technical requirements for the project and project deliverables, gain customer approval for project scope, requirements and success criteria, secure project funding for the project and present the Executive Sponsor and appropriate governing bodies with a full cost estimate validated against detailed requirements for approval
Work done in this phase ensures that all parties agree on the scope, goals, approach, and costs of the project.
Includes:

Project Charter


Requirements
University “Project Request Form” (funding




 signatures/commitment)
Project Definition Gate Review – Executive
Summary
Gate Review Meeting
Approved Requirements
Project Cost Baseline
Updated project schedule reflecting detailed activities required to complete Project
Planning Phase
Excludes: o A detailed plan for full project implementation
Completion Criteria:
 All phase deliverables are completed and appropriate reviews, signatures, and submissions have been completed.

Decision obtained from the appropriate decision-making bodies during Project Definition Gate
Review.

Project Scope and Cost Baselines are set (upon approval at Gate Review).
 University “Project Request Form” to secure funding commitment is signed and submitted
 to Business and Finance.
This phase ends with a status of “Funded- Active,” “Funded – Inactive,” or “Cancelled.” A
 project may remain in the status “Seeking Funding” for some time before progressing through the
Definition Phase Gate Review.
Project Change Management practices begin.
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Define Phase Deliverable
Deliverable Description and Purpose:
The Project Charter states the goals of the project, articulates the project team’s agreed-upon approach to achieving goals, and establishes the ground rules for the project team’s efficient functioning as a temporary organization.
Developed in tandem with the Requirements-gathering process, the Project Charter will provide some inputs to Requirements, such as
 A detailed statement of scope (evolved from the Project Initiation Document),
 Business and Technical Assumptions, and
 Risk assessment
In addition, the Charter will contain some content dependant on outputs from Requirements and
Schedule, such as
 A requirements-based cost estimate and
 Major milestones with preliminary target dates
Upon completion, the Project Charter is approved by the Executive Sponsor. After its approval, the
Project Charter is updated and remains available to all project participants throughout the life of the project as the primary source of definitional information about the project.
Includes:

Project Objective Statement

Solution Approach/Scope

Successful Outcomes

Benefiting Users/Audiences

Excluded Functions/Functionality
 Business & Technical Assumptions
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Constraint Matrix
Known Constraints
Project Team Roster
Major Milestone Target Dates
Project Governance Structure/Responsibility
Matrix
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Information Security Questions
Information Security Details
Regulatory Issues

Risk Analysis


Detailed Budget
Funding Sources
Responsibility for Recurring Costs
Excludes:

A detailed plan for full project implementation

Risks not unique to the project (routine, daily operational risks)
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Created by:
 IT Project Manager
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
Project Core Team
Customer representation
ITS Technical Representation (Functional
Managers/Architecture Review Board)
Reviewed by:

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
Executive Sponsor
Project Office
Quality Assurance
Completion Criteria:

Adequate information has been gathered to complete the Requirements Process and prepare a
Project Definition Gate Review – Executive Summary for the appropriate decision-making bodies.
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Define Phase Deliverable
Deliverable Description and Purpose:
Requirements-gathering activities and deliverables are key to ensuring that


Project expectations are aligned across the University, sponsor, stakeholders, and team members
Project completion and success can be validated through testing and other quality assurance activities.
The Requirements process looks to the Project Charter for the following necessary inputs :

A detailed statement of scope (evolved from the Project Initiation Document),

Business and Technical Assumptions, and

Risk assessment
Requirements process outputs allow for completion of the following areas of the Project Charter and the
Project Definition Gate Review – Executive Summary:

A requirements-based cost estimate and

Major milestones with preliminary target dates
Upon completion, the Requirements Document is reviewed by the Executive Sponsor and his or her designees, and a signature is obtained from the Sponsor.
Everyone involved with a project should be aware that this approval signifies the beginning of project change management . In other words, requirements are not set in stone, but as changes to the agreed-upon requirements are desired or found to be necessary, the Project Manager and team go through the formal change management process of describing, analyzing, and determining the impact of each change to the project (in terms of dollars, dates, required resources, and other measures of impact).
A mechanism for approval and integration of changes into the project is discussed in the Change Request sections of the Perform and Control Phase (deliverables 4.2 and 4.3).
Excludes:
 Schedule of tasks and assignments
 Solution designs to fulfill requirements
Includes:

Business Requirements

Functional Requirements

Infrastructure/Architecture Requirements

Disaster Recovery Requirements


Training Requirements
Communications Requirements

Post-Project Support Requirements
Created by:
 IT Project Manager

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
Project Core Team
Customer representation
ITS Technical Representation (CMT/ARB)
Reviewed and Approvedby:
 Executive Sponsor
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Completion Criteria:
 Requirements are articulated and organized in a format usable by future Quality Assurance/testing
 activities.
Adequate information has been gathered to complete the Project Charter and prepare a Project
Definition Gate Review – Executive Summary for the appropriate decision-making bodies.
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Define Phase Deliverable
Deliverable Description and Purpose:
This deliverable leverages a University process that reassigns funds to appropriate accounts once they have been committed for specific project work.
Funding commitment for a technology project is often pursued jointly by the Executive Sponsor and ITS
Project Manager. Efforts to secure funding begin after the project team has established a full estimated cost for the implementation, based on project requirements and the approach set forth in the Project
Charter (deliverables 2.1 and 2.2).
A project may remain in the status “Seeking Funding” for some time before progressing through the
Definition Phase Gate Review.
Includes:

Description of Request

Estimated Cost of Project

Authorization to Proceed o Account Numbers o Authorized Signatures o Credit Account
Created by:

ITS Project Manager

Executive Sponsor
Excludes:
 Detailed spending plan
Approved by:

All authorized signers providing funding for the project

ITS Sponsor

Executive Sponsor
Completion Criteria:
 A signed form with funding commitment(s) covering the estimated total project cost is completed and can be attached to 2.4 Project Definition Gate Review – Executive Summary.
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Define Phase Deliverable
Deliverable Description and Purpose:
This is the second deliverable that a project team submits to the appropriate decision-making bodies. The purpose of this document is to present to the appropriate decision-making bodies a summary of the definition work , including:

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
 a statement of the project’s confirmed scope, a high-level description of the planned approach to implementation, a refined cost estimate for the full implementation validated against detailed and sponsorapproved requirements (including vendor selections, where applicable), and comprehensive identification of funding sources.
Approval of this deliverable by the Technology Portfolio Management Committee authorizes a budget and priority for the remaining implementation of the project. Contracts may be signed after this approval . Upon approval the IT Project Manager sets the project’s requirements and cost baseline .
Throughout the project, any variances from plan will be measured against the estimates presented to and approved by the TPMC at this point.
A mechanism for approval and integration of changes into the project is discussed in the Change Request sections of the Perform and Control Phase (deliverables 4.2 and 4.3).
Includes:

Project Name
 Executive Sponsor’s Name
 ITS Project Manager’s Name

Project Objective Statement

Solution Approach/Scope

Successful Outcomes

Known High Impact/High Priority Risks


Detailed Budget
Funding Sources

Responsibility for Recurring Costs
 University “Project Request Form” with funding signatures and commitment

Request for decisions
Created by:

IT Project Manager
Excludes:

Scheduled tasks and assignments
Approved by:

Appropriate decision-making bodies
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Completion Criteria:
 Completed deliverable is signed by Executive Sponsor.
 Signed deliverable is submitted to the ITS Project Office for submission to the appropriate

 decision-making bodies.
UTMPC meets, reviews, and provides direction and re-prioritization.
University “Project Request Form” to secure funding commitment is signed and submitted to
Business and Finance.
 appropriate decision-making bodies assigns a status of “Funded- Active,” “Funded – Inactive,” or
“Cancelled.”


Project requirements and cost baselines are set.
Project change management practices begin.
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Introduction: 3.0 Plan Phase
Phase Description & Goals:
In the Plan Phase, the project team develops a task-level plan to fulfill all requirements articulated during the Define Phase within the budget approved at the end of the Define Phase. Specific change requests that are to be implemented into the production environment are outlined during this phase and requisite plans are completed for each change or dependent set of changes.
The goal of the Plan Phase is to plan at a task level and to establish approaches to major system functions before the design and development work begins. The areas that are treated with specialized plans in the phase include:
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Spending (tightly coupled within the Project Work Plan)
Communications
Training
Support
Testing
Implementation
Work done in this phase focuses in two areas: detailed planning and early, collaborative decision-making.
These two areas become increasingly critical to success as projects increase in complexity.
Includes:

Project Work Plan (detailed schedule) with resource assignments
Project Budget/Spending Plan

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

Communications Plan
Training Plan
Support Plan
Test Plan
Implementation Plan
Excludes:

Development of individual deliverables identified within the plan(s)
Completion Criteria:
 A single, integrated Project Work Plan and Spending Plan has been sketched out through the full



 implementation of the project.
Enough resource commitments have been obtained to begin work.
Remaining resource needs have been communicated to management and commitments are in negotiation.
Agreements have been reached among impacted parties regarding Communications, Training,
Support, Testing, and Implementation.
Five specialized plans are completed and accepted by their appropriate reviewers.
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Plan Phase Deliverable
Deliverable Description and Purpose:
This deliverable is the classic project plan, which is executed as a Microsoft Project document. It was begun upon completion of the Project Initiation Request (1.1), and later updated upon passing the Project
Initiation Gate Review (1.4).
Once the Project Definition Gate Review has been passed, the IT Project Manager and his or her team will develop the work plan for full implementation. This is the detail-level view of project activities , which encompasses all project management activities and articulates the systems development approach that is appropriate for the project (including stages such as design, inventory, development, testing, acceptance, implementation). Project teams have already conducted their analysis and requirements activities in the
Define Phase of the Project Process.
The 5 specialized plan deliverables included in this phase (Communications, Training, Support, Test, and
Implementation) should be developed in parallel with the Work Plan, as they will provide some inputs to the Work Plan. Although it not necessary to complete the specialized plans to complete a Project Work
Plan, some initial conceptualization on each of the five specialty areas will provide a guideline for what tasks will be needed to support the approaches that they design.
Collaborative development and management involvement are key in the development of a successful
Project Work Plan deliverable.
Includes:

Overall Project Schedule

Task identification

Dependencies between tasks

Skills requirements at task level
 Resource assignments at task level




Estimated labor hours at the task level
Planned start and finish dates at task level
Major milestones identified
All expenses (with expected paying Banner account number) are associated with a task in the plan
Created by:

IT Project Manager

Core Team

Customer Representation

Management involvement from any group expected to contribute resources to the project
Excludes:

Development of information that does


 not fit in the MS Project Plan
Ongoing requirements-gathering
Design of the system (although design activities will be planned here)
Execution of development activities
(although dates and resources for their execution will be planned here)
Reviewed by:

ITS Administrators

Executive Sponsor

IT Resource Coordinator
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SLU ITS Project Process Framework
Completion Criteria:


Approaches from the five specialized plan deliverables have been integrated.
A detailed MS Project plan forecasting the work from post requirements-approval through final implementation of the project’s goals (including activities to transition the system or service into a

 production/operational system) available.
ITS Administrators and other management contributing resources have developed this plan jointly and made resource assignments and commitments.
A project end date is established.
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Plan Phase Deliverable
Deliverable Description and Purpose:
The Project Budget/Spending Plan is a detailed plan for how and when the funds secured in the Project
Definition Gate Review will be spent throughout the life of the project. For planning and management purposes, it provides a cash flow picture of all expected hard dollar (non-salary) expenses associated with the project.
It is recommended that the Budget/Spending Plan Deliverable be executed within the MS Project Plan that the team developed as the Project Work Plan Deliverable (3.1).
Includes:

Hourly rates for all external labor included in

 the Work Plan (contractors, trainers, vendors, consultants)
Amounts of any payments, purchases, and fees associated with all activities in the Work
Plan, for example: o Hardware o Software o Supplies o Maintenance fees o Tools/equipment o Construction costs o Auditors
Contingency funds
Created by:
 IT Project Manager
Excludes:


Internal labor: salary information for
SLU employees involved with the project
Ongoing costs beyond project implementation/completion
Reviewed by:


Executive Sponsor
Funding providers
Completion Criteria:
 All expected, identified expenses have been incorporated into associated activities within the

Project Work Plan.
Executive sponsor and other funding providers have reviewed and signed a summary of all expenses forecasted within the plan.
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Plan Phase Deliverable
Deliverable Description and Purpose:
The Communications Plan deliverable is executed in the form of two matrixes:

Project Communications identifies communication needs, paths, and vehicles within organization (a temporary entity) throughout the life of the project. This matrix only identifies communication paths and vehicles that are unique to the project and does not restate communications mechanisms that are provided for within the IT Project Process.
the project
 Implementation Communications identifies different audiences that will be impacted throughout the University community and identifies the needs, paths, and vehicles for messages and alerts that they will receive throughout project development, implementation, and transition to an operational system. o
In collaboration with project teams, the IT Customer Service Center drives the development of this deliverable. The IT Project Manager is responsible for engaging the IT Customer Service Center early in the project process and ensuring that a Communications Plan is developed.
Includes:

Purpose

Message

Audience

Communication Vehicle

Target Date(s)

Cost

Evaluation Strategy

Owner
Excludes:

Creation of individual communications pieces (although requirements for them will be planned here)
Created by:

IT Customer Service Center

IT Project Manager

Project Core Team
Reviewed by:
Completion Criteria:

Deliverable completed.

Overall approach integrated with Project Work Plan.

Executive Sponsor
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Plan Phase Deliverable
Deliverable Description and Purpose:
Like the Communications Plan, the Training Plan deliverable is executed in the form of two matrixes:

Project Training identifies specific audiences and their training needs within the project organization (a temporary entity) necessary to achieve the implementation goals of the project.
This matrix identifies new technical skills needed for ITS staff, as well as system or process training for all other types of University staff involved in the design, development, or testing of the new system.
 Implementation and Post-Implementation Training identifies all audiences external to the project team (if any) that will eventually use the new system. This matrix identifies the types of training that will be developed for these audiences and may include plans to facilitate a first-round of training for pilot or early-adopter groups. The facilitation of ongoing training courses, although planned and developed within the project, generally occurs after project completion as a part of regular operations.
In collaboration with project teams, the IT Training Department drives the development of this deliverable. The IT Project Manager is responsible for engaging the IT Training Department early in the project process and ensuring that a Training Plan is developed.
Includes:


Audience
Number of Trainees

Training Need

Purpose

Dependencies

Prerequisites

Training Type

Notes

SMEs/POCs

Training Materials/Tools

Target Date(s)

Evaluation Strategy

Cost

Owner
Created by:
 IT Training Department
 Customer Representation


HR Training Department (if applicable)
IT Project Manager
Excludes:

Creation of individual training pieces
(although requirements for them will be planned here)

Ongoing training beyond project completion (although requirements for them will be planned here and activities to develop materials for future use will be included within the Work Plan)

Facilitation of training
Reviewed by:
 Executive Sponsor
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Completion Criteria:
 Deliverable completed.
 Overall approach integrated with Project Work Plan.
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Plan Phase Deliverable
Deliverable Description and Purpose:
This deliverable identifies all of the new administrative tasks that implementation of the project will bring to various areas of the University. In other words, the Support Plan answers the question “Who will do what to keep all parts of this new system running in the future?”
This plan is executed in the form of a matrix that identifies the new/ongoing processes, tasks, resources, and service levels that the system will require from each of the following areas:







IT Operations
Customer Service Center (Call Center, IT Training, Data Center)
Facilities
Business Unit
Academic Unit
Vendor/3 rd Party support any additional areas unique to the project
It is important that the Support Plan developers work closely with the group developing the Project Work
Plan to include time and resources to develop the support pieces necessary for post-implementation success. If new staff is required or recommended for the future support of this system, the IT Project
Manager will use the Support Plan to open discussions with the appropriate management.
Collaborative development and management involvement are key in the development of a successful
Support Plan deliverable. Costs for the development of support mechanisms must be considered and accounted for very early in the project.
Includes:
 Provider










Service
Customer(s)
Related Training
Support Tools/Modifications
Transition Approach
SLA
Target Dates(s)
Cost
Evaluation Strategy
Owner
Created by:

IT Project Manager

ITS Infrastructure

Customer Representation

IT Customer Service Center
Excludes:

Detailed Service Level Agreements for each area
 Development of each new process identified
Reviewed by:

Executive Sponsor

All managers who will have new administrative duties within their area as a result of the project (ITS and non-ITS)
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Completion Criteria:
 Deliverable completed.
 Overall approach integrated with Project Work Plan.
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Plan Phase Deliverable
Deliverable Description and Purpose:
This deliverable is executed in the form a matrix that identifies:
 all stages of testing that the project will require (i.e. unit testing, integration testing, user


 acceptance testing, pre-production testing), who will execute each type of testing, in what environment the testing will take place, and who will provide sign-off and acceptance to mark the completion of each stage.
The IT Project Manger drives the development of this deliverable, in consultation with the primary ITS development groups working on the project and the customer areas affected by the project.
Includes:

Testing Phase

Testing Environment

Test Scripts/Test Cases

Test Script Developer(s)

Testers

Sign-off/Approver

Required Equipment/Data

Related Training

Target Date(s)

Owner
Created by:


IT Project Manager

Project Core Team
Impacted ITS Development Groups

IT Customer Service Center
Excludes:

Detailed Test Scripts (although their development and execution will be planned here)
Reviewed by:
Completion Criteria:


Deliverable completed.
Overall approach integrated with Project Work Plan.

Executive Sponsor

Any person identified as an authorized approver for the end of a testing stage
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SLU ITS Project Process Framework
Plan Phase Deliverable
Deliverable Description and Purpose:
The Support Plan already identifies who will do what once the system is live. The Implementation plan answers the specific question “How will we turn on our new system for real use the first time?”
Possible implementation approaches include a pilot period, a slow roll or phased introduction, or a “big bang.” The project team makes these decisions during the development of the Implementation Plan.
This deliverable consists of three parts:
 a narrative description of the implementation approach
 a detailed task plan for the actual implementation day(s)
 a list of the specific changes to the production environment to be implemented
Often, the project team will want to coordinate tasks down to an hourly or even minute-by-minute level of detail during the implementation event, so it is not effective to try to plan the details of the implementation day or weekend within the Project Work Plan. A separate, specialized plan in the form of a Microsoft
Project Plan or an Excel Spreadsheet is developed.
The IT Project Manger drives the development of this deliverable, in consultation with the primary ITS development groups working on the project and the customer areas affected by the project. The Task Plan portion of this deliverable will be roughed out during the Plan Phase and will continue to be articulated and refined throughout development and testing that takes place during the Perform & Control Phase of the project.
Includes:
 Data migration



Network cutovers
Address changes
Transition off of old system(s)


Retiring old systems
Incorporates pre-production testing from the
Test Plan

Incorporates necessary communications/alerts from the
Communications Plan
Excludes:

Instructions for accomplishing each task
 Post-implementation support details
Created by:
 IT Project Manager



Project Core Team
Impacted ITS Development Groups
IT Customer Service Center
Reviewed by:
Completion Criteria:

Deliverable completed.

Overall approach integrated with Project Work Plan.


Executive Sponsor
Any person identified as an authorized approver for the end of a testing stage
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Introduction: 4.0 Perform & Control Phase
Phase Description & Goals:
The Perform & Control Phase begins after, or may overlap to some degree, with the Plan Phase. In the
Perform & Control Phase, the majority of project development work is executed. The main purposes of this phase are to:



 develop deliverables that fulfill the project requirements developed during the Define Phase, execute the work plan developed during the Plan Phase, track and manage all development activities against the work plan, and monitor, report, and reconcile any variances from the plan that occur as a result of requested changes or other unforeseen events.
Work done in this phase ensures that all progress is actively measured against project expectations (dates, costs, functionality), changes are identified and assessed for impact, necessary adjustments are made to accommodate changes, and all progress is reported to the Executive Sponsor and the University
Technology Portfolio Management Committee.
For a project to have a status of Perform and Control, the following must have been reviewed, signed and on file with the Project Office:

Signed Project Initiation Request
 Signed Project Charter

Project Schedule and necessary plan
Includes:

Continuous tracking and refinement of work plan
Project Actuals: Time and Cost





Project Change Request
Change Log
Defect Log
Project Status Report
Excludes:

Continuous change without impact assessment on cost and schedule.
Completion Criteria:
 The deliverables in this phase remain live documents and are kept up-to-date throughout the

 duration of project activities.
Project participants provide updated actuals and other information at agreed-upon intervals throughout the project.
Status reports are delivered to the Executive Sponsor and appropriate decision-making bodies at agreed-upon intervals throughout the project.
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Peform & Control Phase Deliverable
Deliverable Description and Purpose:
Project “actuals” provide the necessary companion data to the planned hours and cost contained in the project work plan. Actuals are the hours actually spent working on a task and the dollars actually spent for project expenses.
Ideally, the Project Manager gathers actuals from ITS staff members and other project participants on a weekly basis and at the task level , in order to monitor how closely the work is progressing in relation to the plan. A project team that waits much longer between updates runs the risk of not noticing how quickly or by how much the project is varying from expected dates and/or cost.
The Project Manager may gather this information in a number of ways – via a weekly status meeting or via a weekly e-mailed spreadsheet showing participants the current open project tasks and asking for hours worked and/or percent complete.
Participants who have responsibility for any task in the project should provide the Project Manager with a timely report of a task that is behind schedule (i.e., he or she now knows that the task will take more time/hours than planned), as well as confirmation of when a task is complete.
Includes:

Updates filed within the Project Work Plan

A request for updates from the ITS Project


Manager
Response from task owners/participants with hours worked and/or percent complete
Timely reports from task owners/participants when any task is known to be off schedule, running long, or underfunded.
Created by:

Project Task Owners/Participants
Excludes:
 Narrative progress reports (except in the case of reporting overruns)
Reviewed by:

ITS Project Manager
Completion Criteria:
 The Project Work Plan is updated with actual data on a regular, frequent basis by the ITS Project


Manager.
Variances from plan are seen early, and can be addressed with Executive Sponsor and other interested parties in a timely manner.
This deliverable is an active process that remains live throughout the duration of the project.
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Peform & Control Phase Deliverable
Deliverable Description and Purpose:
The purpose of a Project Change Request is to capture information about a requested (or necessary) project change in order to assess its impact, to report any resulting cost or schedule changes to the
Executive Sponsor (and other funding providers, if necessary), and to gain approval to add the change to the project.
Variances (overruns, conflicts, inaccurate effort estimates) are not the same as changes, and should not be managed through this process. A project change is a planned, known change to project scope or approach, which can be identified and assessed for impact before the change is made – that is, additional work is done or purchases made. If a change is accepted by the Executive Sponsor, its cost and/or associated schedule impact is absorbed into the project plan baseline and becomes part of the overall budget and schedule.
All approved changes will be reflected on the ITS Project Portfolio monthly summary that is reviewed by the appropriate decision-making bodies. A large change (i.e. 20% or more) to a project’s scope or schedule should be accompanied by an explanation to the appropriate decision-making bodies in the monthly portfolio update. If the change presents a significant impact on resource usage or expected deadlines, the change item may be added to the agenda of the monthly portfolio review meeting for discussion.
At times, a change may occur outside of control (purchases made, scope added). In this case, the ITS
Project Manager should work with the participants and Executive Sponsor as soon as possible to identify the change, assess the impact, and decide with the Executive Sponsor whether to accept the change into the project budget or to continue to track it as a variance. However, in this type of after-the-fact situation, the impact assessment exercise can only be used for tracking and future planning purposes, since the money or labor has already been spent.
Includes:
 Change Name






Date Submitted
Change Request #
Requestor
Submitter
Detailed Description of Change
Impact Analysis (conducted by team) o Schedule o Cost o Related impact on other projects

Decision and rationale


Approver’s Signature(s)
Approval Date
Excludes:

Reporting of labor/cost variances that result in the normal course of project progress (variances in already-planned work)
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Created by:
 ITS Project Manager or Analyst working
 with the change requestor
Core Team and any other subject matter expert needed for impact assessment
Reviewed and Approved by:
 ITS Project Manager



Executive Sponsor
Other funding providers appropriate decision-making bodies, if necessary
Completion Criteria:

Change requests are only completed when a change to the project plan or requirements is desired.

A change request is initiated by the requestor, assessed for impact by the team, and approved by

Executive Sponsor (and other funding providers, if necessary).
Project plan is updated after change is approved.
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Peform & Control Phase Deliverable
Deliverable Description and Purpose:
The Change Log is a central document for tracking all change requests that have been filed over the life of a project. In this table, a summary of each change is maintained, along with its current status and the date of last update.
The Change Log should be opened with the first Project Change Request and then maintained as a live document throughout the duration of the project. The Change Log holds summary information about changes that the ITS Project Manager will include in the Project Status Report (deliverable 4.6).
If a project change requires changes to the overall system requirements or design, all established requirements, design and test script documentation should be updated by the ITS Project Manager, analyst(s), and developer(s) working on the project.
Includes:

Change Request #

Date Submitted

Requestor

Brief Description

Cost/Schedule Impact Summary

Status (requested, in analysis, pending decision, approved, rejected)
Created by:

ITS Project Manager
Excludes:
 Technical design details of change
Reviewed by:

ITS Project Manager
Completion Criteria:

This deliverable may be started as early as necessary in the project process. It remains live and
 updated throughout the duration of the project.
Updated project and system documentation, if necessary.
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Peform & Control Phase Deliverable
Deliverable Description and Purpose:
The Defect Log is a central document for tracking all defects that are uncovered throughout the formal testing cycles of the project. In this table, a summary of each defect is maintained, along with its current status, resolution owner and target date, and the date of last update.
The Defect Log should be opened with the first formal testing activity of the project and then maintained as a live document throughout the duration of the project. A defect’s status may go back and forth between “in development” and “ready for retest” until a resolution is reached.
The Defect Log holds summary information about defects that the ITS Project Manager will include in the
Project Status Report (deliverable 4.6).
If a defect resolution requires changes to the overall system design, all established requirements and design documentation should be updated by the ITS Project Manager, analyst(s), and developer(s) working on the project.
Includes:
 Defect #







Date Submitted
Reported by
Testing Phase
Testing Environment
Brief Description of defect
Notes about
Status (Reported, Assigned, In development,
Ready for retest, Resolved)

Impact Level (1-Critical, 2-Moderate-No
Workaround, 3-Moderate-Temp
Workaround, 4-Cosmetic Only, 5-
Improvement-Beyond Requirements)

Assigned to

Notes (brief!)
Created by:
 ITS Project Manager


All testers
Developers with defect resolution assignments
Excludes:

Detailed technical design necessary to correct each defect..
Reviewed by:
 ITS Project Manager


Core Team
Executive Sponsor
Completion Criteria:

This deliverable may be started as early as necessary in the project process. It remains live and
 updated throughout the duration of the project.
Updated project and system documentation, if necessary.
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Peform & Control Phase Deliverable
Deliverable Description and Purpose:
The project status report is the main vehicle for communicating with the Executive Sponsor and University
Technology Portfolio Management Committee (appropriate decision-making bodies). It is also a valuable tool for summarizing and providing “big picture” visibility within the project team.
This is a one-page document that functions as a dashboard to the project, focusing in four major areas : overview of project schedule & cost (compared to baseline), issues, changes, and defects.
It is important to remember that status denotes measurement against a specific target at completion
(such as percent over-budget, days ahead of schedule, percentage resolved, etc.). This distinguishes the project status report from the type of progress report that provides a summary of what has been accomplished to date – providing only a backward view of the project.
Status reports are completed on at regular intervals, on a schedule agreed upon with the Executive
Sponsor, usually monthly.
Includes:
 Project Performance Metrics o Cost (baseline, actual, EAC, variance) o Schedule (baseline, actual, EAC, variance) o Explanation of variances


Issues - metrics (# in each status)
Issues - summary (new/high impact)



Changes - metrics (# in each type/status)
Changes - summary (new/high impact)

Defects - metrics (# in each impact/status)
Defects - summary (new/high impact)
Created by:

ITS Project Manager
 Core Team
Excludes:

A detailed narrative of project progress
(i.e. individual tasks completed and in progress).
Reviewed by:


Executive Sponsor appropriate decision-making bodies
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Process and Procedures:
1. The Project Manager is responsible for completing this report reflecting project
2. status as of the close of business Friday (as of date). Reports are due at noon on the first business day of the week following the “as of date”.
Complete all sections in the report and save to the project’s folder on the
3.
4.
T:\ drive.
The following the file name convention shall be used:
(####_Project_Name_Status_MMDDYYYY) where #### is the assigned project number and MMDDYYYY is the “as of date” for the report.
Submit to the Project Office by saving a copy of the report to T:\ITS-
Projects\Active Projects_Weekly Status Reports, in the subdirectory labeled with the “as of date” for your report.
Completion Criteria:

Monthly summarization of all project schedule/cost, issues, change, and defect information.
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Introduction: 5.0 Close-Out Phase
Phase Description & Goals:
The Close-Out Phase is the most commonly neglected phase of any project. Often, by this time, the team and customers are so excited by the release of their new system, that the final tasks receive little attention.
Although the Close-Out activities can often be completed relatively quickly, there are several important tasks included:




Updating the project plan with all final data.
Completing any project-related financial transactions.
Capturing best practices and lessons learned.
Gaining Executive Sponsor acceptance of the new system.
Work done in this phase ensures that the good work accomplished and the difficulties encountered in this project are acknowledged, documented, and made accessible for the benefit of future project teams. In addition, the Executive Sponsor and all project team participants have a chance to reflect on the process of conducting the project, and all administrative tasks are finalized.
Includes:

Final Plan Update

Administrative Close-Out

Close-Out Meeting

Close-Out Report

Release of project resources (people, equipment, and/or computing environments)
Excludes:
1.
Ongoing production support for the new system.
2.
Continued changes or enhancements to the system.
3.
Requirements-gathering for the next generation of development on the new system.
Completion Criteria:

The project plan has been updated with all of the final actuals (labor hours and dollars).

Final project-related expenses have been paid.

Project Team has met to validate completion and capture project best practices and lessons
 learned.

Executive Sponsor has acknowledged completion.
Transition to production support is complete.

Initiation of follow-own projects (if necessary) is underway as a new effort.
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Close-Out Phase Deliverable
Deliverable Description and Purpose:
The Final Plan Update is the final extension and completion of Project Actuals: Time & Cost (deliverable
4.1).
The Project Manager gathers this information in the normal reporting process already established by the project team and incorporates it into the final update of the MS Project Plan .
Participants who have responsibility for tasks in the project will provide their labor hours information, as well as information about any outstanding expenses waiting to be paid. The ITS Project Manager will work with the ITS Business Office or other offices administering project funding to ensure that all costs are reflected and all invoices have been received.
Includes:

A final request for updates from the ITS


Project Manager
Response from task owners/participants with hours worked and/or percent complete
Final verification on all project-related expenses.
Excludes:

Ongoing production support for the new system.

Continued changes or enhancements to the system.

Requirements-gathering for the next generation of development on the new system.
Created by:

ITS Project Manager
 Project Task Owners/Participants
Reviewed by:

ITS Project Manager
Completion Criteria:

This deliverable closes out and ties up all loose ends in the project plan document.
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Close-Out Phase Deliverable
Deliverable Description and Purpose:
Administrative Close-Out involves more than completing a check list. It is a critical process for ensuring that the business of a project has been completed, bills have been paid, and resources and equipment have been released from the project.
Includes:

Paying final invoices

Completing other University business


 processes that were initiated by the project
Informing management that project tasks are complete
Transition to operational support
Documentation completed and filed
Created by:

ITS Project Manager

All offices/parties providing funding for the project
Excludes:

Ongoing production support for the new
 system.
Continued changes or enhancements to the system.
 Requirements-gathering for the next generation of development on the new system.
Reviewed by:

Executive Sponsor

ITS Sponsor

Managers who provided resources as project participants
Completion Criteria:
 All checklist items have been completed or appropriately addressed with interested parties.

All invoices and/or other administrative transactions related to the project have been paid and completed.
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Close-Out Phase Deliverable
Deliverable Description and Purpose:
In the Close-Out meeting, project participants, including the Executive Sponsor, have an opportunity to assess the successes/weaknesses of the new system and to assess the successes/weaknesses of the project process that they are completing. In the case of a very large project, this meeting may be conducted as a collection of small meetings, each focusing on a different population of project participants.
The ITS Project Manager will summarize the results of the meeting(s), as well as present a final measurement of project performance against targets – sort of an expanded final version of the Project
Status Report.
Close-Out Reports for all projects will be filed with the ITS Project Office where the project’s final metrics will be recorded, and the report will be made available to future project teams for their reference and assistance.
Includes:
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Project Name
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ITS Project Manager


Executive Sponsor
“Successful Outcomes” Summary
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
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Cost Performance Summary
Schedule Performance Summary
Project Change Request Summary
Defect Summary
Major Obstacles Encountered
Lessons Learned
Best Practices
Executive Acceptance
Created by:

ITS Project Manager

Executive Sponsor
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Project Participants
Excludes:
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Ongoing production support for the new
 system.
Continued changes or enhancements to the system.
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Requirements-gathering for the next generation of development on the new system.
Reviewed by:
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
ITS Sponsor
ITS Project Office
Completion Criteria:
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All success criteria of the project have been met and/or the new system has been accepted by the customer.
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All administrative details of the project have been completed and final metrics reported in the
Close-Out report.

Project participants have had an opportunity to provide relevant feedback on both the new system and the project process.
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A Close-Out Report and Final Project Plan are filed with the ITS Project Office.
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The project status moves to closed, and it drops from the ITS Project Portfolio.
ITS Project Office 41 Revised 7/16/08