PROJECT MANAGEMENT
FRAMEWORK
I NFORMATION T ECHNOLOGY
S ERVICES
Version:
Doc Security:
Author:
Date:
5
Public
Peter Woolley
22/07/2014
Project Management Framework
Flinders University
Glossary
Acronym or Term
Definition
AG
Advisory Group. A group of people who advise on specific
business issues.
BAU
Business As Usual. Refers to the day to day operational
environment and workloads.
CIP
Capital and Infrastructure Plan. A Flinders University investment fund
focused on strategic and innovation projects.
Framework
A logical structure for classifying and organizing complex
information”
Governance
The method or system of management in the decision making
process.
ICT
Information Communication Technology.
IS
Information Services, a portfolio in Flinders University.
ITS
Information Technology Services, a division of Information
Services.
ITSPS
Information Technology Services Project Services.
Methodology
A documented approach for performing activities in a coherent,
consistent, accountable and repeatable manner
Plain English
A writing style that uses clear, concise language that is free of
jargon and formatted to be easy to read.
PMF
Project Management Framework.
PMM
Project Management Methodology. Based on Prince2 and used
for complex projects within the ITS division of Flinders University.
Prince2
Projects in a Controlled Environment – Prince2 is a project
management methodology created by the Office of Government
Commerce UK.
Project
“A temporary organisation that is created for the purpose of
delivering one or more business products according to an agreed
Business Case” Prince2
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Contents
Introduction ........................................................................................................................... 4
Project Work .................................................................................................................. 4
Operational Work ........................................................................................................... 4
Objectives ......................................................................................................................... 4
Structure............................................................................................................................ 4
Project and Project Management Principles .......................................................................... 5
Project Principles ............................................................................................................... 5
Project Manager Principles ................................................................................................ 6
Project Life Cycle .................................................................................................................. 8
Project Funding ................................................................................................................. 8
Project Costs ..................................................................................................................... 8
Pre-Project Approval ......................................................................................................... 9
Start Up ........................................................................................................................... 11
Initiation ........................................................................................................................... 13
Delivery ........................................................................................................................... 15
Closure ............................................................................................................................ 16
Project Methodologies......................................................................................................... 17
System Development Life Cycle ......................................................................................... 19
Useful Links ........................................................................................................................ 22
Revision History .................................................................................................................. 23
Appendix A ......................................................................................................................... 24
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I NTRODUCTION
This document describes the Project Management Framework (PMF) to be applied to the
delivery of projects for the Information Technology Services division of Flinders University.
The Framework is based on Prince2 and the Project Management Institute Body of
Knowledge (PMBOK) methodology and includes workflows, templates and guidelines.
Project Work
ITS projects vary in size and complexity and the PMF is designed to provide a consistent
approach (the Project Management Process (PM Process)) to the delivery of all projects
irrespective of size and complexity. The level of detail required for specific project
management deliverables will vary depending on the size and complexity of projects.
It is the Project Manager’s responsibility to adapt project deliverables to suit the specific
needs and circumstance of individual project whilst adhering to the PM Process.
Operational Work
Operational work encompasses work that is repeatable or routine and thus considered
Business as Usual (BAU).
BAU work will be managed under the BAU processes and procedures and will be separate
and distinct from Project Work.
There may be instances when BAU requires a project to be established in order to complete
the specific BAU work. This may occur due to the size of changes required, resource
unavailability or a combination of factors. In these circumstances a project will be
established and run under the PM Process.
O BJECTIVES
The key objectives of the Framework are:
•
To create a consistent project process to be used across the Information Technology
Services Division
•
To improve project efficiency, quality and success rate.
•
To provide processes and procedures to ensure all project stakeholders have
visibility of project performance to enable appropriate decision making.
•
To reduce risk exposure through projects.
•
To define clear roles and responsibilities in Projects.
S TRUCTURE
The Project Management Framework consists of the following:




Project and Project Management Principles
The Project Lifecycle.
Project Management Procedures
The Flinders University ITS Project Services website.
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P ROJECT
AND
Flinders University
P ROJECT M ANAGEMENT P RINCIPLES
This section contains a number of principles that are to be applied to project and project
management within ITS at Flinders University. These principles are not intended to be an
exhaustive list but they are intended to cover the major approach to be used in project
management within ITS at Flinders.
The principles are to be adhered to by project managers in the running of projects.
P ROJECT P RINCIPLES
1. Any work undertaken by the Project Services group will be run as a project, i.e. with
the associated process and procedures and rigour relevant to the size and risk profile
of the project. There is no BAU work undertaken by Project Services.
2. Each project undertaken by Project Services will have a unique identifier that will be
a combination of the General Ledger Cost Centre and project code.
3. There will be one source of truth to record and report the financial status of every
project.
a. The one source of truth is the Project Financial Report (PFR)
b. The one source of truth must provide a complete financial position, i.e.
includes all procurement, labour (internal and external), expenses etc.
c. The financial status must record actuals to date and estimated cost to
complete for every project
d. The financial status must be able to be recorded over time, i.e. the financial
position at each period (weekly, monthly) is recorded and can be reviewed at
any time.
4. Projects will be delivered by a team of resources lead by a Project Manager.
a. Project teams will be staffed by resources from the various domains (Client
Services, Infrastructure Services and Application Services) and external
sources.
b. Project teams will be staffed by full time and part time resources.
5. Each project initiated by Buildings & Property that requires ITS services will have an
ITS project manager appointed and be assigned to an ITS project.
The relationship between B&P projects and ITS projects may be one to one or many
to one (i.e. many B&P projects to one ITS project). This approach is to cater for
small, low risk work requested by B&P that does not require a significant amount of
management effort without compromising the Project Services quality of delivery.
6. Where possible the Project Manager and the delivery team will be co-located, i.e. sit
together.
7. All team members will record actual time spent on defined tasks and provide
estimate to complete values to enable the Project Manage to track and forecast effort
and cost of projects. Updating of actuals and ETCs will occur regularly – ideally
daily.
Tasks to be tracked in this manner will be defined by the delivery schedule and as
required by the Project Manager and be deliverable based, i.e. something has to be
produced.
8. The project management approach to be applied to projects will be the same
irrespective of the size of the project. The degree of detail and documentation
created to define the operation of the project will be tailored to the specific needs of
the individual project. For example every project must have a communication plan.
For a small, low risk project the communication plan may consist of one line
identifying the major stakeholder.
9. A security review is required to be undertaken by the Flinders security architect for
each project at the Start Up, Initiation and Delivery phases. This review will take into
account the Flinders Information Security Management Framework (ISMF) (currently
in draft) and the Data Classification framework. The security review will also assess
the risk associated with the implemented system.
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10. The project manager is responsible for completing, for every project, project
procedures and processes for each of the following areas;
a. Scope Management
b. Communication
c. Risk and Issue Management
d. Configuration Management
e. Quality Management
f. Stakeholder Management
g. Procurement
h. Human Resource Management
i. Delivery process
j. Transition Management
k. Organisational Change Management
The intent here is not to be onerous but to ensure appropriate rigour is applied to the
running of projects. Many of the procedures and processes, if not all, will have
templates available to minimise the re-work and time required to produce the
required documentation.
P ROJECT M ANAGER P RINCIPLES
1. The first point of support contact for Project Managers running of projects (the
processes and approach to be used) is the Senior Manager, Project Services.
2. Project Managers are responsible for obtaining effort, cost and schedule delivery
estimates for projects. In order to do this Project Managers must:
a. Involve relevant and appropriate resources (e.g. business representatives,
technical staff, Associate Directors)
b. Estimates and delivery plans must be reviewed by independent people for
content and process
c. All assumptions made in the creation of the estimates and delivery schedule
must be documented and clearly explained to the relevant parties providing
approval and relevant business representatives. Risks associated with
assumptions and their mitigation plans must also be explained.
d. Estimates and delivery schedule must be approved prior to the
commencement of a project
3. Project Managers are responsible for and will be held accountable for the delivery of
projects to the agreed estimates and delivery schedule. This does not mean the
Project Managers will be penalised in any way for cost or schedule over / under runs,
however the Project Manager must provide;
a. reason/s for the any variation to estimates and / or schedule
b. action plans (including any risks that have identified due to the project
variations) to recover the project to the original approved estimate and
schedule
c. reasons why the project can’t be recovered to the original approved state if
this is the case
d. revised cost and schedule forecast that are achievable and the risks
associated with not meeting the revised forecasts
4. Project Managers must provide regular status reporting on projects giving details of
actual spend to date and forecast spend (effort and cost) and forecast delivery dates.
5. Project Managers must define a communication plan before the commencement of a
project that identifies all stakeholders and how communications will be undertaken to
these stakeholders. Project Managers must execute the communication plan.
6. Project Managers will define a delivery approach (methodology) to be used for each
project. It is anticipated that there will be significant re-use from the standard Project
Services methodology and from one project to another.
7. Resources required for a project are to be identified as part of the project planning
stage. This planning is to include a role description and whether the individual will
come from BAU teams or external source. This planning will require involvement of
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BAU domains to ensure resource suitability and availability.
If additional resources are required during the project appropriate planning as
described over will be carried out to fill the identified roles.
8. Project Managers will have multiple reporting lines for any one project;
a. To the relevant Associate Director or delegate. This reporting line is
concerned with the delivery of the project to agreed parameters, i.e. cost,
schedule and resource requirements.
b. To the nominated business representative. This reporting line is concerned
with delivery of the project to agreed parameters and meeting the business
need.
c. To the Senior Manager, Project Services. This reporting line is mainly
concerned with how the project is being run, processes used etc.
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P ROJECT L IFE C YCLE
The Project Life Cycle defines the journey a project takes from an initial recognition that a
project is required to achieve some objective. The Project Life Cycle defines the major
decision gates that are required to be passed in order for the project to continue. The
process flows shown below depict the basic process that makes up the Project Life Cycle
and the associated key stakeholders. Appendix A provides a one page summary of the
Project Management Framework.
P ROJECT F UNDING
The Project Life Cycle does not establish or set any guidelines for project funding. Funding
for projects come from a variety of sources and those sources may be different for different
projects and any one project may have more than one funding source.
Each project will obtain funds through the life cycle process. The funding sources are
identified in the Project Management deliverables produced for each project.
P ROJECT C OSTS
Part of the Project Life Cycle involves estimating costs to complete the identified work
associated with a project. Project costs are made up of a variety of things and the following
is intended to be a guide to what is to be included in project costs and what is not to be
included.
Consideration must also be given to the on-going costs, i.e. project costs and on-going
support costs. The aim is to provide a total cost of ownership estimate when costing
projects. The first year of on-going support must be included in the project costs, i.e. the
capitalised cost for the project. Costs associated with on-going support past the first year of
operations are to be estimated and included in any business case for the project but will be
funded as an operating cost by the responsible ITS area, i.e. Applications Services,
Infrastructure Services or Client Services.
Types of costs to be included in project estimates;




Any items to be procured for the project, e.g. software, hardware, services etc.
External labour –any work performed for a project by resources not directly employed
by the University, e.g. contractors, or third party suppliers.
Expenses, e.g. travel, books etc.
Internal Labour – any resource that is directly employed by the University that
performs work on the project (with the exceptions of those roles listed below)
Types of Costs not to be include in project estimates;

Internal labour – specific governance roles associated with the project;
o Project Board members
o Project Sponsor
o Associate Directors
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P RE -P ROJECT A PPROVAL
The first stage in the Project Life Cycle is the Pre-Project Approval stage which is concerned
with reviewing the project request to determine if the request fits within and contributes to
the Universities’ strategic goals. This determination is carried out by an Executive Sponsor.
The Executive Sponsor can be:





Vice-Chancellor
Deputy Vice-Chancellor (Research)
Deputy Vice-Chancellor (Academic)
Vice-President (Strategic Finance and Resources)
Vice-President (Strategy & Community Engagement)
The Pre-Project Approval is the first key approval gate for a project and the approval means
the creation of first half of the Project Management Plan (PMP), the Project Brief, can be
undertaken.
If the Executive Sponsor does not approve the creation of the PMP the Senior Manager PS
raises a risk or issue and manages the risk or issue to resolution.
If the project has originated from Building and Property then the Project request and
Approval to create the PMP (Project Brief) is assumed, i.e. Building and Property have the
approval to proceed and ITS is acting as a Sub-contractor to Building and Property.
At the end of this stage the project will be reported as;


Start Up
Status is Creation of PMP (Project Brief) approved
No costs accrue to the project in this stage.
Diagram 1: Pre-Project Approval
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S TART U P
Once the project has received approval to create the PMP (Project Brief) the Business
System Owner and Project Manager are appointed.
The Project Manager plans the work to create the PMP (Project Brief) and secures the
required resources. The ITS Governance may decide that a separate Business Case
document is required for the project. In this case the Project Manager separates the
Business Case from the PMP document.
Upon completion the PMP (Project Brief) is reviewed, updated and submitted to the ITS
Governance to formal approval. ITS Governance is made up of:



Executive Sponsor
Business Owner
Vice-President (Strategic Finance and Resources)
This approval in the second major approval gate in the Project Life Cycle. Approval at this
gate means;



the second half of the PMP; the Project Initiation Document (PID) can be created
the cost incurred in the Start Up phase will be funded from capital funds
the cost for the next phase (Initiation) will be funded form capital funds
The major consideration of this approval gate is whether the project is justifiable in terms of
cost and delivery schedule to meet the business objectives.
If the PMP (Project Brief) is rejected then either additional work is undertaken to provide
more information and the PMP (project Brief) is re-submitted or the project is cancelled. If
the project is cancelled the Senior Manager PS raised a risk or issue and manages the risk
or issue to resolution.
At the end of this stage the project will be reported as;


Initiation
Status is Creation of PMP (PID) approved
Costs accrue to the project in this stage.
Diagram 2: Start Up
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I NITIATION
Once the project has received approval to create the PMP (PID) the Project Board is
appointed. The Initiation stage includes the tender process if required. This stage usually
involves some discovery, e.g. the tender process, which requires the PMP (project Brief) and
or the Business Case to be updated. The Project Manager updates the PMP (Project Brief)
and Business Case as required and completes the PMP (PID). These deliverables are
reviewed and approved. Approval of these deliverables is provided by the Project Board as
part of ITS Governance.
This approval in the third major approval gate in the Project Life Cycle. Approval at this gate
means the project can commence the delivery stage. The major consideration of this
approval gate is to confirm that the project remains justifiable in terms of cost and delivery
schedule to meet the business objectives.
If the PMP and or Business Case are rejected then either additional work is undertaken to
provide more information and the PMP and or Business Case is re-submitted or the project
is cancelled. If the project is cancelled the Senior Manager PS raised a risk or issue and
manages the risk or issue to resolution.
At the end of this stage the project will be reported as;


Delivery
Status is Delivery
Costs accrue to the project in this stage.
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Diagram 3: Initiation
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D ELIVERY
Once the project has received approval to deliver the project create the PMP (PID) the
Project Manager executes the project according to the approved process as defined within
the PMP.
The Delivery stage includes the activities and associated approvals to transition the solution
to on-going support and implement the solution into a production environment.
The Delivery stage concludes with the fourth and final key approval which is approval to
close the project. This approval gate mean that all the required project deliverables have
been formally accepted by the Project Board and the project objectives have been met.
At the end of this stage the project will be reported as;


Closure
Status is Closure
Costs accrue to the project in this stage.
Diagram 4: Delivery
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C LOSURE
Once the project has been approved to close the Project Manager undertakes the project
closure activities including transition to on-going support (BAU).
The Closure stage does not involve a key approval gate however the Senior Manager PS
does approve the project closure to ensure all closure activities have been completed.
At the end of this stage the project will be reported as;


Closed
Status is Closed
Costs accrue to the project in this stage.
Diagram 5: Closure
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P ROJECT M ETHODOLOGIES
All projects undertaken by ITS will apply a common set of procedures. In addition to the
procedures Project Services provide a Project Management Checklist that is to be used at
the commencement of a project to ensure all relevant initiating and planning activities have
taken place for the project.
In circumstances where an individual project requires a deviation from common procedures
the Project Manager will create an alternative procedure and seek approval from the Senior
Manager, Project Services and the relevant Project Board to use the procedure.
The tables blow list the Project Management procedure, checklist and tools and templates
that are to be used by Project Managers in the management of project for ITS.
Project Management Procedure
Location
Scope Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Financial Management Procedure
Refer Project Finance Report template.
Quality Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Human Resource Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Communications Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Risk and Issue Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Procurement Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/procurement-processes-forits/procurement-processes-forits_home.cfm
Configuration Management Procedure
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
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Checklist
Location
Transition Checklist
To be created for each project.
Templates
Location
Project Request
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Project Management Plan (incorporates the
Project Brief, Project Initiation Document and
Business Case)
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Procurement Templates
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/procurement-processes-forits/procurement-templates.cfm
Project Finance Report
V:\Project Office\Project Management
Process\Project Templates and
Examples\02 StartUp
Project Status Report
V:\Project Office\Project Management
Process\Project Templates and
Examples\02 StartUp
Change Request
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Tools
Location
Risk Management Toolkit
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectservices/pmf/pmf-tools.cfm
Estimating Toolkit
V:\Project Office\Project Management
Process\Project Templates and
Examples\99 ProjectMgt
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S YSTEM D EVELOPMENT L IFE C YCLE
The following table summarises the System Development Life Cycle (SDLC) to be used for
application implementation projects. The table lists the major deliverables and who is
responsible for them and who contributes to their creation.
SDLC Applications
PM
Stage
Deliverable
Pre-Project
Approval
Start Up
Project Request
BA
Business
Reps
Technical
/ BAU
Solution
Arch
C
C
C
R
Test
Manager
Third
Party
Supplier
Final
C
R
PMP(Project Brief)
Final
Resource planning for Start Up and
Initiation Phases
Business Analysis
Plan
Business
Requirements
Non-Functional
Requirements
Solution Design
Final
Effort Estimates
Draft
R
C
C
C
C
Delivery Schedule
Draft
R
C
C
C
C
Project Costs
Draft
R
Security Review
Draft
R
C
C
PMP(PID)
Final
R
Resource planning for Delivery
Business
Requirements
Non-Functional
Requirements
Solution Design
Final
C
C
C
R
Effort Estimates
Final
R
C
C
C
C
Delivery Schedule
Final
R
C
C
C
C
Project Costs
Final
R
Delivery Approach
Final
R
C
C
Supplier's specific
requirements
document
Security Review
Final
System Architecture
Final
Requirements Trace
Final
Functional Spec
(Use Cases, process
re-engineering,
Activity diagrams,
data mapping, etc.)
Integration
Document
Final
R
C
C
R
Final
R
Draft
Draft
Draft
C
R
C
R
C
C
Initiation
C
C
R
C
R
C
R
Final
Final
Final
C
C
C
C
C
R
Draft
R
C
C
C
R
Delivery
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C
C
C
R
Final
R
C
C
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Integration tech
spec
Reporting
Document
Configuration
document
Test Master Plan
Final
Final
C
C
Test Cases
Final
C
C
Test Data
Final
C
C
Defect Mgt
Final
Coded Components
Final
Org Change plan
Final
Org Change
Material
Implementation
plan
Transition Plan
Final
Training Material
Final
Training
Final
Security Review
Final
R
Close Document
Final
R
Final
R
C
Final
Final
Final
R
C
C
C
R
C
C
R
R
C
R
R
R
C
R
C
R
C
C
R
C
R
C
C
C
C
R
C
C
C
C
C
R
C
R
C
C
C
C
C
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The following table summarises the System Development Life Cycle (SDLC) to be used for
infrastructure implementation projects. The table lists the major deliverables and who is
responsible for them and who contributes to their creation.
SDLC Infrastructure
PM
Business
Reps
Stage
Deliverable
Pre-Project
Approval
Start Up
Project Request (if
non-Building and
Property projects)
PMP(Project Brief)
Final
Resource planning for Start Up and
Initiation Phases
Business Analysis
Plan
Business
Requirements
Non-Functional
Requirements
Solution Design
Final
Effort Estimates
Draft
R
Delivery Schedule
Draft
R
Project Costs
Draft
R
Security Review
Draft
R
PMP(PID)
Final
R
Resource planning for Delivery
Business
Requirements and
Requirements Trace
Non-Functional
Requirements
Solution Design
Final
Effort Estimates
Final
R
Delivery Schedule
Final
R
Project Costs
Final
R
Delivery Approach
Final
R
Supplier's specific
requirements
document
Security Review
Final
Solution
Architecture
Requirements Trace
Final
Final
R
C
Test Master Plan
Final
R
C
Test Cases
Final
R
C
Test Data
Final
R
C
Defect Mgt
Final
R
Final
C
R
R
C
Technical /
BAU
Solution
Arch
Third Party
Supplier
R
Final
Draft
Draft
R
R
C
R
C
C
C
C
R
C
C
C
C
C
C
C
C
C
C
C
R
C
C
C
C
C
C
C
C
Draft
Initiation
C
R
Final
Final
R
C
R
C
Final
C
C
R
Draft
R
C
C
C
R
Delivery
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Org Change plan
Final
Org Change Material
Final
Implementation plan
Final
R
C
C
C
Transition Plan
Final
R
C
C
C
Training Material
Final
R
Training
Final
R
Security Review
Final
R
Close Document
Final
R
C
R
C
R
C
C
C
C
C
C
U SEFUL L INKS
Plain English
SA Government Plain English Guide
Plain English good practice guide
Plain English Document Check
Plain Language Australia document check
Reference Sites
http://www.prince-officialsite.com/
Prince2 Official website
https://www.flinders.edu.au/its/informationtechnology-services/about-us/its-projectoffice/index.cfm
ITS Project Services Website
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R EVISION H ISTORY
Date
Version
Name
Comments
30/06/13
0.1
Peter Woolley
Draft circulated for comment
30/6/12
1
Peter Woolley
Updated from comments and final version
issues.
12/8/13
2
Peter Woolley
Updated with new procedures
21/10/13
3
Peter Woolley
Added SDLC into document.
12/11/13
4
Peter Woolley
Corrected errors in Delivery stage
22/7/14
5
Peter Woolley
Updated Approval gates
Document version: 5
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A PPENDIX A
Document version: 5
Page 24 of 24