INFORMATION TECHNOLOGY SERVICES Project Definition Project Identification Project Name: PSS #: Phase: Initiation Date: #### Project Sponsor: Version: 1.0 Project Manager: Overview / Purpose Briefly describe why Loyola is undertaking this project? Describe the business reasons for the project and / or the business issues that this project is planning to address. Primary Stakeholders Lists the individuals, groups or departments that will be impacted (in some way) by this project. Stakeholder Involvement / Impact Scope List the major project activities. Also include activities that are out of scope (i.e. activities that will not be included in the project.) Out of Scope: Updated: March 18, 2016 Document1 Page 1 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition Deliverables List the products of the project. Include both project management and product deliverables. Critical Success Criteria List the outcomes that must be achieved in order for this project to be considered a success for the business. After the project has been completed, what factors will be considered to determine if the project objectives have been met. Assumptions Describe facts, details and, agreements that are part of the basis of the planning for this project. Identify the known factors that will lead to the project’s success. . Constraints / Risks List the known factors that may impact the successful completion of the project. Identify the potential issues that will need to be managed in order to mitigate their impact to the project’s success. Updated: March 18, 2016 Document1 Page 2 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition Preliminary Labor and Cost Estimates List any specific project related expenses / expenditures Cost Type Labor (In House) Please specify if labor costs will be managed internally Please specify if consultants will be used, their hourly rate and anticipated expense to the project. Material (including software and licenses) Please specify any project related expenditures for hardware or software. Amount $0 $0 Consulting Fees (Out of House) Please specify any additional fees related to consultants. Total Anticipated future Operational Expenses Please specify future project related expenditures for future maintenance, etc. Preliminary Milestones Note: These Milestones are estimates only and are subject to revision as business, functional, and technical requirements are more completely defined in the planning stage. Est. Completion Phase Milestone (mm/yy) Initiation Planning Execution Close-out Updated: March 18, 2016 Document1 Page 3 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition Project Team Members - Roles and Responsibilities List the needed project team members with their roles and primary responsibilities. When necessary, adjust roles and responsibilities as needed for the project. Refer to Project Roles and Responsibilities Document for additional information. Name / Title Role Primary Responsibilities Has a vested interest in the successful outcome of the project. Secures funding and overall approval on project. Vocal and visible champion for the project throughout the University. Confirms that the project’s goals and objectives are met to ensure that the project obtains the intended business objectives. Keep abreast of major Executive Sponsor project activities. Ultimate decision maker for issues that / Business Owner impact the business. Provides final approval for all major scope changes. Provides project direction and setting priorities when competing objectives exist overall in project. Provide approval to proceed to each succeeding project phase. Approves the Project Schedule. Provides regular feedback to the project team on performance versus expectations. Has vested interest in the completion of the project and Executive how the project will impact their specific area. Provides Stakeholder information, as needed, to insure that the project stays on track and meets the intended goals and deliverables. Provides subject matter expertise for department functions. Accurately and effectively represents the business needs of their department and the interrelationships between departments. Provides guidance and insight for the Project’s roll-out within their areas of Functional Lead responsibility. Makes project decisions on behalf of their respective departments. Obtains consensus within their department for broad business impactful decisions. Keeps key departmental sponsors and stakeholders abreast of major project activities. Provides and shares feedback on deliverables. Provides testing support. University-wide subject matter expert. Provide guidance and insight for the Project’s roll-out. Provide subject Enterprise SME matter expertise for various departmental functions and the inter-relationships between departments. Vocal and visible champion for the project throughout ITS and the University along with Business Sponsor. Keeps abreast of major project activities and provides additional information requested by the Business ITS Sponsor Sponsor. When necessary, addresses issues with project priorities and resource constraints as escalated by the Product Owner or Project Manager. Final escalation point for all ITS issues. Oversight for the product’s seam-less hardware and software integration within the Loyola architecture. ITS Product Owner Owner of all application integration design. Identifies needed technical resources. Escalation point for technical issues. Owner of vendor management and Updated: March 18, 2016 Document1 Page 4 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition Project Team Members - Roles and Responsibilities List the needed project team members with their roles and primary responsibilities. When necessary, adjust roles and responsibilities as needed for the project. Refer to Project Roles and Responsibilities Document for additional information. Name / Title Role Primary Responsibilities relationships for product support. Responsible for product versioning and upgrade decisions. Decision maker for product configuration and infrastructure design. Responsible for ensuring that the project team completes the project within time, scope and budget. Has ownership for all Project Management tasks and activities. Responsible for development and management of the overall project plan. Gathering approval for deliverables from Project Sponsors. Project Manager Responsible for managing project risks. Responsible for communication to stakeholders. Responsible for ongoing status reporting, including project health. Responsible for overall management of the vendor relationships. Responsible for addressing issues with resource constraints. Responsible for identifying need for escalation of issues. Analyzes and develops an understanding of the current state processes to ensure that the context and implications of change are understood by the department and the project team. Develops an understanding of how present and future business needs will impact the solution. Identifies the sources of requirements and understands how roles help determine Business Analyst the relative validity of requirements. Develops a Requirements Management Plan and shares with the Project Team and all stakeholders. Identifies and documents all business, technical, product and process requirements. Works with the department to prioritize the requirements. Helps to define acceptance criteria for completion of the solution. Provides assistance and support for developing and ITS Security Team implementing the appropriate and required security environment. Project Definition Approval By signing below, the identified individuals approve this Project Definition Document and agree to provide project team members as identified in the “Project Team Members” section. Name, Title Signature Date Updated: March 18, 2016 Document1 Page 5 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition Project Definition (Instructions) The purpose of the Project Definition document is to clearly and accurately define all project attributes from the beginning in an effort to ensure the project’s success. This is a consolidated source of information about the project that identifies the key components of the project, including scope, deliverables, critical success criteria, assumptions, risks and constraints, costs, milestones, and roles. Utilizing Loyola’s “best fit” approach to Project Management, not every section of the Project Definition may need to be filled-out for every project. Additional components may be used by the Project Manager as they are deemed necessary and required by their project. The key “components” of each Project Definition section are outlined below: Project Identification: The Project Identification section identifies preliminary project information including Project Name, PSS #, Sponsor’s name and title, and Project Manager’s name. Overview / Purpose: This section describes the business purpose or need for implementing the project. This section should consist of the business reasons for the project and / or the business issues that the project will address. A description of what the project is planning to achieve should also be included. And, if available, the “business value” for doing the project should be included. The source of this information is typically the Project Sponsor and / or the Primary Stakeholders, Primary Stakeholders: Stakeholders are persons or groups who are actively involved in the project or whose interest may be positively or negatively affected by the performance or completion of the project. Stakeholders may exert influence over the project, its deliverables, and the project team members. For each project, both internal and external stakeholders must be identified in order to determine the project requirements and expectations of all involved groups. Stakeholder identification is a continuous process and can be difficult to finalize. Identifying stakeholders and understanding their relative degree of influence on a project is critical. Scope: Project scope is focused on what needs to be accomplished to complete the project and deliver the product, service or result with specified features and functions. The project’s scope can be identified thru discussions with the Project’s Sponsor and key Stakeholders. Managing the project’s scope is one of the fundamental responsibilities of a project manager. It is important for the Project Manager and Team to understand the Project’s Scope in order to be able to recognize scope creep as it occurs. As important as identifying what will be included in the project is to clearly identify what will not be part of the project (i.e. out of scope). Deliverables: A deliverable can be an outcome to be achieved or a product to be provided. It becomes a set of specified outputs for each project milestone. A deliverable is a tangible or intangible object produced as a result of the project that is intended to be delivered to a customer. A deliverable could be a report, a document, a server upgrade or any other building block of an overall project. A deliverable may be composed of multiple smaller deliverables. It may be either an outcome to be achieved or a product to be provided. A deliverable differs from a project milestone in that a milestone is a measurement of progress toward an outcome whereas the deliverable is the result of the process. For a typical project, a milestone might be the completion of a product design while the deliverable might be the technical diagram of the product. In technical projects, deliverables can further be classified as hardware, software, or design documents. Critical Success Criteria: These factors are important to those who will benefit from the project and those who are responsible for determining the success criteria. Critical Success Factors are the essential activity that must be completed well if you are to achieve the mission, objectives or goals of your project. By identifying your Critical Success Factors, you can create Updated: March 18, 2016 Document1 Page 6 of 7 (Ver. 1.0) INFORMATION TECHNOLOGY SERVICES Project Definition a common point of reference to help you direct and measure the success of your project. As a common point of reference, CSFs help everyone on the team know exactly what's most important to the customer. Assumptions: Assumptions are factors that, for planning purposes, are considered to be true, real, or certain. Each assumption is an "educated guess", a likely condition, circumstance or event, presumed known in the absence of absolute certainty. Once identified, assumptions should be evaluated from a long term perspective, according to confidence level (i.e. How confident are you that this assumption will be proven correct?), followed by a related "if-then" risk counterpart analysis (i.e. If this assumption is proven incorrect, what will be the likely consequences for the project?). Constraints / Risks: Constraints are applicable restrictions that will affect the performance of the project. A constraint can be any factor that affects when an activity can be scheduled. The primary impact of project constraints is the likelihood of delaying the completion of the project. There are three types of project constraints: technological, resource and physical. The technological constraints relate to the sequence in which individual project activities must be completed. For example, in constructing a house, pouring the foundation must occur before building the frame. Resource constraints relate to the lack of adequate resources which may force parallel activities to be performed in sequence. Project risks can be further aligned with the specific project triple-constraint variable that they may impact if not addressed: schedule, budget and quality. The Team needs to identify the potential issues / risks that will need to be managed in order to mitigate their impact to the project’s success. Preliminary Labor and Cost Estimates: If the project, has a specific budget assigned, at a high-level, please include the currently identified costs. If not budget has been defined, yet some expenses are known, please include those anticipated expenses as well. For inhouse projects with no project related expenses, put zero ($0) in the amount column next to the respective cost type. Equally important is to identify any anticipated costs associated with post-implementation maintenance or support of the deliverables. Preliminary Milestones: The milestones are only estimates and can be revised during any phase of the implementation. A milestone is a measurement of progress toward an outcome, whereas the deliverable is the result of the process. For a typical project, a milestone might be the completion of a product design while the deliverable might be the technical diagram of the product. Project Team Members – Roles & Responsibilities: In this section we identify the resources needed to complete the project. This is only a preliminary list. Resource roles and responsibilities may change as additional planning is completed and the project moves to completion. Along with identifying the individual for a specific role, it is essential that responsibilities are clearly outlined to avoid future confusion. When necessary, adjust roles and responsibilities as needed for each project. Clearly, all the listed roles are not required by every project. The PM, with input from the Sponsor, should identify what Roles are needed for the project. Project Definition Approval: Gather formal, or informal (email), approval for the Project Definition document from the person(s) who owns the project, Business Owner or Executive Sponsor. Their approval confirms that they are in agreement with the content stated in this Project Definition document. Gathering their feedback is essential to make sure that everyone has a basic understanding of the project; what will, and will not include. Updated: March 18, 2016 Document1 Page 7 of 7 (Ver. 1.0)