1. Scope This document outlines a framework for rebaselining the IT projects managed by Global Payments PMO. This framework includes i. Conditions under which IT projects can be rebaselined, ii. Rebaseline policy that describes various steps in the rebaseline process. 2. Sources The framework outlined in this document was developed based on the guidelines from the following reports. 1. Information Technology – Agencies Need to establish Comprehensive Policies to Address Changes to Projects’ Cost, Schedule, and Performance Goals; US GAO 2. Cost Assessment Guide – Best Practices for Estimating and Managing Program Costs; US GAO 3. Integrated Baseline Review (IBR) Guide, Working Release for Draft and Comment April 1, 2010 Revision; National Defense Industrial Association - Program Management Systems Committee 4. The Program Managers’ Guide to the Integrated Baseline Review Process –April, 2003 3. Abbreviations 1. PMB - Performance Measurement Baseline 2. IBR - Integrated Baseline Review 3. GAO - Government Accountability Office 4. Rebaseline Framework 4.1 Why Rebaseline a project? Factors external or internal to a project may often impact its Performance Measurement Baseline (PMB). A project’s PMB includes Scope baseline, Cost baseline, and Schedule baseline. A change (beyond a certain threshold) in any of these baselines requires that the project be rebaselined. In the absence of a rebaseline, variances get bigger and often obscure management’s ability to spot new trends and problems. Rebaselining is an important step in the project management exercise in that, if done frequently and improperly, it can be used to mask cost overruns and schedule delays. This necessitates a governance mechanism around project ... ... middle of paper ... ... place to prevent recurrence. 4.3.1 Responsibility Matrix for rebaseline policy Responsibility matrix for each of the activities in the rebaseline policy is shown below. Activity Responsibility Describe reasons when a rebaseline is warranted Project Manager Developing a new baseline Project Manager Validating the new baseline Project Management Office Management Review Stakeholders, Sponsors, Project Management Office, Project Manager, Team members Document the Process Project Manager Works Cited http://www.gao.gov/new.items/d08925.pdf www.gao.gov/new.items/d071134sp.pdf http://www.ndia.org/Divisions/Divisions/Procurement/Documents/PMSCommittee/CommitteeDocuments/OtherDocuments/NDIA_PMSC_IBR_Guide_Rev_040110.pdf http://www.ndia.org/Advocacy/Resources/Documents/Content/NavigationMenu/Advocacy/Resources/PDFs30/program_managers_guide.pdf
The budgets for IT projects at VWoA were controlled through a process that involves several organizational entities that establish priorities. There are four specific teams involved in this process: the ELT (Executive Leadership Team), the ITSC (IT Steering Committee), the PMO (Project Management Office), and the DBC (Digital Business Council.) The ELT is responsible for executing the NRG (Next Round of Growth) strategy in which the IT governance is a part. The ITSC consists of business and IT managers and is responsible for guiding and approving the process of IT project selection and prioritization. The PMO administers the project proposal and approval process. The DBC is responsible for the project filtering process, which decides which projects are most in line with the company’s business strategy.
I designed implemented at the Veterans Affairs as the Director of Vendor Management a balance scorecard with four quadrants for 1) internal processes, 2) customer service, 3) financial metrics, 4) and learning development. Sharing individual experiences with stakeholders is an effective leadership method to reduce organizational resistance and gain stakeholders trust. Key performance metrics provides a tool for problem identification and remediation of project risks throughout the life cycle of a project. My model identified the increased failure rate of IT investments suggests a systemic weakness of federal agencies project managers’ ability to use project management methodologies, investment frameworks, and IT governance models effectively
The Government of Alberta Foundation project has all of their assets in line, however, in order to achieve the greatest value among linking IT investments, the project framework needs to greater align with the GAEA governance model. In projects that have such a large scope as this, a strong EA governance model when implemented correctly provides significantly improved business value of IT investments. This is a $340 million dollar a year investment over 106 ministry business processes managed by a staff of 130. Coordination is essential in the development of these IT business solutions and increased governance of the GAEA is the answer. It is a matter of the Government of Alberta CIO gaining that leadership among management executives to effectively manage this IT initiative from the top down. Alberta is currently in the engaged BA state, and this means that IT may take the backstage to fulfilling business processes. However, this is the stage to initiate governance and take great care in linking IT with business
IT projects require buy-in from stakeholders. There are several reasons to get buy-in before starting an IT project, some of which include investment during development and commitment to transition away from old processes to the new system upon completion. Unilateral IT projects often lack the level of investment and commitment required for a successful IT project. This becomes even more critical as the scope and size o...
Projects are widely used by many organizations and government institutions in the course of conducting their business. One of the reasons for this is because they have been proven to be effective in initiating change and translating strategic programs into daily activities. However, it has been established that most projects fail to deliver on time, budget, and customer specifications. In most cases, this failure is caused by over-optimism by the project management team. This over-optimism commonly referred to as optimism bias can simply be defined as overestimating the projects benefits and conversely underestimating its cost and duration time. Research have portrayed that this is often caused by failure to properly identify, understand, and manage effectively the risk associated with the project therefore putting its success at jeopardy(Mott McDonald, 2002). Fortunately, this biasness can be detected and minimized during the project gateway process.
Sharma, D., Stone, M., & Ekinci, Y. (2009). IT governance and project management: A qualitative study. Journal of Database Marketing & Customer Strategy Management, 16(1), 29-50.
Successful organizations must manage resources and control the diverse range of projects operating within their systems at any one time. To be successful in the current business climate, organizations need to focus on how to manage the many competing requirements for resources. Conflicting resource requirements across multiple projects and corporate priorities not centrally managed usually are grounds for failure. I believe that a properly organized enterprise project office is the formula for successful project implementation. This paper briefly outlines what I feel is the main philosophy of the project office and two functions it can provide.
In the business case, the project team assured that the current business environment, shortfalls in the service and finally the desired end state from business perspective are accurate. This helped us to define the performance indicators for the new project that served us in the functional verification of the project during the implementation phase. These details were captured into the Project Management Plan (PMP) to execute, monitor and control the project.
A project is a temporary endeavour undertaken to create a unique product or service. They are goal oriented, have a definite start and finish time, must be done within cost, schedule and quality parameters. Projects involve the coordinated undertaking of interrelated activities (Project Management: Achieving Competitive Advantage). According to Tom Peters, “Projects, rather than repetitive tasks, are now the basis for most value-added in business”. Based on this, it is clear that projects are of utmost importance to businesses in both the service and the manufacturing industries.
Information Technology (IT) Project Management is a critical issue for all organizations because the failure rates of IT projects are alarming (Whittaker, 1999). A Gartner study suggests that about 75% of IT projects based in the United States of America (USA) are deemed as failures by the stakeholders (Waters 2008).
Continental Computer Corporation experienced challenges while attempting to consolidate projects under a single project manager if the fundamental practices of project management are not in place. “One of the biggest mistake made is developing a different methodology for each type of project” (Harold Kerzner, 2004, p. 95). Proven project management ethics should be used in order to achieve a successful project outcome, therefore the use of different project procedure will just complication and errors. “Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups. These five Process Groups are:” (PMI, 2013, p.
The project plan identifies how company resources will be integrated and provides a framework to assist in eliminating conflicts, provides a standard communications tool, identifies objectives and requirements, identifying inconsistencies and risks, and contains baseline schedules for progress analysis and reporting (Kerzner, H 2009, p. 459).
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
Nowadays, projects are more likely to be business-oriented. The complexity of the business-oriented project could not be under-estimated. Companies are facing huge challenges to cope with the issues aroused by the complexity of the project. As a result, there is an increasing number of project-oriented organization around the world.
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.