PMO Home - Project Management Process

Project Management Process
 

1. Overview

Project management is the practice of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria at the specified time. The primary challenge of project management is to achieve all of the project goals within the given constraints.

 

2. Initiation

This is the start of the project. The goal of the Initiation phase is to define the project at a broad level.  Initiation usually begins with a project needs assessment, looking at what is the business problem or need, technical feasibility, resource requirements and availability, any assumptions and constraints, known risks at the time, dependencies, impacts, change management etc., that will then provide input into the TD business case (BC).  This is when the project management office (PMO) researches whether the project is feasible, and if it should be undertaken.
 

 #

Procedure

Requirement

​Responsibility​

​Review

​Asset(s)​​

​1

​Project Intake

​Formal request to consider a project

​Project Sponsor​

Committee

​Project Intake Form

​2

​Project Review

​Review to determine technical feasibility of the project

​PMO

PMO

​   2.1

​Scoring

​Determines the Project Score based on Core Values, Risk, and Project Criteria

​PMO

PMO

​Project Score Rating (TeamDynamix)

​   2.2

Sizing & Capacity

​Determine resource requirements and forecast resource availability

​PMO

PMO

​3

Business Case

Justification for initiating a project

​​PMO

​Project Sponsor​

​Business Case

 

3. Assessment

During the assessment phase, the project committees will do their due diligence to help decide if the project is a “go” (approved).  If it is given the green light, the PMO will need to define the high level project requirements and create a draft of a project charter that outlines the purpose, scope, and requirements of the project and any known risks. It should include business needs, stakeholders, and the TD business case.

#

​Procedure

​Requirement

​Responsibility

​Review

​Asset(s)

​1

​Project Requirements definition

High Level Requirements for the Project

PMO

​Project Sponsor

High Level Business Requirements Document (BRD)

​2

​Project Charter

​Supports the project’s need stating scope, objectives, and people participating in a project.

​PMO

​Project Sponsor

​Draft of the Project Charter

​3

​Project Approval

​Project inputs are reviewed to reach a decision and designates Steering Committee

​Committee

​Committee

​Project Approval Form

​4

​Project Prioritization

​If approved, the project is prioritized

​Committee

​Committee

5

​Resource Planning

​Project assignments based on skill & availability

​PMO

​​Not Applicable

​Resource Plan
(TeamDynamix)

6

​Project Plan

​Overview of the project, its deliverables, and the success criteria

​PMO

​Committee

​Project Plan
(TeamDynamix)

 

4. Planning

The planning phase is key to successful project management. It focuses on developing a roadmap that everyone will follow.  During this phase, the scope of the project is defined, the infrastructure and software is determined, and a project management plan is developed. The project management plan entails identifying the cost, available resources, and a realistic project schedule. The project plan also includes establishing baselines or performance measures. These are generated using the scope, schedule, and cost of a project. A baseline is essential to determine if a project is on track.

 At this point roles and responsibilities are clearly defined, so everyone involved knows what they are accountable for. This can be identified with a RASCI (Responsible, Accountable, Support, Consulted, Informed), type document.  Here are some of the documents a PM will create during this phase to ensure the project will stay on track:

  • Project Charter– Clearly defines the business need, benefits of the project, objectives, deliverables, and key milestones. It may change during the project, but it shouldn’t be done without the approval of the project manager and the sponsor
  • RASCI - Clearly identifies the role and the responsibility of that role within the project, and through each phase.  It is a responsibility assignment matrix that brings structure and clarity to assigning the roles people play within a project team. The RASCI grid describes the participation by various roles in completing action steps or deliverables for a project or business process
  • Work Breakdown Schedule (WBS) – A visual representation that breaks down the scope of a project into manageable sections for the team.  When creating a WBS, the PMO will solicit the input and perspective from team members about their specific tasks
  • Project Plan – The project plan identifies high-level goals (project milestones) that need to be met throughout the project, and the tasks required to meet those milestones. Milestones are included on a Gantt chart, a visual time line that is used to plan out deliverables and visualize the project time line.
  • Communication Plan – A plan that outlines proper messaging around the project and creates a schedule of when to communicate with team members based on deliverables and milestones. The communication plan is important for any project, but particularly important if the project involves outside stakeholders
  • Risk Management Plan – Identifies all foreseeable risks. Common risks include unrealistic time and cost estimates, stakeholder review cycle, budget cuts, changing requirements, and a lack of committed resources

#

​Procedure

​Requirement

​Responsibility

​Review

​Asset(s)

1

​Project Setup
(TeamDynamix) 

​Create a project space and add resources

​PMO

​Project Manager

Project Workspace
(TeamDynamix)

​2

​Project Charter

Finalized document that formally authorizes the existence of a project and terms of reference.

​Project Manger

​Sponsor

​Approved Project Charter

​3

​Project Team Kick-off Meeting

​Initial project team meeting to start project

​Project Manager

​Not Applicable

​Kick-off Agenda & Presentation

4

Document Review

​Review of project documents in Projects and Portfolio Management (PPM), including the WBS, Risks, RASCI, Communication Plan, etc.

​Project Team

​Not Applicable

Project Workspace -See Briefcase
​(TeamDynamix)

​5

​Project Plan

​Determine high level milestones and resource requirements

​Project Manager

​Steering Committee/ Project Sponsor

​Project Workspace - See Plans
(TeamDynamix)

 

5. Execution

In the execution phase, deliverables are developed and completed. This often feels like the meat of the project since a lot is happening during this time; activities such as status reports and meetings, development updates, and performance reports. A “kick-off” meeting usually marks the start of the Project Execution phase where the teams involved are informed of their responsibilities.
 

Tasks completed during the Execution Phase include:

  • Assign any additional resources
  • Execute project management plans
  • Procurement management if needed
  • PM directs and manages project execution
  • Task assignments are executed
  • Status meetings and/or Reports are set up
  • Testing Strategy and Test Plan is reviewed
  • Updates to the project schedule
  • Modify project plans as needed
  • If monitoring is required this would happen simultaneously (Implementing new infrastructure such as servers etc.)
  • Transition plan to operations

#

​Procedure

​Requirement

​Responsibility

​Review

​Asset(s)

​1

​Project Management

​Ongoing management of the project

​Project Manager

​Steering Committee

​Project Requirements

​   1.1

Risk & Issue Log

Ongoing maintenance of the project’s risks and issue log

​​Project Manager

​Steering Committee


 

​   1.2

​Project Plan

​Maintain project schedule

​​Project Manager

​Steering Committee

​Project Plan - TeamDynamix

​   1.3

​Test Plan

​Tracking of  percent of test cases that have passed and left to execute

​Test Manager

​Project Manager

​Test Plan

​2

​Project Reporting

​Project reporting and analysis as required

​​Project Manager
 

​Steering Committee

Weekly Project Status Report ​(TeamDynamix)

​   2.1

​Project Status

​Weekly project reporting

​​Project Manager

​Steering Committee

​Weekly Project Status Report ​(TeamDynamix)​

​3

​Project Meetings
 

​Weekly meeting with project team to discuss process

​​Project Manager

Project Sponsor

​Project Agenda - Standing
Project Minutes

4

Steering Committee

​Monthly meeting

​​Project Manager

​Steering Committee

 

6. Closure

The closure phase represents a formally completed project.  If there are Contract Resources on the project, they are normally finishing up at this time and valuable team members are recognized. Some PMs even organize small work events for people who participated in the project to thank them for their efforts. Once a project is complete, the PM will hold a Project Review Meeting to evaluate what went well in a project and identify what could be done better the next time. This is especially helpful to understand lessons learned so that improvements can be made for future projects.

Once the project is complete, PMs still have a few tasks to complete. They will need to create a project list of things that did not get accomplished (if any) during the project, and work with team members to complete them. PMs will perform a final project budget, and prepare a final project report for closure.  Finally, they will need to ensure all project documents and deliverables are stored on the project workspace within TeamDynamix for future reference.

#

​Procedure

​Requirement

​Responsibility

​Review & Acceptance

​Asset(s)

​1

​Maintenance Plan

Transition to maintenance and support teams

​Project Manager

​Manager, Technical Operations

​Project Requirements
 

​2

Acceptance & Sign-off

​Formal acceptance of the project

​PMO

​Committee

​Resource Plan - TeamDynamix

​3

​Project Review Meeting

Project review with all stakeholders

​PMO

​Committee

​Project Plan - TeamDynamix

 

 

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