IT PROJECT MANAGEMENT PLAYBOOK

INTRODUCTION

PURPOSE OF THE PLAYBOOK

This playbook outlines procedures, tools, and templates necessary for effective project management across IT initiatives. It serves as a guide for stakeholders involved in IT project processes.

SCOPE AND OBJECTIVES

This playbook describes the complete lifecycle of IT projects. The goals are:

1. Efficiency: Simplify and speed up processes
2. Communication: Keep everyone aligned
3. Quality: Achieve consistent standards across projects
4. Decision-Making: Provide clear frameworks and tools for IT decision-makers
5. Education: Build team capabilities through continuous learning and industry best practices

OVERVIEW

DEFINITION OF IT PROJECT MANAGEMENT

IT Project Management is the disciplined approach to planning, organizing, securing, managing, leading, and controlling IT project resources to achieve specific goals. It applies knowledge, skills, and tools to meet project requirements and deliver on time, within budget, and to quality standards.

BENEFITS OF EFFECTIVE IT PROJECT MANAGEMENT

Effective project management:

1. Aligns Strategically: Ensures IT projects move strategic objectives forward
2. Optimizes Resources: Makes the most of budgets and teams, avoiding waste
3. Mitigates Risks: Catches potential issues early and reduces setbacks
4. Boosts Satisfaction: Keeps stakeholders informed and involved
5. Fosters Adaptability: Encourages change and innovation while staying competitive

PROJECT LIFECYCLE FRAMEWORK

This framework organizes project management into four phases:

1. Conceptualize: Submit and review the project request, define project scope, set objectives, identify the team and stakeholders, and complete an initial charter
2. Design: Develop a detailed plan covering tasks, resource allocation, risks, and communication
3. Implement: Execute the plan, coordinating team and resources while engaging stakeholders
4. Operate: Wrap up the project, confirm deliverables, release the team, and document lessons learned

ROLES AND RESPONSIBILITIES

OVERVIEW

This section defines roles and responsibilities for clarity and accountability throughout the project lifecycle.

CORE RESPONSIBILITIES

• Requester: Submits the project request form and helps clarify the project's purpose
• PMO Sponsor: Champions their project(s), ensures resources are available, and owns critical strategic decisions that impact project direction
• Project Manager: Manages day-to-day project activities post-approval to ensure the project meets its goals
• Portfolio Manager: Keeps projects and programs aligned with business goals, manages project prioritization, oversees resource distribution, and owns the IT PMO solution
• Additional Stakeholders: Includes business leads, external vendors, and others providing insights and support on the project

CONCEPTUALIZE PHASE

PROJECT INTAKE

DEFINITION OF A PROJECT

Projects are temporary endeavors with unique outputs and are considered "one-time" efforts. Projects differ from operational efforts, which are ongoing activities that occur regularly and are repetitive. Projects have a beginning and an end date.

CRITERIA FOR IT PROJECTS

Information Technology projects as defined above that meet any of the following criteria can be submitted:

• Efforts with high visibility or enterprise impact (organization-wide or multi-function impact)
• Efforts that require integration with identity management systems, single sign-on, or other IT applications
• Efforts that require ongoing IT support after implementation
• Efforts to implement, change, or replace a new or existing technology-based system or service
• Efforts that require the use of network infrastructure
• Efforts that integrate with IT systems or services in general
• Efforts where the end user or system administrator is IT
• Efforts which require IT staff resources for non-operational work, where the level of effort is expected to be greater than four weeks or more than approximately 40 IT staff hours

SUBMITTING A PROJECT REQUEST

1. Submit the Project Idea: Requesters complete the IT Project Request form to capture initial project information. This process ensures all projects are evaluated fairly and aligned with business goals
2. Evaluation and Approval: Projects are regularly assessed by the IT PMO team for strategic alignment, potential ROI, criticality, resource availability, and risk
3. Approval: The PMO team and key stakeholders review and approve projects that meet criteria and are likely to succeed

PROJECT CATEGORIZATION

Requesters should use their best judgment to categorize projects based on anticipated outcomes. Categories help organize the portfolio and represent the diversity and range of current initiatives:

• Technology Development and Implementation: Software rollouts, system upgrades, etc.
• Infrastructure and Operations: Network enhancements, server upgrades, etc.
• Data Management and Analytics: Projects involving handling, processing, and analysis of data
• Process Automation: Streamlining business operations
• Regulatory Compliance and Risk Management: Compliance audits, regulatory-related system updates, etc.
• User Experience and Support: Helpdesk software rollouts, user training, etc.
• Cyber Security: Cybersecurity awareness initiatives, penetration testing, upgrades/enhancements to security infrastructure, etc.

Categories may be added or removed as needed to align with business priorities.

CHARTER CREATION

PURPOSE OF A PROJECT CHARTER

The project charter serves as a formal artifact that defines the project scope, objectives, budget, and business impact. It establishes the authority assigned to the project manager or PMO sponsor and serves as a reference throughout the project's lifecycle. Components of a charter typically include:

• Scope and Objectives: Clear definitions of what the project is expected to achieve and its boundaries
• Resources Allocated: Overview of budget, personnel, and other resources
• Timeline: Key deliverables and high-level project timeline
• Risks and Issues: High-level identification of potential risks and mitigation strategies

PROCESS FOR DEVELOPING THE CHARTER

1. Assigning a PMO Sponsor: A PMO sponsor is assigned to each approved project and notified to initiate charter creation
2. Internal Meetings: The PMO sponsor may organize internal meetings with IT and relevant stakeholders, including the requester, to gather necessary project details
3. Completion of the Charter: The sponsor completes the charter using the project management tool, finalizing details that cover scope, objectives, budget, and resources
4. Review and Approval: The completed charter is reviewed by the PMO team to decide on project commitment, outsourcing, deferment, or cancellation based on evaluation of information, budget, and resource availability

CHARTER FIELDS EXPLAINED

1. Project Name: A brief, descriptive name that accurately reflects the project's intent
2. Category: Select the most appropriate category for the project from the provided options
3. Project Objective: A clear statement outlining the main goal(s) of the project
4. Business Lead: The key stakeholder who owns the system(s) or processes that the project will impact
5. Business Subject Matter Experts: Individual(s) with specialized knowledge who will provide expertise and insights
6. Business Risk/Impact: A list of potential risks or impacts the project may have on business operations
7. Expected Benefits: The expected benefits the project will deliver, such as increased efficiency, cost savings, enhanced user satisfaction, etc.
8. Budget: The estimated overall cost or budget allocated for the project
9. Planned Project Start Date: The date when project activities are expected to begin
10. Planned Project End Date: The target date for project completion
11. Regulatory Impact: Whether the project needs to comply with regulatory standards and explaining specific requirements, if applicable
12. Requirements: Details of any systems, processes, or data that the project needs to integrate with or implement to meet objectives
13. In-Scope: Any deliverables, features, and tasks included within the project's scope
14. Out-of-Scope: Any deliverables, features, or tasks explicitly excluded from the project
15. Stakeholders: Key individuals or groups with a vested interest in the project, responsible for providing support, resources, and guidance
16. Roles Required: A preliminary list of key roles necessary for project team success, in preparation for a full RACI chart review

CHARTER REVIEW AND APPROVAL

1. Approval by IT PMO Team: Once approved by the IT PMO team, the charter becomes an active entry in the project portfolio and is only updated by the assigned PMO sponsor to reflect changes
2. Assigning the Project Manager: A project manager is assigned to the project and is responsible for subsequent planning and execution to meet objectives outlined in the Project Charter

DESIGN AND IMPLEMENT PHASE

GUIDELINES

Projects are unique - there is no "one size fits all" method to effectively manage every effort. The discipline of project management is to determine the best approach to use at the right time throughout the project's life. The IT Project Manager, working with the PMO Sponsor and Project Team, should determine the best approach for a project. Here are practical examples that can be leveraged depending on the unique project:

• ITIL CSI: A 7-step approach used to continuously identify and improve the effectiveness and efficiency of functional processes and services
• Waterfall: A well-established project management workflow where each process phase cascades downward sequentially through five stages (requirements, design, implementation, verification, and maintenance)
• Agile/Kanban: A methodology using a proven step-by-step approach to successfully implement application and system changes
• DMAIC: The problem-solving approach that drives Lean Six Sigma - a five-phase method (Define, Measure, Analyze, Improve, and Control) for improving existing process problems with unknown causes
• DMADV: A framework focusing primarily on the development of a new service, product, or process - a 5-phase approach (Define, Measure, Analyze, Design, and Verify) especially useful when implementing new strategies and initiatives
• JDI ("Just Do It"): A lean approach to complete projects as simply and quickly as possible without formalities
• Kaizen: A methodology with specific goals for a process area that needs improvement, involving breaking down a process, removing unnecessary elements, and rebuilding it in an improved way
• Process Transition: A methodology for migrating knowledge, systems, and operating capabilities between functions, departments, or external organizations to streamline transition phases

PROJECT FOLDER CREATION

Project managers must organize and maintain all project-related documents in a central location accessible to team members and stakeholders throughout the project lifecycle.

PROCESS

1. Creation and Naming: Once a project is approved, a dedicated project folder should be created in the active projects repository. The folder name must include the Project ID followed by the Project Name, for example, "IT-018_Core Switch Upgrades"
2. Access and Permissions: The PMO sponsor, assigned after initial project approval, will create the folder and set appropriate permissions so that only authorized project team members and stakeholders can access documents

PROJECT STATUS UPDATES

Project managers must submit updates at least once a week using either method below:

• Status Update Portal: Updates can be entered using the Status Update Portal at any time
• Update Requests via Email: Automated update requests are sent weekly via email

REQUIRED FIELDS FOR UPDATES

• Project Folder URL: Provide a direct link to the project documentation folder for quick reference
• Weekly Project Summary: Recap of the past week, current activities, and future plans
• Scope Status: Indicate if the scope is 'On Track', 'Off Track', or 'At Risk'
• Scope Details: Describe any deviations from the planned scope, if applicable
• Schedule Status: Indicate if the schedule is 'On Track', 'Off Track', or 'At Risk'
• Schedule Details: Describe any deviations from the planned timeline, if applicable
• Budget Status: Indicate if the budget is 'On Track', 'Off Track', or 'At Risk'
• Budget Details: Describe any deviations from the planned budget, if applicable

OPERATE PHASE

This phase marks the culmination of the project lifecycle, where the project transitions from an active development state to ongoing operations. This phase ensures that project deliverables are not only completed but are fully operational and sustainable over time. It involves the systematic handover of project outputs to business owners, along with all necessary documentation and training to support the operational team.

STEPS FOR CLOSING A PROJECT

1. Completion and Handoff:
   • Compile all necessary project artifacts, including training materials, work instructions, operating manuals, and system diagrams
   • Establish and document the support framework that will be in place post-project to address operational issues or needs
2. Project Turnover Checklist:
   • Develop a checklist that includes all tasks that must be completed before the project can be officially closed, ensuring no critical steps are overlooked during project handoff
3. Project Acceptance Document:
   • Obtain formal sign-off from the business lead, PMO sponsor, and project manager, confirming that all project deliverables meet agreed-upon criteria and that the project is ready to move into the operational phase
4. Lessons Learned / Post-Mortem:
   • Conduct a lessons learned session with the project team and other key stakeholders to discuss what went well, what could be improved, and how similar projects could be better managed in the future
   • Document and store within the project folder to improve future project management practices
5. Document Archival:
   • Move the project folder from the active repository to the archive repository
   • This step maintains an organized record of completed projects, which can be referenced in future projects or audits

REFERENCE LINKS

• Project Management Tool Homepage: Central hub for accessing project management tools and resources
• IT Portfolio Dashboard: Overview of all ongoing IT projects within the organization
• IT Project Request Form: Initial form used by requesters to submit new project ideas

TRAINING AND SUPPORT

Resources and support mechanisms assist in the effective use of project management tools and best practices:

• Training: Access general project management training documents and short training videos in the project portfolio reference materials repository
• Support: Contact the IT PMO team with questions, comments, or concerns related to information in this playbook

FREQUENTLY ASKED QUESTIONS (FAQs)

WHAT IS THE FIRST STEP IN INITIATING A NEW IT PROJECT?

The first step is to submit the IT Project Request Form. A member from the IT PMO team will follow up within 2 weeks.

WHO DECIDES IF A PROJECT IS APPROVED?

Project approval is the responsibility of the IT PMO team along with key stakeholders. They review the project's alignment with criteria, strategic objectives, potential ROI, resource availability, and risk before giving approval.

HOW ARE PROJECT CATEGORIES DETERMINED?

Project categories should be chosen based on anticipated outcomes and the primary technology or business process impacted. If unsure, select the category that most closely aligns with project goals, and the PMO team will adjust if necessary during review.

AS A PMO SPONSOR, WHAT SHOULD I INCLUDE IN A PROJECT CHARTER?

The project charter should include project scope, objectives, estimated budget, timeline, key stakeholders, and any identified risks.

AS A PROJECT MANAGER, HOW OFTEN SHOULD I UPDATE THE PROJECT STATUS?

Project status should be updated at least once a week using the Status Update Portal or via automated email update requests sent weekly.

WHAT HAPPENS IF MY PROJECT GOES OVER BUDGET OR OFF SCHEDULE?

Notify your project manager immediately. Discuss potential reasons for the variance and explore adjustments to the project plan or additional resource requests.

WHAT ARE THE CRITERIA FOR CLOSING A PROJECT?

A project is considered closed when all deliverables are completed and accepted by the business lead, all documentation is archived, the post-mortem is done, and the final project closure report is signed off.