Transcription
P-3: FX PROJECTMANAGEMENT TOOLKITIntegrated Tools and Methods
TOPICS3Introduction7Background23101FX ProjectManagementStandardsQ&A2
The Project Management ToolkitINTRODUCTION3
Uses for this Guide Orient the Florida Health Care Connections (FX) Project teams tostandard project management approach Help navigate the FX organization Reference guide for the tools and templates that project teams will usethroughout the FX Project Life Cycle (FXPLC)4
Goals of the Toolkit Educate FX Project teams to the standards required of all FX projects Introduce FX Project teams to the processes, tools, and templatescomplementing the FX Standards Enhance FX Project teams’ efforts toward a successful outcome5
Referenced Documents Project Management Institute. 2017. A Guide to the Project Management Body of Knowledge(PMBOK Guide). Sixth Edition. SEAS Contract MED191 including all amendments to the Contract, and subsequent SEAS TaskOrders. Project Management Institute. 2017. The Standard for Program Management. Fourth Edition. The Invitation to Negotiate (ITN) 001-16/157, Strategic Enterprise Advisory Services (SEAS). Project Management Institute. 2017. The Standard for Portfolio Management. Fourth Edition. FX Project Management Standards: SEAS Contract Deliverable No. P-2, available in the FXProjects Repository.Project Management Institute. 2011. Practice Standard for Scheduling. Second Edition. Project Management Institute. 2006. Practice Standard for Work Breakdown Structures.Second Edition.FX Design and Implementation Management Standards: SEAS Contract Deliverable No. T-7,available in the FX Projects Repository. Project Management Institute. 2016. Benefits Realization Management Framework.Medicaid Enterprise Certification Management Plan: SEAS Contract Deliverable No. P-4,available in the FX Projects Repository. The Department of Management Services (DMS), Florida Information Technology ProjectManagement and Oversight Standards described in Florida Administrative Rule 60GG-1.001through 60GG-1.009, Florida Administrative Code (F.A.C.), also available in the ReferenceMaterials document library in the FX Projects Repository. FX Strategic Project Portfolio Management Plan: SEAS Contract Deliverable No. S-4, availablein the FX Projects Repository. FX Governance Plan: SEAS Contract Deliverable No. S-1, available in the FX ProjectsRepository. The FX Enterprise Project Management Office (EPMO) Charter and Program Management Planavailable in the FX Projects Repository.The DMS Information Technology Architecture Standards for Identity Management describedin Florida Administrative Rule 60GG-5.001 through 60GG-5.003, F.A.C., as listed in theTechnology Standards Reference Guide (TSRG) located in the Reference Materials documentlibrary in the FX Projects Repository. The FX Organizational Change Management (OCM) Plan available in the FX ProjectsRepository. The FX Artifact Management Standards (AMS) available in the FX Projects Repository. DMS’ Tips for Effective Schedule Development and Maintenance. CMS MITA Framework.FX EPMO Task Estimation Guidance, available in the FX Projects Repository. All initial Agencyapproved documents are stored and archived in the FX Projects Repository as final drafts inaccordance with the AMS and documented later in this version or in the Project ManagementPlan template. The DMS Florida Cybersecurity Standards described in Florida Administrative Rule 60GG-2.001through 60GG-2.006, F.A.C., as listed in the Technology Standards Reference Guide (TSRG)located in the Reference Materials document library in the FX Projects Repository.6
Background What is FX? The Role of the SEAS Vendor What is the FX EPMO?7
What is FX?8
FX Organization FX encapsulates everything that is affected by thetransformation of Medicaid service delivery FX projects are:– Authorized by FX Governance through the FX Portfolio– Directed by FX EPMO FX Project teams are influenced by the Agency forHealth Care Administration (Agency) stakeholdersand external to the Agency stakeholders such asproviders, recipients, and third-party serviceproviders9
The Role of the SEAS Vendor10
The Role of the SEAS Vendor Strategic Enterprise Advisory Services (SEAS)– The SEAS Vendor develops the technical standards andproposes solutions for FX in accordance with the Centersfor Medicare and Medicaid Services (CMS) Conditions andStandards, including Medicaid Information TechnologyArchitecture (MITA) 3.0– The SEAS Vendor also provides programmatic, andtechnical advisory services for the Agency The Agency accepted the 17 initial deliverables in FY2017-18 and the SEAS Vendor is now executingthose plans and performing the annual refresh11
The Role of the SEAS VendorThe SEAS Vendor provides thetechnical advisory expertise toidentify solutions that meetcurrent and future businessneeds of ficeData andAnalyticsBusinessAnalysisFX StrategyWe do this by providingongoing strategic,technical advisory, andprogrammatic services.FX PortfolioSEAS Management12
What is SEAS tasked with?The SEAS Vendor was tasked with areas such as the following:FX Enterprise Program Management Office (EPMO) Change, Risks, Action Items, Issues, Decisions, Lessons Learned (CRAIDL) Management andReporting Schedule Management: Master Schedule Management and Maintenance Quality Management: Maintain artifact management standards and project performancemanagement (e.g., metrics) Program Strategy and Oversight: Assist with budgeting efforts, responses to IV&V/DMS findings,Monthly Status Reporting (and others as directed) and deliverable updates Project Process Agreement (PPA) and variance maintenance and reporting Maintaining program artifacts based on the Deliverable Evolution Topic (DET) Process and asdirected by the Agency Create project infrastructures, archive projects13
What is SEAS tasked with?The SEAS Vendor was tasked with areas such as the following: (cont’d)Portfolio Management Providing input and support for Agency led Legislative Budget Requests (LBRs), Schedule IV-Bs,Operational Work Plans and Advanced Planning Documents. Resource Management of SEAS activities related to assignments to projects and operationalactivities Developing Monthly Impact Analysis Reports EPMO and Portfolio Reporting as directed by the Agency Supporting Agency Budgeting and Planning Activities Supporting inputs into FX Governance Maintaining portfolio artifacts based on the Deliverable Evolution Topic (DET) Process and asdirected by the Agency14
What is SEAS tasked with?The SEAS Vendor was tasked with areas such as the following: (cont’d)Project ManagementBased on the FX roadmap, which informs FX project and operational schedules, aswell as Legislative funding appropriated for FX in Fiscal Year 2020-2021, SEAS shallsupport the below project and operational activities. Core module planning and procurement efforts to include the Unified Operations Centermodule IS/IP Implementation EDW Procurement EDW Implementation Support inputs into FX Governance and the Executive Steering Committee (ESC) Support the Portfolio with Advanced Planning Documents (APDs), Operational Work Plans(OWPs), Schedule IV-Bs, Legislative Budget Requests (LBRs) Conduct QA on vendor deliverables, work products, artifacts, and other tasks as directed by theAgency15
SEAS Initial Deliverables S-3: FX Strategic Plan – Defines the Vision for the future FX and theareas of focus to achieve that Vision.S-1: FX Governance Plan – Sets a system for addressing the issuesarising throughout the project.S-2: FX Strategic Planning Training Program – Trains Agency staff onstrategic planning to support the transformation.S-4: Strategic Project Portfolio Management Plan – The framework foridentifying, prioritizing, and stage-gating FX projects.O-1: SEAS Management Plan – Outlines how the SEAS Vendor willdeliver strategic enterprise advisory services per the contract.P-1: Revised MITA State Self-Assessment and Update Process – Therating of each MITA Business Processes to gauge MITA maturity.P-2: FX Project Management Standards – Establishes the processes andcontrols to manage project work effort to transform the FX.P-3: FX Project Management Toolkit – The set of tools enabling the FXProject Management Standards.P-4: Medicaid Enterprise Certification Management Plan – Analyzes theMedicaid Enterprise Certification Toolkit and summarizes theCertification Lifecycle process.O-2: FX EPMO Charter and Program Management Plan – Charters theFX EPMO and establishes the guidelines and operational processes forhow the FX EPMO shall manage and/or monitor FX projects. T-1: Data Management Strategy – Provides a structure to improveinformation management and data sharing across FX.T-2: Information Architecture Documentation – Connects businessprocess and technical components. Contains Data ManagementStrategy, Conceptual Data Model, Logical Data Model, andInformation Capability Matrix.T-3: Data Standards – Creates consistent definition of the requiredformat, structure, and rules around data usage.T-4: Technical Management Strategy – Sets Agency’s technologymanagement based on outcome-driven, initiative-based managementprinciples.T-5: Technology Architecture Documentation – Documents theconceptual overview of the FX and guides development of technicalsolutions for the FX.T-6: Technology Standards – Produces standards following guidancedefined in MITA 3.0 Part 3 Technical Architecture Chapter 6Technology Standards.T-7: Design and Implementation Management Standards – Definesdevelopment standards and processes for procurementimplementation of FX components.T-8: Enterprise Data Security Plan – Defines the required protections,processes, and controls to meet compliance requirements, such asthe Health Insurance Portability and Accountability Act (HIPAA).Deliverables will be assessed for needed revisions on at least an annual basis16
What is the FX EPMO?17
What is the FX Enterprise ProgramManagement ainingPolicies18
How are projects or programs assigned tothe sProjects are requestedand recommendedthrough the PortfolioManagementprocesses andapproved via FXGovernanceprocesses.EPMO PMDeliversFXGovernanceApprovesEPMOInitiates19
How are Projects or Programs assigned tothe EPMO? Projects are assigned by the FX Governance for management or oversight by theFX EPMO based on the following criteria:CHARACTERISTIC(S)MANAGED BYREQUIRED TO FOLLOW FXPROJECT MANAGEMENTSTANDARDS AND REPORT TO FXGOVERNANCE?Agency-wide FX projectFX EPMOYesMulti-agency FX project led by the AgencyFX EPMOYesFX EPMOYesFX projects with Risk and Complexity scores of 3 or4 (per DMS Risk and Complexity tool; whether an ITproject or not)FX projects with Risk and Complexity scores of 1 or2 (per DMS Risk and Complexity tool; whether an ITproject or not)Non-FX project FX EPMO (preferred)Agency Business UnitAgency ITAgency Business UnitAgency ITYesNo20
Project Type and Category3.0Planning andAnalysis1.0Start PortfolioManagement Process6.0Project is Authorizedby FX Governance2.0Project Categoryis Estimated7.0Project ProcessAgreement (PPA)Completed4.0ProcurementThe Decision Tree shows howto use project type and projectcategory to complete theProject Process Agreement(PPA) to identify requiredproject artifacts5.0Implementation8.0Required ArtifactsDetermined9.0PPA Review andConfirmation withFX EPMONote DMS R/C CategoryCrossoverDMS R/C 1 CMS FX Cat 1DMS R/C 2 CMS FX Cat 2DMS R/C 3 & 4 CMS FX Cat 3Project Process AgreementGives details of what artifactsand reviews are required foreach stage in the FXPLC21
FX EPMO Manages Projects and ProgramsFX StakeholdersStatusFXEPMOMetricsStatusProgram AProject ACRAIDLProject BProgram B22
FXProject Management Standards23
FX Project Management Standards FX Project Management StandardsFX Project Life CycleFX Project InitiationFX Project PlanningFX Project ExecutionFX Project Monitoring and ControllingFX Project Close Out24
FX Project Management Standards Are based on:– Project Management Institute (PMI)– Centers for Medicare and Medicaid Services (CMS)– Department of Management Services ProjectManagement and Oversight Standards (Rule 60GG-1.001through 60GG-1.009, F.A.C)– SEAS Contract MED191 and subsequent TaskOrders– SEAS Invitation to Negotiate (ITN) 001-16/15725
FX Project Management Standards Align with state standards and management plans– T-7: FX Design and Implementation ManagementStandards– P-4: FX Medicaid Enterprise Certification ManagementPlan– S-4: FX Strategic Project Portfolio Management Plan– S-1: FX Governance Plan– O-2: FX EPMO Charter and Program Management Plan– FX Organizational Change Management (OCM) Plan26
FX Project Life Cycle (FXPLC)27
FX Project Life Cycle FX Project Life Cycle (FXPLC) is a project life cycle basedon the CMS eXpedited Life Cycle (XLC) and customizedfor use by FX projects The DMS risk and complexity levels and CMS XLC sizingwere mapped to identify required artifacts and reviews28
Alignment with Medicaid Enterprise System CertificationStandardsCERTIFICATION MILESTONEREVIEWS Project Initiation MilestoneReview (R-1)(prior to issuing procurement,so may occur during ExecutionPhase)Operational Milestone Review(R-2)Certification Request (oncemodule has been operationalfor 6 months)MMIS Certification FinalReview (R-3)FXPLC PHASES Initiation PhasePlanning PhaseExecution PhaseRequirements AnalysisStageDesign StageDevelopment StageTest StageImplementation StageProject Close Out PhaseTransition to Operationsand MaintenanceCMS XLC PHASES Initiation, Concept, andPlanning PhaseRequirements, Analysis, andDesign PhaseDesign and DevelopmentPhaseImplementation PhaseOperations and MaintenancePhase29
FX Project Management Standards FX projects will vary in scope, resource requirements,and/or duration Regardless of project type, risk, and complexity, each FXProject shall:– Initiate project activity demonstrating project knowledge necessary tocomplete each objective– Plan how to execute, monitor, communicate, and control work– Break down scope into actionable, sequenced tasks– Perform analysis and design the solution to meet the business needsand required project outcomes– Execute to outcome– Monitor team, tasks, and progress toward outcomes– Report performance– Document and archive for future reference30
Compliance to FX ProjectManagement Standards and Processes The state standards, processes, procedures,and templates are designed to follow industrystandards and address the requirements ofapplicable standards All FX projects must comply with applicable FXstandards31
FX ProjectInitiation32
FX Project Initiation Stage Project Site Setup (FX Projects Repository) – Done by FX ProgramAdministration/SharePoint Administrator Project Artifact Directory (PAD) Site Setup – Done by FX EPMO Project Risk and Complexity (R&C) Categorization – Done by FXProject Team Project Process Agreement (PPA) Categorization – Done by FXProject Team Identify Key FX Project Stakeholders Categorization – Done by FXProject Team Develop Project Charter Categorization – Done by FX ProjectTeam33
FX Projects Repository– All FX Project-related documentation, deliverables,work products, and supporting documentation shallbe stored in the FX Projects Repository (FXPR)– Primary objective for the FXPR structure is toenable all project team members to access projectdocumentation34
FX Projects Repository– FX Home (Common Area) Standards & PlansTemplatesProcess DefinitionsProject GlossaryReference MaterialsAgency MITARecentFX Program Administration Shared Documents35
FX Projects Repository– FX Vendor Project Site (Workspace) Project Artifact Directory (PAD)Project SchedulesStaffing ListTeam Member Out of Office CalendarFinal DeliverablesCRAIDL LogsMeeting LogTask Order Log36
Project Risk and ComplexityCategorizationPre-Charter Risk andComplexity tabs ofDMS R&C Assessment37
Project Process Agreement Adapted from XLC methodologyCornerstone of project requirementsArtifacts / Tools / Templates / ReviewsFX purposed to fit any size and type ofproject38
Identify Key FX Project StakeholdersPreliminary FX ProjectStakeholder Assessment –Use FX Stakeholder Analysisto identify key stakeholdergroups and subject matterexperts39
Develop Project Charter40
FX ProjectPlanning41
FX Project Planning Stage Complete Project Management Plan (PMP)Develop Work Breakdown Structure (WBS)Develop ScheduleIdentify RisksPerform Risk AssessmentPlan Risk ResponseEstimate Costs and Confirm Budget42
Project Management Plan (PMP) Plan Scope ManagementPlan Schedule ManagementPlan Resource ManagementPlan CRAIDL ManagementPlan Quality ManagementPlan Document ManagementPlan Communications ManagementPlan Stakeholder EngagementPlan Benefits Realization ManagementPlan Cost ManagementProject Acceptance and Close Out43
Develop Work Breakdown Structure(WBS)44
Develop Work Breakdown Structure(WBS)WBS LEVELWBS LEVEL NAMEWBS LEVEL EXPLAINED1 Project Level The Project Summary Task, which represents 100% of theproject’s scope of work.1.x Project Stages Separates project work into distinct project managementprocess groups, as follows:Project ManagementInitiationPlanningExecutionClose OutSeparates each phase (process group) into individual workpackages work, e.g. Business Process Analysis, Development,etc.1.x.x Work Package››››› 1.x.x.x Work Package Track Further organizes work of individual work packages intoseparate tracks or workstreams.1.x.x.x.x DeliverableRelease Deliverable: Identifies the discrete deliverables associated witheach workstream track.Release: Identifies releases within system development. 1.x.x.x.x.x Subtask / Activity Identifies the tasks and activities required to plan and developeach deliverable.45
Develop Schedule When developing theproject schedule, use thestandard approachdepicted in the graphic Details on development ofthe project schedule andsetting a baseline can befound in P-2: FX ProjectManagement Standards inthe FX Projects Repository,Section 6.3.46
Project Schedule Standards FX EPMO will conduct a Quality Check (QC) review of the ProjectSchedule using the Schedule QC Checklist (located at Florida HealthCare Connections Templates Category: EPMO), which is derivedfrom DCMA’s 14-Point Check (along with NASA and GAO guidelines)and covers:–––––––Schedule StructureSchedule FormatSchedule MechanicsSchedule ResourcesSubtask DurationsSchedule LogicCritical Path47
Project Schedule Baseline The FX Project Team must meet with key project stakeholders,including Agency sponsors and subject matter experts, toverify estimates for duration, work, and associated resourcerequirements and to conduct a schedule risk analysis. The Project Sponsor authorizes setting the initial schedulebaseline based on a walk-through of the schedule and itscorresponding Assumptions and Constraints document.48
FX Project Planning Stage - Risks Identify Risks Perform Risk Assessment Plan Risk Response49
Identify Risks Risk TitleRisk DescriptionRisk OriginatorRisk Trigger DescriptionProject50
Perform Risk AssessmentDetermine ProbabilityProbabilityLowMediumHighLikelihood of OccurringNumeric ValueUnlikely1Likely3Very Likely551
Perform Risk AssessmentAssess Risk ImpactDimensions to ConsiderImpactCostScheduleScopeQualityImpact to cost is belowappropriationNo or little impact toproject scheduleMinor clarification toexisting scopeProject quality is not injeopardyLow1Impact to cost is aboveappropriation by less than10%Schedule impact ispossibleScope change isnoticeable, but not deemedsignificantImpact to quality possibleMedium3Impact to cost is aboveappropriation by greaterthan 10%HighNumeric ValueThere is significant impactto schedule anddeliverable due datesThere is a significantchange in scopeImpact to quality is verylikely552
Perform Risk AssessmentCalculate Risk Exposure ScoreProbabilityRisk ScoreImpact1 - Low3 - Medium5 - High1 - Low1353 - Medium39155 - High5152553
Plan Risk Response54
Estimate Costs and Confirm Budget55
FX ProjectExecution56
FX Project Execution Stage Manage Project– Quality Management– Stakeholder Management– Communication Management– Team Management– Deliverable Management Define and Implement Requirements57
Manage Project - Quality ManagementFX Project teams shouldplan and document QualityAssurance processes tomaintain compliance withthe FX Project ManagementStandards.58
Manage Project - Quality Management Submit deliverables tothe Agency ContractManager (CM) via email Agency CM will conduct adeliverable receiptcriteria review If accepted, Agency CMsends deliverable to theFX Deliverable ReviewTeam Lead59
Manage Project - StakeholderManagement60
Manage Project - CommunicationManagement Daily Project-Related Communications Meeting-Related Communications Other Recurring Communications (not Meeting-Related)(e.g., FX EPMO Tactical Communications Plan-Ref. P-3: FX Project ManagementToolkit) Decision Relating to Project Schedule, Deliverable, or Scope61
Manage Project - CommunicationManagement FX Meeting and Email Standards– Schedule Appointment Information– Definition of Formal vs. Informal Meetings– Meeting agenda/materials/minutes– Who to invite– Logging Meetings in the Meeting Log– Guidelines for Meeting Attendees– Email Standards Booking Conference Rooms/Meeting Spaces62
Manage Project - CommunicationManagement Communication Process Who to contact if I need anything – FX EPMO Liaison63
Manage Project - Team Management64
Deliverable ManagementWhat is an artifact? Artifacts are both deliverables and work products– Deliverables are: artifacts produced for or provided to the Agency that are explicitly identified andcategorized as deliverables in the Contract, Statement of Work (SOW), or inthe deliverables section of a subsequent task order – Work products are: project artifacts required for a project team to complete its objectives and fulfillcontractual obligations Note: All artifacts are permanent products of the Agency and arenot vendor-owned 65
Deliverable Management Comply with FX Artifact Management Standards (located atSEAS Documents Programmatic Domain Final) and FXTechnology Standards for all deliverables per ITN andContract (located at Florida Health Care Connections Standards & Plans Category: Technology). Vendor to develop and submit a Deliverable ExpectationsDocument (DED) (template located at Florida Health CareConnections Templates Category: EPMO).66
Deliverable Management The DED is a tool used to record high-level scope of servicerequirements Approved DED –– establishes clear expectations and acceptance criteria for the scopeand content of a deliverable (i.e., content, format, review team,review/revision timeframes, and acceptance criteria)– is the developer’s approach to meeting the deliverablerequirements and deliverable acceptance criteria for each of thedeliverable expectations67
Deliverable Management Vendor shall use the Artifact Naming Standard and versioncontrol for all artifacts in accordance with the AMSFX-[BUSINESS AREA]-[TEAM (optional)]-[DEL#/ARTIFACT NAME]-[VERSION] Vendor shall utilize the FX Projects Repository for documentmanagement of all artifacts Deliverable review edits/comments and Vendor remediation shallbe made inline using the track changes and commentscapabilities Vendor shall use the established version control numbering notedin the Artifact Naming Standard section of the AMS68
Deliverable ManagementDeliverable Acceptance Criteria The deliverable meets the Agency’s –– requirement for timeliness– requirement for completeness– requirement for accuracy/conforms to the Agency approved DED69
Deliverable ManagementUsing FX Project Templates Approved FX templates reside in the Florida Health CareConnections site under Templates in the FX ProjectsRepository– Select a template for use and then Save As a copy to your desktopusing the artifact naming convention– Always use a fresh template for each new artifact Note: See the FX EPMO PM for guidance on selecting theappropriate template70
FX Project Execution StageDefine and Implement RequirementsDepending on project size andtype, FX projects may includeadditional technicalrequirements as identified in thePPA.Refer to T-7: The Design andImplementation ManagementStandards in the FX ProjectsRepository for applicablestandards and templates.71
FX ProjectMonitoring and Controlling72
FX Project Monitoring and ControllingStage Monitoring and Controlling ScopeMonitoring and Controlling ScheduleMonitoring and Controlling CRAIDLMonitoring and Controlling PerformanceMonitoring and Controlling Outcomes and BenefitsMonitoring and Controlling Cost73
Monitoring and Controlling ScopeFX Project teamscontrol project scopeby monitoring thestatus of the projectand managingchanges to the scopebaseline.74
Monitoring and Controlling ScheduleSchedule monitoring andreporting activities mustaccurately identify andreport when forecastedcompletion dates differfrom baseline dates andwhether schedulevariances will affectdownstream work.75
Schedule Update Requirements76
Monthly Work Plan77
Schedule RevisionsChange Control78
Rolling Wave PlanningMonth01Project End23456Detailed Planning Period78910111213141516171819202122.nLong Range Planning PeriodIntermediate Detail Planning PeriodProject StartMonth01Project End234567Detailed Planning Period8910111213141516171819202122.nLong Range Planning PeriodIntermediate Detail Planning Period1st Rolling Wave Planning SessionMonth01Project End2345678Detailed Planning Period910111213141516171819202122.nLong Range Planning PeriodIntermediate Detail Planning Periodnd2 Rolling Wave Planning SessionMonth01Project End23456789Detailed Planning Period1011121314Intermediate Detail Planning Period1516171819202122.nLong Range Planning Period3rd Rolling Wave Planning Session79
Schedule Analysis and Schedule Variance80
Mitigating Schedule Delays81
Enterprise Resource Pool82
Monitoring and Controlling CRAIDL CRAIDL––––––ChangeRiskAction ItemsIssuesDecisionsLessons Learned83
Monitoring and Controlling Change84
Monitoring and Controlling ChangeDecision Impact Score MethodologyDimensions of tiveScoreAssignedLowImpact to cost is below4% of appropriationNo or little impact toproject scheduleMinor clarification toexisting scopeProject quality is notaffected1MediumImpact to cost is above4% but below 10% ofappropriationSchedule impact ispossibleScope change isnoticeable, but notdeemed significantImpact to quality possible3HighImpact to cost is above10% of appropriationSchedule and deliverabledue dates will beimpacted; determinationof the scheduleScope change or scopedetermination is deemedsignificantImpact to quality is verylikely5Total Impact ScoreWeight40%20%20%Final Impact Score 2 2 to 4 4Part of general projectmanagement for FXEPMO or Project TeamRoute to FXGovernance forRecommendationRoute up to FXGovernance forRecommendation20% Final Score85
Monitoring and Controlling ChangeDecision Impact Score SummaryHow will impact for each decision-need be scored to inform routing toFX Governance?Legend for Numerical Scores1FX will assess decision orrecommendation needsacross four relevantcriteria:2345CostScheduleHIGH IMPACTScopeSOMEWHAT HIGH IMPACTQualityMODERATE IMPACTSOMEWHAT LOW IMPACTLOW IMPACT86
Monitoring and Controlling Risks Continually perform risk identification, riskresponse planning, and risk monitoring Track and report of risks with high exposure (15 )or with imminent trigger dates (less than 8 weeksout) Risk Owners are responsible for providing updatesto the FX Project Manager High exposure risks are reported to DMS viaMonthly Status Report87
Monitoring and Controlling ActionItems Action Items are unplanned work Needed to:– Resolve issues– Facilitate decision-making– Assess change– Facilitate work in the schedule Regular review and updates are expected Action Item Owners will provide updatesat FX Project status meetings88
Monitoring and Controlling Issues Log identified issueRoot Cause AnalysisIdentify resolution strategyAssign an owner to reach a resolutionContinuously monitor to drive resolutionFollow the Escalation Process defined in thePMP89
Monitoring and Controlling Decisions Clarify project parameters within the bounds ofcontracted work or to outline parameters for apotential change request Either logged when a decision is needed orafter decision made FX Project Team will monitor open requestsweekly90
Monitoring and Controlling LessonsLearned Stop-Start-Continue– Stop actions that yield negative results– Start actions expected to yield positive results– Continue actions that yield positive results Captured throughout the project; at a minimumat the end of a project stage91
Monitoring and ControllingPerformance92
Monitoring and Controlling Outcomesand Benefits93
Monitoring and Controlling Costs94
FX ProjectClose Out95
FX Project Close Out StageThe purpose of the Project Close Out stage is to formally finalize all project activities. Lessons Learned Summary – The FX Project Manager will conduct a Lessons Learned review session andcomplete the Lessons Learned summary of the Project Close Out Report. Disposition of Project Documentation – At this stage of the FX Project, the FX Project Manager works withthe FX EPMO to review project documents for completeness and archiving according to the documentmanagement plan. Project Close Ou
The FX Enterprise Project Management Office (EPMO) Charter and Program Management Plan available in the FX Projects Repository. The FX Organizational Change Management (OCM) Plan available in the FX Projects . Enterprise Program Management Office Business Analysis System Architecture Data and Analytics SEAS Management We do this by .
