Department of Human Services Project Management Office

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Department of Human ServicesProject Management
Office

• Project Initiation

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Agenda Items

• Background - Project and Project Management
• What is Project Initiation
• Inputs Business Case
• Process Overview
• Outputs - Project Charter
• Help and References

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Training Goal

• To understand the Initiation process, its
  purpose and benefits.
  
• To learn enough about the process to begin using
  it.
  
• To know where you can access the process and any
  of the supporting materials.

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What is a Project?

• Temporary endeavor with a beginning and an end.
• Creates unique product, service or result.
• Is progressively elaborated.
• Obtains objective then terminates.

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What is Project Management

• Application of knowledge, skills, tools, and
  techniques to project activities to meet or
  exceed stakeholder needs and expectations from a
  project.
• The State of Oregon agencies agree to use the
  methodologies and processes developed and
  outlined by the Project Management Institute
  (PMI).

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Project Approach
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Where Initiating Fits
Where BTM Fits
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Where Initiating Fits
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What Initiation is and is not
It is launching a process that can result in the
authorization and preliminary scope definition of
a new project. It is determining how much is know
n and committing resources to an appropriate
course of action. It is not completing a feasibil
ity study, a preliminary plan, or some other
equivalent form of analysis.
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Initiating Objectives
Obtain a common understanding of the issue to be
resolved by a project/phase. Provide clear and, a
s far as possible, measurable objectives that a
project/phase must deliver based upon the
business case. (continued)
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Initiating Objectives (continued)

• Provide the initial scope on which a
  project/phase will be planned.
  
• Verify or obtain sponsorship, organizational
  commitment, and assign key leadership roles.
  
• Obtain an initial agreement on how it will be
  planned and controlled.
  

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Potential Issues
Disagreement or dissatisfaction on what was to
be delivered. Inability to distinguish if the bus
iness issue/need has been resolved .
Inadequate, unknown, or unresponsive sponsorship
and leadership direction.
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Potential Issues (continued)

• Severe over planned or under planned
  project/phase.
  
• Severe lengthening of time it takes to plan a
  project/phase.
  
• Lack of acceptance by the community.

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Initiating Inputs

• A Business Case
• Historical Information
• if available
• Earlier phase of same project
• Former project charters
• Info from a similar projects
• Stakeholders

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Initiating Inputs - Continued

• Project Selection Criteria - to determine
• if the request should be managed as a project
• level of potential project complexity, risk,
  size
  
• appropriate level of project management needed
• Strategic Plans
• DHS Strategic Business Plan
• DHS Information Resource (IRM) Plan

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DHS Business Case

• Why do a Business Case?
• Who is involved?
• What are the key decision points?

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Initiating Process Overview
Inputs
Quick Assessment Technique
Develop Product Scope, Risks and Service Objecti
ves
and Initial Project Organization
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Outline Initial Membership, Resources and Obtain
Authorities for
a Project/Phase
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1. Clarify the Business Concept

• Establish a common Understanding
• Discuss, understand, and confirm the need
• Clarify -- what is the problem or issue
• Define in broad terms what the end result is to
  be.
  
• Clarify the understanding of the benefits to
  the customer, and/or a strategic plan.
  
• Do not ask the customer to fill out a form.

Jointly performed by initial champions - Sponso
r PM
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Tips to uncovering and clarifying a need - ASK
What is it that you like about your
solution? What are the current problems that
this solution will fix? When were done, if we
do it right, what will you have, what will
be the effect? What business purpose does the so
lution serve, what business functions, what
business service?
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Quick Assessment Techniques

• The purpose of the Initiating Techniques is to
  assess and clarify
  
• how much is known
• determine and agree upon the general size of the
  project,
  
• and agree on the best approach - determine amount
  of planning controls,
  
• the potential projects risks,
• required for this size of project.

Assessment is early, with limited data, and the
results used to confirm understanding and determ
ine initial levels of planning and controls
needed.
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Two Quick Assessment Techniques

• Business and Technical Complexity Assessment
• Provides a consistent way to uncover the known
  and unknown complexities of a piece of work
  
• Provides the opportunity to quickly discuss and
  obtain the results from various points of view.
  
• Expert Judgment
• used in lieu of a complexity assessment, as long
  as the expert(s) is recognized by the customer
  and organization as such.

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Business Technical Complexity Assessment
Designed for a small group to take 15 minutes to
complete. 21 business and technical complexity
attributes are rated on a scale of one to five,
or not applicable. The rating are used to dete
rmine a business and technical complexity trend.
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Business Complexity Assessment
The
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Technical Complexity Assessment
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Determining a Trend
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Using the Results
BC 5 TC 3 Result - Potential High Complexit
y
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Using the Results for Chartering

• Extreme Trends
• Low Complexity Trends
• Medium ComplexityTrends
• High ComplexityTrends
• Hybrids

Chartering
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2. Initial Project Organization

• Product Scope Statement
• Product and Service Objectives
• Product Scope
• Product Risks
• Other Related Projects

Jointly performed by initial champions - Sponso
r PM
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3. Project Organization

• The sponsor and project manager identify,
  negotiate, and agree upon
  
• Who has ultimate authority of whats being
  developed?
  
• Whats the purpose of the Project?

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Obtain Authorities

• The final activity - is to use the inputs from
  previous steps to obtain agreements on how the
  work should be managed.
  
• The sponsor and project manager identify,
  negotiate, and agree upon
  
• The level/selection of plans and controls
• Initial Project Leadership Team(s)
• Other groups involvement with the work

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Present the Concept for Go/No go
The purpose of this step is either to get
approval to move forward with
a planned work effort - of some type,
or to cancel or postpone the concept until a
later point in time.
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Present the Concept to Management
In some cases this may be an escalation of
presentations to Business Management.
If project contains an IT component A meeting
with an OIS and Business Manager.
Than maybe -- OIS Exec Staff,
Information Technology Governing Council (ITGC).
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Output Project Charter
Primary product objectives Assumptions Clear gui
dance on how the project should be planned and
managed Constraints regarding scope, staffing, s
cheduling, and management of the project.
Management approval given. Project Leadership Tea
m assigned.
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Initiation - Key Points
Obtain a common understanding of the business
need and issue, Provide the initial scope, Com
mit resources, Provide clear business objectives
, Obtain sponsorship, organizational commitment,
and assign key leadership roles,
Obtain agreement on how the project will be
planned and managed.
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Help and References
Available on the PMO Web site
Project Management Process Guide
Initiating Templates Initiating Examples Initiat
ing Technique - Assessment http//www.oregon.gov/
DHS/admin/pmo/ Contact the BPM for assistance em
ail Joan.H.Riley_at_state.or.us
phone [phone]
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Additional Questions
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Please take some time for Class Evaluation!
Please fill out both sides.