Step 1 of 7
1
Communications
The Communications function aids the program manager in effectively determining what kinds of messages to send, who should send them, and when to send them.
Please check all that apply
The project has a committed client sponsor.
A strong partnership exists between the MPS vendor team and the client.
A communication plan, documenting the required assessment, design & optimize communications, exists and is being followed.
A Project Announcement was made to both the client & MPS vendor organizations to increase project awareness.
Project status reporting procedures are established and are followed.
Project successes are documented for inclusion in client communications and a final success story.
Step 2 of 7
2
Risk Management
The Risk Management function aids the program manager in systematically assessing the risk factors of a project and identifying specific risk items. Risk is managed by mitigating the risk and having contingency plans.
Please Check all that apply
A high-level risk assessment is completed by the project team and has been reviewed by executive sponsors.
The approach for handling each accepted risk is documented with an actionable plan to mitigate.
Contingency plans for accepted risk exist. A review of the project's risks is part of regularly scheduled project and executive sponsors status meetings.
Step 3 of 7
3
Scope Control
The Scope Control function aids the program manager by ensuring the project completes all the work, and only the work required. Its primary focus is on controlling what is and what is not included in the project.
Please Check all that apply
A project summary exists for the project.
The client participated throughout the development of the Statement of Work (SOW).
Project requirements are clearly documented and are reviewed with the project team and client on a regular basis.
Change control procedures are defined and documented for managing changes to the project plan.
Step 4 of 7
4
Plan Maintenance
The project Plan (a.k.a. Schedule) Maintenance function aids the project manager in creating a Schedule that encompasses the key phases and tasks/deliverables, and responsible resources to complete the project. The project manager evaluates the viability of the schedule, ensures that work is accomplished and updates the schedule as the project progresses.
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The project's Work Breakdown Structure (WBS) represents the work required to complete the project requirements.
The project Schedule is developed based on the project's WBS and resource/duration estimates.
Schedule constraints driven by the client are identified in the project schedule (e.g. quarter closes, freezes, etc.)
Dependencies are assigned to appropriate tasks/deliverables in the Project Plan.
Variance Analysis against baseline schedule and budget is reviewed on a regular basis.
A project team kickoff meeting was held, and the project team understands/buy-in to assignments, responsibilities, and accountability.
Step 5 of 7
5
Quality Assurance
The Quality Assurance function aids the program manager in defining quality performance requirements and to ensure that procedures are followed and compliant with client and MPS vendor expectations.
Please Check all that apply
A project management workbook exists containing project contacts, issues/action log, risk plans, scope control, etc.
Standards and procedures for assessments, designs, and optimize are established, documented and are being followed with Stage Gate approvals.
A program organizational structure exists to show lines of responsibility, including representation from all stakeholders (i.e. IT, MPS vendor, purchasing, facilities, end-users, etc.)
Step 6 of 7
6
Financials
The Financial & Contract Management functions aid the project manager in estimating, budgeting, forecasting, and tracking project economics.
Please Check all that apply
Cost centers are set up so that actual project expenditures can be tracked and compared to specific line items in the project budget.
Resource estimates and a staffing plan provides the basis for the project budget.
All cost categories such as labor, travel, hardware, software, facilities, overhead, purchased services and training are included in the project budget.
Contractual issues (e.g. companion agreements) that have to be closed prior to project sign-off are identified and documented.
A plan exists for completing a value realization at the close of the project to determine actual project economics and value created.
Step 7 of 7
7
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