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Gate/Activity |
Description |
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G-10: Requirements Scope
Lock-Down
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Business Objective: Approve the Scope of
Work for which the organization will commit to develop requirements.
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Owner: Project Manager
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Review Board: Program Sponsor,
Program Manager, Project Manager, Contracting Organization(s), and
Performing Organization(s)
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Project Manager
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The
Project Manager is responsible for ensuring that the following documents
are completed with quality and meet acceptance criteria defined in the
Release Planning Procedure (SOP 1005).
Contracting
Organization (OWN)
Performing
Organization (OWN)
Responsible
for scheduling, notification, meeting materials, meeting facilitation
and meeting minutes for this formal Review
Board meeting.
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Review Board
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Review
the results of the concept phase and commit to the definition and
planning of a project. Target
delivery windows may be established, but this does not constitute a
commitment to deliver the project as it is defined at this point.
The additional definition and planning which takes place during
the definition phase will increase knowledge about the scope, cost and
schedule of the project which may result in changes to any or all of
those parameters.
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Review Board
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The
Review Board’s acceptance of the approved documents by the Receiving
Organization moves each SOW document to the Development Function of the
Performing Organization for analysis.
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Project Manager
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The
Project Manager ensures coordination between Contracting and Performing
Organizations. Project
Managers facilitate meetings and document meeting outcomes. This effort is focused at reducing cycle time and
maintaining the highest level of common understanding between parties.
Further, the Project Manager will refine the project plan
incorporating data available.
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Development must assign resources to work on the
Definition Phase of the release. Once
the resources are assigned, Development must provide the Project Manager
with this resource information. Quality Assurance (QA) develops the
quality plan for the release and assigns resources to the plan. QA gives
this information to the Project Manager to feed the plan for the
Definition Phase. Lastly,
Operations defines the high-level configuration management plan that
feeds the Definition Phase plan developed by the Project Manager.
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G-9:
Definition Phase Plan Approved
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Business Objective: Approve the plan to
execute the definition phase so that the project’s business
requirements (scope, timeframe and cost) are met
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Owner: Project Manager
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Review Board: Program Sponsor,
Program Manager, Project Manager, Contracting Organization(s), and
Performing Organization(s)
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Project Manager
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The
Project Manager is responsible for ensuring that the following documents
are completed with quality and meet acceptance criteria defined in the
Requirements Definition Procedure (SOP 1040).
Plan
for the Definition Phase – Owner: Project Manager
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Organizations:
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In
order to complete the plan for the Definition Phase, the Project Manager
requests and receives the items listed below from various areas of both
the Contracting and
Performing Organizations. Acceptance
criteria for each item listed are defined in the Requirements Definition
Phase (SOP 1040).
Contracting
and Performing Organizations (CON)
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Detailed
Schedule
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Resources/Costs
Assigned
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Capital
Budget
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Risk
Plan Developed
Validation Function of the
Performing Organization (CON)
Operations Function of the
Performing Organization (CON)
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Project Manager
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The
deliverables for G-9b contribute to the development of the project’s
communication plan and project plan by the Project Manager. At this
point the Project Manager ensures that all known assumptions,
dependencies, constraints, and risks are reflected in the project plan.
The
Project Manager sends recommendations to minimize the impact from
assumptions, dependencies, constraints, and risks to the Program
Sponsor. The Program
Sponsor supports the resolution and/or mitigation of project barriers by
working with OCE and/or Unit Managers.
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In
order to develop a more refined configuration plan, Operations must
refer to Service Level Agreements (SLA's) for any relevant
considerations. Relevant
considerations may include, but are not limited to:
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Client
expectations of maximum load level
- Client
expectations regarding disk space and processor speed
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G-8: System
Requirements Definition Approved
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Business Objective: Obtain approval of the system
requirements definition(s) from the Contracting Organization(s).
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Owner: Project Manager
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Review Board: Program Manager,
Project Manager, Contracting Organization(s), and Performing
Organization(s)
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Project Manager
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The
Project Manager facilitates the dialog necessary between all parties
that participated in the definition of SOW documents for the Development
Function of the Performing Organization to complete Systems Requirements
Specifications.
The
Project Manager has responsibility for ensuring full disclosure of
features, functionality and technical constraints that impact the
project scope approved at Gate 10.
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Review Board
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The
Review Board reviews the approved System Requirements Specifications.
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Initial
Development and Operations estimates are made based on the Scope of Work
(SOW) documents that are generated in the Release Planning Procedure
(SOP 1005) and the System Requirements that are created in the
Requirements Definition Phase. The
initial estimates must include the following:
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Estimate
of risk level
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Percent
of code to be modified
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Number
of beans being changed
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DDL
changes
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DML
changes
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Time
required to deliver work
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Resources
required to deliver work
The
estimates are forwarded to the Project Manager to include in the project
plan.
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G-7: Lock-Down Level
Estimates Complete
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Business Objective: Complete the
estimates and scope refinement necessary for Lock-Down.
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Owner: Project Manager
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Review Board: Program Manager,
Project Manager, Contracting Organization(s), Architecture Function
of the Performing Organization(s), and Development Function of the
Performing Organization(s)
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Project Manager
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The
Project
Manager is responsible for ensuring that the documents in G-7b
are completed with quality and meet acceptance criteria defined in the
Requirements Definition Procedure (SOP 1040).
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Organizations:
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Performing Organization
(OWN)
Architecture Function of the
Performing Organization (OWN)
Development Function of
Performing Organization (OWN
Contracting Organization
(OWN)
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Project Manager
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The
Project Manager ensures coordination between Contracting and Performing
Organizations. This effort
is focused at reducing cycle time and maintaining the highest level of
common understanding between parties.
Further,
the Project Manager will refine the project plan for the release
incorporating data provided through this gate. The Project Manager will
communicate the final portfolio scope to all interested areas in the
organization
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Operations will identify hardware requirements,
hardware and software configurations necessary and the execution plan
intended. This information
will feed the final Configuration Management plan that will be presented
to the Project Manager. This
information will then be contained in the release project plan for
project management purposes.
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G-6: Project Lock-Down
(Also
described as: Go/No Go Decision or Cross-functional Commitment to the
Delivery of a Defined Set of Features and Functionality)
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Business Objective: Obtain commitment
between the Performing Organization(s) and the Contracting
Organization(s) for the delivery of a defined project scope of work
within a defined timeframe. (This scope is a refinement of the G-10
scope/plan).
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Owner: Project Manager
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Review Board: Program Sponsor,
Program Manager, Project Manager, Contracting Organization(s),
Performing Organization(s), and Service Organization
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Project Manager
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The
Project
Manager is responsible for ensuring that the documents in G-6b
are completed with quality and meet acceptance criteria defined in the
Requirements Definition Procedure (SOP 1040).
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Organizations:
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Project
Manager
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Contracting
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Performing
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Project Manager (OWN)
Contracting Organization
(OWN)
Performing Organization
(OWN)
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Project Manager
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In
order to complete the project plan, the Project Manager will request and
receive materials listed in G-6d from various areas of both the
Contracting and Performing Organizations.
Acceptance criteria for each item listed are defined in the
Requirements Definition Procedure (SOP 1040).
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Organizations:
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Contracting and Performing
Organizations (CON)
Program Sponsor, Contracting
and Performing Organizations (SUP)
QA Function of the
Performing Organization (CON)
Operations Function of the
Performing Organization (CON)
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Project Manager
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The
Project Manager is responsible for scheduling, notifying participants,
creating meeting materials, facilitating meetings and distributing
meeting minutes for this formal Review Board meeting.
Note: This gate is a
significant step in the System Development Life Cycle as it is the point
where both the Contracting and Performing Organizations commit to
project scope, cost and schedule.
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Review Board
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The
Review Board reviews the results of the definition phase and
re-evaluates the business objectives of the project.
This review may result in agreed upon changes in scope, cost
and/or schedule. The
resulting agreement represents a commitment between the Performing and
Contracting Organizations to deliver the project as defined within the
agreed upon scope, cost and schedule constraints.
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Project Manager
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The
Project Manager ensures coordination between the Contracting and
Performing Organizations. Further,
the Project Manager communicates the project scope and schedule to all
interested parties.
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After
Project Lock-Down has taken place, Operations can begin working on
preparing the development test environment.
In order to do so, Operations will utilize the Configuration
Management Plan developed in the prior gate.
Additionally, Operations will be required to obtain the completed
functional specification from Development.
These functional specifications are a more detailed and accurate
version of the estimates given to the Project Manager during the
Requirements Definition Procedure.
Lastly, Operations will use the project plan with detailed tasks
provided by the Project Manager in order to create this environment.
The
test environment must contain the following:
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G-5: Detailed Plans
Complete
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Business Objective: Approve the detailed
project plan and commit the appropriate resources to execute the
plan.
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Owner: Project Manager
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Review Board:
Project Sponsor,
Program Manager, Project Manager, and Performing Organization
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Project Manager
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The
Project Manager is responsible for ensuring that the documents from G-5B
are completed with quality and meet acceptance criteria defined in the
Detail Design Procedure (SOP 1041).
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Performing
Organization
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Development Function of the
Performing Organization (OWN)
Architecture Function of the
Performing Organization (OWN)
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Allocated
Requirements
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System
Interfaces
The Architecture Function of
the Performing Organization includes the Development and Operation
Functions since they share responsibility for delivery and support of
the delivered solution. Development
handles the creation of the interface code.
Operations manages the receipt, processing and storage or
interface data; this includes service level considerations for capacity,
turnaround time, and connectivity. |
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Project Manager
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In
order for the Project Manager to complete the project plan, he/she will
use the project plan from the Development Function of the Performing
Organization to update the overall project plan.
Acceptance criteria are defined in the Detail Design Procedure
(SOP 1041).
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G-4: Begin Validation
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Business Objective: Ensure that the
product meets the defined project scope and that the quality of the
product is at an acceptable level to proceed to the Validation phase.
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Owner: Validation Function
of the Performing Organization(s)
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Review Board: Program Manager,
Project Manager, Validation function of the Performing Organization(s),
and Development Function of the Performing Organization(s)
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Project Manager
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The
Project Manager is responsible for ensuring that the documents and
activities in G-4b are completed with quality and meet acceptance
criteria defined in the Development Procedure, Training and
Documentation (SOP 1101) and Quality Function procedures (SOP 1210).
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Performing
Organization
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Development Function of the
Performing Organization (OWN)
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Product
(contains all defined scope and under configuration management)
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Development
testing results
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Systems
integration results
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Preliminary
product documentation
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Field
performance criteria
Validation Function of the
Performing Organization (OWN)
Gate
4 requires a formal management review by the Performing Organization.
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Review Board
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Before
commencing validation, the quality of the product and documentation
emerging from the development phase is evaluated by the Review Board to
assess the risk associated with entering the next phase. The level of management involved at this review may be
lower than at the other management phase reviews since the issues being
addressed at this review are internal to the Performing Organization.
A key consideration at this review is to determine whether the
product and documentation quality is high enough to allow the testing
function to make significant progress. It is also possible at this
review that decisions may need to be made concerning scope, cost and
schedule tradeoffs if the project performance to date has deviated from
the baseline established at G-6. Such
decisions should not, however, be deferred until this point in the
project’s lifecycle but should be actively addressed as soon as the
need for a decision becomes apparent.
At
any point in the life cycle, if there are decisions concerning scope,
cost and schedule tradeoffs, the Gate 6 Review Board will formally
review the situation.
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Project Manager
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Should
the Gate 6 Review Board need to assemble, the Project Manager is
responsible for scheduling, notifying participants, creating meeting
materials, facilitating meetings and distributing meeting minutes for
this formal Review Board meeting. The Project Manager updates any
resulting changes to the project plan.
This may lead to the request and collection of revised estimates
from Performing, Contracting, and Service Organizations.
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G-3: Begin
System Certification
(Product
Acceptance Testing)
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Business Objective: Approve release of
the product to System Certification Testing.
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Owner: Contracting
Organization(s)
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Review Board: Program Manager,
Project Manager, Contracting Organization(s), System Certification
Function of the Contracting Organization(s), and Validation Function
of the Performing Organization(s)
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Project Manager
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The
Project Manager is responsible for ensuring that the validation testing
in G-3b is completed with quality and meets acceptance criteria defined
in the Training and Documentation Procedures (SOP 1101) and Quality
Function Procedures (SOP 1210).
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Validation
Function of the Performing Organization
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The
Validation Function of the Performing Organization completes a review
and validation of the Preliminary Documentation provided by the
Development Function of the Performing Organization.
Acceptance by the Validation Function of the Performing
Organization is required prior to beginning system certification.
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Project Manager
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The
Project Manager has responsibility for verifying completion and
obtaining signoff from the Validation Function of the Performing
Organization.
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G-2: Begin FOA/Beta
(Client
Acceptance Testing)
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Business Objective: Approve release of
the product for first office application.
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Owner: Contracting
Organization(s)
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Review Board: Project Sponsor,
Program Manager, Project Manager, Contracting Organization(s),
System Certification Function of the Contracting Organization(s),
Performing Organization(s), Validation Function of the Performing
Organization(s), and Service Organization
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Project Manager
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The
Project Manager is responsible for ensuring that the documents and
activities in G-2b are completed with quality and meet acceptance
criteria defined in the Quality Function Procedure (SOP 1210).
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Organizations:
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Performing
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Contracting
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Support
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Training
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Development Function of the
Performing Organization (OWN)
Validation Function of the
Performing Organization
Contracting Organization
Training Organization
Service Organization
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Review Board
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Gate
2 requires a formal management review.
The Deployment Phase represents a significant milestone to the
customers in the lifecycle of a project.
There is also significant risk associated with this milestone. The project product is expected to be of commercial quality
at this time and any data from the validation phase that indicates
otherwise must be carefully analysed in terms of its potential impact to
the selected customer site. Options
at this review include approval to deploy the project product, approval
to deploy with exceptions due to some subset of the scope having failed
validation, and approval of a schedule delay (and consequent additional
cost) to correct problems that are known to exist.
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Project Manager
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Deviations
in deliverables or timeframe are handled using a formal process with the
results communicated by the Project Manager to all areas participating
in the effort.
Any
decisions concerning scope, cost and schedule tradeoffs, the Gate 6
Review Board shall formally review the situation.
Should the Gate 6 Review Board need to assemble, the Project
Manager is responsible for scheduling, notifying participants, creating
meeting materials, facilitating meetings and distributing meeting
minutes for this formal Review Board meeting. The Project Manager
updates any resulting changes to the project plan.
This may lead to the request and collection of revised estimates
from Performing, Contracting, and Service Organizations.
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G-1: Begin
Controlled Rollout
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Business Objective: Approve the release
of the product for controlled rollout. This gate is only required
when a controlled rollout (CRO) is planned as an integral phase of
the project.
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Owner: Contracting
Organization(s)
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Review Board: Project Sponsor,
Program Manager, Project Manager, Contracting Organization(s),
Performing Organization(s), and Service Organization
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Project Manager
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The Project Manager is
responsible for ensuring that the documents and activities in G-1b are
completed with quality and meet acceptance criteria defined in the
Training and Documentation (SOP 1101) and Deployment and Post
Implementation procedures (SOP 1220).
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Organizations:
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Performing Organization
(OWN)
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FOA
test results
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Service
training
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Client
acceptance
Contracting Organization
(OWN)
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Project Manager
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Since
a controlled rollout occurs in the production environment, the documents
in G-1b must meet quality and acceptance criteria defined in the
Training and Documentation (SOP 1101) and Deployment and Post
Implementation Procedures (SOP 1220).
When a controlled rollout is an integral phase of the project
plan it is mandatory, otherwise, this gate is optional.
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G-0
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Business Objective: Approve the release
of the product for general availability.
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Owner: Contracting
Organization(s)
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Review Board: Project Sponsor,
Program Manager, Project Manager, Contracting Organization(s),
Performing Organization(s), and Service Organization
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Project Manager
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The
Project
Manager is responsible for ensuring that the documents and
activities G-0b are completed with quality and meet acceptance criteria
defined in the Deployment and Post Implementation Procedures (SOP 1220).
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Organizations:
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Contracting
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Service
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Performing
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Training
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Contract Organization (OWN)
Service (OWN)
Performing (OWN)
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Service
training
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FOA
test results
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Order
entry system
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Client
acceptance
Training (OWN)
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Review Board
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Gate 0 requires a formal
review process. It is the
final management phase review that occurs upon completion of initial
field deployments (First Office Application and Controlled Rollout)
which are intended to provide final validation of the project product in
a live system environment. This
review effectively marks completion of the project and acceptance by the
Contracting Organizations from the Performing Organization.
The
Review Board reviews and approves completion of the Gate 0
requirements. Deviations in
deliverables or timeframe are handled by convening the Gate 6 Review
Board. This group will make any decisions concerning scope,
cost, and schedule tradeoffs.
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Project Manager
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Should the Gate 6 Review
Board need to assemble, the Project
Manager is responsible for scheduling, notifying participants,
creating meeting materials, facilitating meetings and distributing
meeting minutes for this formal Review
Board meeting. The Project
Manager updates any resulting changes to the project plan.
This may lead to the request and collection of revised estimates
from Performing,
Contracting, and Service Organizations.
The Project Manager is
responsible for attending the Program/Project
Management post implementation review on the project and holds a
meeting with other Program and
Project Managers to review lessons learned.
Trends and issues encountered over a number of projects are
discussed as wells as new techniques that proved successful.
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Performing
Organization
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The Validation Function of
the
Performing Organization conducts a project post-implementation
review in which representatives from all areas participating in the
project review the project. Quality
issues and their root cause are discussed.
The Quality Assurance group documents the post implementation meeting
and distributes to all attendees, all
Project Managers and Program
Managers as well as the PMO.
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