WMS Work Management System Governance Governance Approach Governance identifies the key governance roles and responsibilities for the project. In addition to documenting the stakeholders involved in managing the project, this governance section covers who is responsible for approving project documents, who approves deliverables and who makes the final decision to accept the system and product. The escalation process for issues will also be defined. The objective of this section is to detail the structure of the project organization, and the methods by which it reaches official decisions and carries out regular business. This ensures commitment and effective management of the project in order to: Ensure the project remains on course to deliver products of the required quality to meet the business case Approve all major deliverables Authorize deviations through integrated change control Arbitrate on internal project conflicts Negotiate solutions to problems within the project if they arise, and between the project and external bodies Ensure communication between the vendors and project team is effective and consistent Process This section should be modified to meet specific project needs. For example, if the project is not a large project, there is language in the Project Sponsor section that should be taken out. Recommendation is to provide a description for each role that is noted on the RACI chart. Authority Stakeholders are all of the people that are in any way affected by the new product or service. Since the organization will rely on various stakeholders it is important to understand the roles and responsibilities. You may want to do a search on the various roles (e.g., project manager) mentioned in this project plan template to make sure your final version uses the same terminology (e.g., project manager vs. primary project manager, or state project manager vs. vendor project manager) Executive Steering Committee (ESC) ESCs are optional for projects with a budget below $250,000, as these projects are not governed by STD009-05. If your project is under $250,000 and will not be using an ESC, you may delete this section.
The below matrix is based off the PM Checklist and adjusted to reflect specific project work. Recommendation is that each deliverable have its own line, as responsibilities may differ for each deliverable. Note that those project management tasks already marked as “Responsible” are part of the role of the primary project manager on projects falling under the executive order – these should not be changed. Recommendation is that only one role is noted as “Responsible” for each line. The following section describes the authority of those involved in the project, lines of accountability, and the flow of information. Fill in/change as applicable. Table 4: Authority/Responsibility Matrix Resource Responsibility Executive Steering Committee Procurement Collaboration Staff Sponsor Primary Project Manager Vendor Project Manager Vendor Project Team State Team Ensure requirements of project management laws are met R Ensure requirements of STD009-05 are met R Review and provide guidance and direction on project documentation and processes related to cost, schedule, scope, and quality R ESC meetings: facilitate/create agenda ESC meetings: schedule/notice meeting ESC meetings: take minutes Organize and lead procurement Work with procurement officer to facilitate procurement process R Procurement Collaboration Staff: facilitate/create agenda Procurement Collaboration Staff: schedule/notice meeting Procurement Collaboration Staff: take minutes Create RFI/RFP/Work order C Score/Review procurement responses Negotiate contract R
The ESC minutes do not require approval, however, if the committee would like to approve the minutes, you can either send them out for approval after the meeting (following the minutes release timeframe noted above) or approve them at the next meeting. Request direction on this from the ESC at the first meeting. Table 11: Meetings Meeting Type Purpose Frequency Facilitator(s) Attendees Minutes Required? Planning Create the project charter and/or the project plan Project team members Analysis Gather the requirements for the project and create the ITD after-analysis cost estimate Project team members Design Create use cases and determine how the system will work Project team members Project Team Discuss topics relevant to the project Project team members Other relevant communications outside of meetings Discuss topics relevant to the project Determined as needed Status Review progress, upcoming activities, and discuss issues and risks Project team members Executive Steering Committee Convey project information, or for the sponsor to receive assistance on a project decision Executive Steering Committee members Project Closeout Used to discuss what worked and didn’t work in the project Within six months after implementation Project team members
Figure : Integrated Change Control Process Complete a write-up for the proposed change and submit copies to the primary and vendor project managers who will in turn provide to relevant parties for assessment Record the request in the Change Requests section of SharePoint Investigate the impact of the proposed change and evaluate the impact of not performing the change Document the impacts and recommendations in SharePoint All parties discuss whether or not the change should be performed The appropriate document is created: If change is not accepted: The vendor project manager will discuss and document the rejection with the primary project manager The proposed change can be modified and re-submitted, or withdrawn, if it is agreed to be non-essential (in this case, the reasons will be documented) If change is accepted: Once the change request has been approved by the sponsor or ESC, and, if necessary, signoff obtained on any contract amendments, work may begin The primary project manager will adapt project plans to incorporate the approved change, if necessary All parties must agree that a change has been complete Human Resource Management Human resource management includes the processes required to make the most effective use of the people involved with the project. The project team directory is located in the project SharePoint site: provide link Staffing Management Plan The project manager will be responsible for ensuring that the appropriate levels of staffing are available throughout the life cycle of the project. The staffing levels will be based upon the requirements found within the project management plan and project schedule to ensure that the project is successful. Any personnel issues will be handled via the team project manager with their respective functional managers and/or sponsor. Any additions or changes to members of the project team will be handled as follows: