Project Overall Health Rating Comments Green Focus Area Rating Comments Green Time Management Green Management Green Management Green Resources Green Risks and Issues Green Transition Readiness Green Conditions for Approval Green Corrective Action Plan Items Green Legend for Project Health Dashboard Green Yellow Red Blue Satisfactory, no corrective action necessary. Caution, risks/issues exist. There may be a need for corrective action in the near future. Escalated for immediate corrective action. is a significant risk to the health of the project. Not enough data is available to make a determination about the project health. Project Information Report Frequency: Project
Impact: Risk Title/Statement: Description: Impact: Recommendation: Current Status: Project Issues Requiring Additional Attention or Escalation IPO Issue Identifier: Estimated Resolution Date: Project Issue Number: Status: Impact: Priority: Issue Title/Statement: Description: Impact: Recommendation: (What should be done, who should do it, and by when should it be done) Current Status: General Comments – Independent Project Oversight Observations Attachment 1: IPO Assessment Criteria
Time Management The project has a detailed Project Schedule that includes estimated hours to complete tasks, major milestones, deliverable due dates, predecessors, constraints and resources tasks” include items such as procurements, deploying infrastructure, business process reengineering, training, planning and coordinating interfaces, conversion testing and data conversion, communications with stakeholders, etc. These activities can be completed using either iterative or sequential processes Project is “on schedule” per the CDT approved baseline; see the Project Approval Lifecycle (PAL) approval or most recent Special Project Report (SPR) Schedule management practices are being executed in accordance with the documented approach (i.e. Schedule Management Plan) including updates, progress tracking, resource assignments, reasonable duration/effort estimates Schedule variances are recognized as a risk before they are realized; Project Manager (PM)/Project Director (PM) Project is maintaining the start and end dates of planned Sprints with a stable or improving Velocity, progressively declining product backlog with a low incidence of “technical debt” Extending the length of a Sprint for any reason is a red flag for time management The team effectively uses Velocity information gathered during retrospective activities to plan future Sprint work The project has a Project Schedule that includes the start and end points of each Sprint, the identified resources for each Sprint, additional tasks necessary to complete the project including the estimated hours and necessary resources to complete “other tasks,” major milestones, deliverable due dates, predecessors and constraints tasks” include items such as procurements, deploying infrastructure, business process reengineering, training, planning and coordinating interfaces, conversion testing and data conversion, communications with stakeholders, etc. These activities can be completed
Program/business representatives determine and validate the business value of system functions and features Program/business representatives make decisions about the priority of functions and features All necessary tasks/deliverables are identified in the baselined Project Schedule Key specification documents (e.g., contracts, requirement specifications, and/or contract deliverables) and software products are under formal configuration control as defined in the Configuration Management Plan Specific acceptance and delivery requirements are defined for each deliverable Program/business representatives sign off approval/acceptance at project milestones and product delivery points Scope change control practices are being executed in accordance with the documented approached (i.e. Scope Management Plan, Requirements are “traceable” to the decisions made by the Product Owner The stories are prioritized and organized into the “product backlog” within the repository Stories are selected on a priority basis for inclusion in a Sprint by the cross-discipline team The Product Owner monitors the backlog, Scrum Team progress, and work completed – making adjustments (or grooming) the backlog as needed The Product Owner makes decisions concerning unanticipated business requirements Scope management includes the use of Scrum ceremonies – Sprint Planning Meeting, Daily Scrum meeting, Sprint Review/Demonstration Meeting and Sprint Retrospective Meeting Scrum team and Product Owner utilize the lessons learned from the Sprint Retrospectives to improve Velocity and completion results for subsequent Sprints
Risks and Issues Risks/issues are being proactively identified, tracked, updated, and escalated using a risk register and a Risk Management Plan Appropriate team members are involved in identifying, analyzing, and mitigating risks and issues throughout the project’s duration The project has formally designated the roles of “risk manager” and “risk owner” The Risk Management Plan includes a framework to actively evaluate risks and specifies the frequency of regularly scheduled meetings Appropriate mitigation and/or contingency plans are established and acted upon on a timely basis Risks/issues are being proactively identified, tracked, updated, and escalated based on the project’s Risk Management Plan All project team members are encouraged to identify risks and issues All risks/issues that can be handled by the Scrum Team are incorporated into the backlog with a user story The Scrum Master and PM effectively share responsibility for maintenance and resolution of all risks and issues and issues are resolved commensurate with their projected impact to the success of the project Implementation Readiness Organizational change management is being effectively planned and executed (by the project team and stakeholders) commensurate with the schedule for system implementation With contributions from the business/program, the project has developed an Operational Readiness Assessment (ORA) Knowledge transfer has been planned and is on schedule for completion Organizational change management is being effectively planned and executed (by the project team and stakeholders) commensurate with the planned release dates ORA is iterative and incremental with lessons learned, providing continuous improvement Knowledge transfer has been planned and is on schedule for completion Training, business process impacts, and communications
Training, business process impacts, and communications are planned, scheduled, and executed appropriate to the transition and go live dates is a formal process to evaluate the conditions necessary to make the determination to implement the new system (i.e. “go/no go” criteria) are planned, scheduled, and executed appropriate to the release plan The Product Owner and/or Steering Committee formally approve the release of new system capabilities to the users