Change Management Glossary

cc	Change Management Glossary Navigator Last Update January 16, 2009 - Transition Continues A B C D E F G H I J K L M N O P Q R S T U V W X Y Z To search this Glossary you may use the Drop Down Topic Index, search alphabetically or select "FIND" under the "Edit" menu.

To develop and implement Change Management Processes and supporting Tools to facilitate the Enterprise Portfolio Management process; the Governance and Change Management framework and concepts; and facilitate Continuous Improvement of our Change Management Capabilities. This Subject Area is now known as Business Optimization.

This document and index includes artifacts, information, and links to support the version 7.1 Hewlett-Packard Project & Portfolio Management application suite. While much of the information and functions are unchanged, or changed in a minor way from the Mercury IT Governance application suite v6.0, our implementation and procedures may be drastically impacted based on new business processes, and a desire to utilize the change management information and data flow in a more controlled, consistent, "end-to-end" approach. Elements updated or reviewed based on the version 7.1 product will be specifically identified as such. Elements with no such indication should be validated with a subject matter expert or the 7.1 implementation team prior to reliance for action.

This Glossary contains descriptions for processes, acronyms, entities, business terms and technical components utilized in our Change Management business process. This document represents the integrated view of the Change Management Process, IT Governance, Project Managment Methodology and the Software Development Life Cycle. Many terms may be new, and the meaning of several have changed significantly based on industry and Project Management Standards. Each term contains a brief definition, and some, a detailed explanation. This Glossary Navigator not only provides a "Dictionary" for reference to facilitate more effective, consistent communications, but will also be the primary index to all Process and System artifacts, procedures, training material and aids, as well as templates and examples of business, system and project artifacts. This primary index is fully integrated with two other sources of Enterprise, change Management related information:

IntegratedProcessModel which is a graphical process model and artifact navigation tool reflecting the End-to-End change Management Process from Strategic Planning through post deployment support of products. This model integrates the business process and governance steps, HP-PPM objects and information, Project Management Methodology and Software Development Life Cycle artifacts.
HP-PPM Data Dictionary which contains all of the HP-PPM system specific field, form and funciton definitions, examples and specific system procedures.

Hewlett-Packard Project & Portfolio Management v7.1 Introduction (HP-PPM)

The HP-PPM application suite, referred to as Business Optimization Software, provides visibility and control over the demands being made of IT, our portfolio of IT projects, and the deployment of application changes at the enterprise and project levels. It offers transparency into IT proposals, priorities, projects, and investments to optimize the business value delivered by IT, lowering the cost of compliance with regulations such as Sarbanes-Oxley by automating processes, required controls, and reporting. In addition, it supports quality programs and process control frameworks such as Six-Sigma, PRINCE2™, CMMI, and COBIT and best-practice frameworks like ITIL (IT Infrastructure Library). With HP-PPM, you can:

Align IT activities with business goals
Rapidly adapt to unforeseen business change
Make sure the right people are working on the right projects at the right time
Gain financial visibility and governance throughout the IT lifecycle, enabling organizations to run IT like a business

The application suite includes integrated applications to manage demands, portfolios, programs, projects, resources, financials and application changes. In it’s 2007 configuration it will support Strategic Planning, IT Governance, Portfolio, Program and Project Management functions. Early in 2007 we will be communicating project task assignments and gathering progress from all IT Project Team Members to facilitate project management and financial reporting.

Content SME, Domain Owner, WebMaster: Dan.Gallagher@CIMpleBS.com of Hoschton, GA 678-848-1830

This file is being consolidated & Integrated from 10 years of artifacts and experience. Implementations of PMOs, DMOs, IT Governance and Change Managment Processes and Systems in large Software Development Shops.

Forecasted Completion date is January 31, 2009.

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If you see something you want to use and can't figure out how to get it in the right format, drop me an e-mail. My experience is free, it's my time that's valuable!

Alphabetized Glossary Starts Here

Budget

A Budget is list of all of the necessary estimated expenditures required to implement a Proposal or Project. Expenses such as hardware, software, consulting costs and maintenance agreements are included and esitmated based on a value, and month in which the expendiures will be made. In addition, labor costs are included, based on estimated hours or FTEs, in order to determine the total estimated cost of delivery. This cost element is critical in determining the Return on Investment (ROI) of the initiative, which in turn is one of the elements utilzed to prioritize and authorize the initiative. Please see the HP-PPM Data Dictionary for more specific system and process details.

Change Request (CR)

A Change Request is a document which is utilized to define product enhancements and minor work efforts. These "Change Requests" do not relate to project scope changes, are not complex, and the necessary resources to implement the change are controlled by a single resource manager. Change Requests (CRs) are often transitioned to Projects and Proposal Requirements after complete defintion and estimation because they violate one of these "sizing" parameters. Please see the HP-PPM Data Dictionary for more specific system and procedural details.

Critical Path

The Critical Path is a Project Management concept that refers to the specific sequence of tasks within a project schedule that determine the minimum amount of time required to complete the project. None of the tasks in the sequence will contain any "float" or "slack" time. Any delay in any of the associated tasks will translate into a project deliverable delay if the schedule was constructed and crashed based on minimizing the project duration. The Critical Path is always a measure from the current project state to project completion, so is subject to change everytime you reschedule your project.

Data Dictionary

An index and glossary which will include all of the HP-PPM system data objects, attriutes, process elements, terms, and form names utilized in the support of the Enterprise Change Management Process. This listing will be elaborated through the multi-iteration implementation and become part of the knowledge repository related to the processes. See the HP-PPM Data Dictionary for current and detail information.

Dates

Dates and periods associated with the Strategic and Planning Processes and systems have very specific meanings and uses. Many are for analysis and evaluation purposes, some are utilized for priritization and planning purposes, and many become guideposts and baselines against which delivery performance is measured. As initiatives pass through the Change Mangement Process from Proposals to delivered products, many date fields are closed, locked and the current function or control moves to other date fields. The current guidelines for establishing and undestanding of dates and periods associated with project planning and delivery, in the order in which they typically are set:

Initial Estimate is a wild guess with little knowledge of specifically what will be required. This is really a range, or period of delivery vs. a point in time. This is typically known as the E1 or Order of Magnitude estimate, and is based on an early proposal level of defintion and has a -25 to +75% accuracy range. It may be provided after an architectural review, but often is just a "best guess". It is typically utilized to determine if the proposal is "larger than a bread box" for high level Strategic Planning.
Desired Dates reflect a month and year period that the sponsor would like the have the initiative start and complete. These dates are based on business, product or competitive objectives and may tie into sales and marketing events. These dates are not set in consideration of Enterprise priorities and objectives, and are set prior to proposal approval.
Expected Period is a month & year estimate utilized in Proposals and reflects the initial dates of initiation and completion of a proposal. These periods are set based on the strategic, high level portfolio planning process and are set after all proposals have been prioritized, approved and sequenced based on Enterprise priority and Demand Management feasability, and load analysis has been completed. These dates are not modified after the annual planning process. These dates, along with Enterprise priorities, are critical in the establishment and considerations for the Quarterly Release Planning process.
Target or Planned Date A date generated by the project team in the early stages of planning where there is still much unknown about the project. The team will always seek to keep the Target Date from moving. This date, commonly referred to as the E2 or budget estimate is based on a review of detail requirements and has a 10% to +25% margin of error (detail technical design has not been initiated, only high level techncial archiecture and infrastructure reviews completed).
Commitment Date A date generated by the project team that indicates when the project will be launched. The team will go to extraordinary lengths to prevent a Commitment Date from moving (working nights and weekends, etc.). This is commonly referred to as the E3, or Definitive Estimate, has a -5% to +10% margin of error and is based on a complete and accepted Technical Design. Detail Construction, Testing and Deployment plans should have been included in the Design Review.

IntegratedProcessModel

The IntegratedProcessModel is a graphical view of the Change Management Process from End-to_End. The Change Management Process starts with Ideation (an idea) and may conclude with the delivery, creation or production of a product. This is an integrated view as it depicts the elements and interdependencies of the Business Process, Governance Process, Project and Program Management Methodology, Software Development Life Cycle, and all of the steps, artifacts, stakeholders and roles of the participants. In addition, this Process Model contains links to all of the more detailed artifacts, procedures, examples and documents related to and utilized in, the change Management Process.

Issue Management Process

A Project Management Function which defines the process for identification, evaluation, communication and resolution of project roadblocks. Roadblocks are current or near term circumstances which if not resolved will have a negative affect on time, cost, and\or quality associated with the project or project deliverable. Issue logging, tracking and reporting will be transitioned to HP-PPM system during the first Iteration of the project. Select diagram below for process step details and see the HP-PPM Data Dictionary for more specific system and procedural details.

Issues and Defects HP-PPM v7.x

Issue ID	Area	by	Date	Problem	Status
P1	Proposal	Bill R.	8/2/07	Collective ID attribute is 18 alpha characters and we have committed for hyperion interface control purposes to use the 7 digit, numeric Proposal ID.	Will make this change on the first update pass of Proposal Request Type - will happen after the 2008 Budget process concludes.
P2	Proposal	John J.	8/4/07	Access & Edit capability of Proposal and associated Budget & Staffing Profile is confusing.	Access and editability of the current HP-PPM Proposal is controlled by a complicated Security Group and Work Flow configuration developed to support the 2008 Budgeting process from an IT pespective. A simpler, more direct approach is in Development which will be socialized and deployed following the 2008 Budget Process completion.
B1	Budget	Tom M.	8/9/07	Capital\Expense classification of budget line items are not definable at the time the line item is entered.	The current work flow step which requires the identification of capital (or non-captial) expenditures forces the attribute to be populated just prior to IRB approval. The configuration also restricts the attribute from an earlier designation. This work flow deffect will be corrected with the next version of the Proposal, but will not be scheduled until after the 2008 budget process has been completed.
S1	Staffing Profiles	Tom M.	8/14/07	The Budget Labor Category attribute is not required on entry of a new role line item, but is required in order to roll the labor costs into the synchronized budget.	If the Budget is built first and the staffing profile synchronized with the budget before the line items are added or copied from an existing template, the fields will be required. This entry defect will be corrected with the next release of the staffing Profile, sometime after the 2008 Budget process completion.
W1	Work Plan	Dan G.	8/19/07	Recovering an older version of a Project Work Plan	Although a baseline can be created and used for comparison reporting, we do not currently know how to restore a baseline version to the Active Work Plan Status. Data Integritity of Actual hours may prevent this function. Open your project in a Microsoft Project view (Actions button in work plan) to create a back-up copy of your work plan after weekly updates.
T1	Time Sheets	Mary L.	8/19/07	Unable to find project tasks to add to a time sheet.	The two most common problems are that the project is In Planning status or a summary task of the desired task is in a Hold status. Contact the Project Manager for resolution.
I1	Issue	Mary L.	9/6/07	Project\Program Issues functionality has not been deployed for the new version 7.0 environment.	Prioritization of the remaining HP-PPM system functions are being evaluated and scheduled based on limited resources and support reqirements for the time tracking and budgeting processes being deployed. See the Welcome page for the latest schedule information.
K1	Risk	Dana K.	9/12/07	Project\Program Risk functionality has not been deployed for the new version 7.0 environment.	Prioritization of the remaining HP-PPM system functions are being evaluated and scheduled based on limited resources and support reqirements for the time tracking and budgeting processes being deployed. See the Welcome page for the latest schedule information.
R1	Resource Pools	George L.	9/20/07	How to get resources removed from a Resource Pool	All Changes to Resource Pool assigned resources must be manged through the Manage Participation button on the Resource profile. This profile can only be changed by the current resource manager of the resource as defined in the profile. Resoruces can only be transferred between pools, or disabled entirely, but should never be deleted from a pool in which role capacity has been utilized to protect historical data integrity.
G1	Program	Donald D.	10/2/07	Program functionality has not been deployed for the new version 7.0 environment.	Prioritization of the remaining HP-PPM system functions are being evaluated and scheduled based on limited resources and support reqirements for the time tracking and budgeting processes being deployed. See the Welcome page for the latest schedule information.
C1	Change Request	Tom M.	10/4/07	Unable to enter CRs in v7.0 environment	Change Requests are being scheduled for initiation in the new enviornment for Sept-Oct time frame. The desire to separate the CRs that are actually worked from those that are product enhancements or other types of CRs is being investigated.
E1	Product Enhancement	Dan G.	10/20/07	Unable to capture product enhancement suggestions. .	This is one of the functions currently being facilitated through the v6.0 CR (Change Request). This new product, feature or function definition is designed to capture the initial idea from the business or application owner or resoruce manager. It might then be converted to a Work Order (to be assigned and executed) or rolled into a Proposal as a Requirement.
O1	Work Order	Frank R.	10/24/07	Unable to assign and track effort against a v6.0 CR (Change Request).	This is one of the functions currently being facilitated through the v6.0 CR (Change Request), and then worked with no tracking or rolled into a Project Work Plan so it can be assigned and tracked. This defined body of work could be developed by an application owner or resource manager, assigned and tracked through time sheet entries, but will not require any relationship to a Project Work Plan.
M1	Misc	Jeff L..	11/17/07	Return to Login page on Time Sheet Selection.	This defect has been experienced during testing while entering proposals as well. Believed to be a resource configuration issue but is infrequent and inconsistant. Please report additional occurences for analysis.

Lessons Learned

A Project Management Function focused on the continuous improvement of the Project Management Delivery function. The process typically involves surveys, workshops and discussions related to a phase or project which has just closed. Feedback and evaluation of activities and processes are conducted to identify problems or opportunities for improvement in project teamwork, organizational integration and/or quality of project deliverables. These improvements are then incorporated into the next execution of the subject process.

Lessons Learned Narrative. Summary of Lessons Learned Activities, Discussions and considerations
Project Management Process Survey. Subjective "current state" evaluation of primary project management processes. This survey initially conducted during PM Iteration kick-off will establish a baseline. The survey will be re-executed 30 days after the completion of all project schedule transitions to the new Mercury based PM processes for scheduling, Status Reporting, Risk, Issues and Change Management. A comparison of the “before” and “after” will indicate a measure of project success.

Mercury Issues v6.0

This Issues Log will serve as an FAQ research list for problems being discovered during implementation. As we won't know the source upon entry, this list will contain true defects, work-arounds where known, and instructions and guidelines for "operator Error" problems. We will include frequently experienced elements identified here into our on-going training sessions by role. Please see the HP-PPM Data Dictionary for specific procedures and documentation by function, form and field prior to submitting an Issue to the Support Team. Recent Problems and Defects are now listed on the Login Page.

ID	Submitter Area	Date Found	Issue	Status (Light Green means it is a closed issue)
2	Dan\ Reports	8/23/05	Mercury Reports won’t finish execution.	Documented as MercBug #2. Resolved via configuration settings and Mercury on-site support.
3	Dan\ MSP	8/5/05	MSP Synchronization Report is not accessible during the synchronization process. "The page cannot be displayed" error is displayed. The report is, however, available after the execution from the Project \| View \| Synchronization Report menu from inside workbench. May be bug or configuration\URL of report file.	Documented as MercBug #3 on 8/26. Resolved 10/15. Specific server port address changed to alias HP-PPM address.
4	Judy\ MSP	8/5/05	Exception Rule application on Microsoft controlled projects miss-applying the rules.	Documented as MercBug #4 on 9/12.
5	Brendan\ MSP	9/23/05	Unable to export Mercury built schedules.	KDRV-50191 Documented as MercBug #5 on 9/12. Applies to initial Export or later Synchronization to new file. Primary problem: Unrecognized characters in Task Name - probably due to cut & paste operation. Additional problem under investigation. See Mercury Bug Log for details.
6	Dan\ Portlets	9/28/05	Request Type Name is missing from the selectable fields in the portlet configuration.	Unless the field names are consistent across all Request Types the field will not appear on the selection list for Request List. In order to see and select all the fields associated with a specific Request Type, Filter on the Request Type and enable the Advanced Filter. All fields will be displayed.
7	Dan\ MSP	9/29/05	Export Project to Microsoft – Unexpected Schedule changes based on actual hours?. As we are now trying to gather actual hours, this has resurfaced as a critical problem for Time Sheet Utilization. Redocumented (MercBug#21) and submitted to Mercury 2/27/06.	Documented as MercBug #7. Mercury acknowledges that MSP applies actual to recalculate the schedule and Mercury does not set any Microsoft default setting on creation of exported schedule. This should prove a problem only if gathering actual hours against tasks. Testing by manually setting MSP to manual calc and non effort driven tasks doesn't seem to make any difference. As we are now trying to gather actual hours, this has resurfaced as a critical problem for Time Sheet Utilization. Redocumented and submitted to Mercury 2/27/06. This was actually reported as fixed in SP7 (March 06), but defects remain.
8	Dan\ Portlets	10/6/05	Duplication of records displayed in portlets on FrontPage.	Documented as MercBug #8. This is not consistent between users or reflected on all Issues, but is consistent by Issue ID by user. This was resolved with PHP-PPMhes 5-7.
9	Sandra, John\ Project	10/7/05	Procedure to Close completed MSP controlled projects. Due to "External" status, the projects state is frozen.	After insuring all tasks are 100% complete and the last synchronization has been performed: Change the Synchronization Mode to Mercury Controled at Project \| Setting \| Synchronization Mode tab. Open top task line in Workbench and Change The Task (Project) State. Save the file.
10	Dan, Armando\ Project	10/6/05	KNTA-1023 "A Mercury internal error has occurred..." Details: DB Package error: ORA-01403 on Project SAVE.	This seems to occur after extensive changes to Task Names? SAVE often when updating in Mercury controlled mode.
11	Dan\ Scheduling	10/10/05	“Some of the items in the Project have been Modified by Another User” MESSAGE on Schedule	While this appears to be innocuous, I believe it is a predecessor to the above problem and need confirmation from other users experiencing same.

Organization

There are two organizational frameworks within HP-PPM. The first is the Organizational Unit, which is a primary sort and filteration tool for portlets and reporting. Each person (resource) is assigned to an organizational unit. Units are defined as Teams, Groups or Departments. The second organizatioinal structure relates to Resource Pools. Like Organizational units, each resource can be assigned to a resource pool. Resource Pools have a hierarchial structure, but may be different than the organizational units. Unlike organizations, participation in a resource pool is controlled through date effectivity dates and relates to the management ofRoles (or Knowledge Areas, not Skill Sets). The Resource Pool hierarchy is the foundation and primary reporting tool for resource capacity management. If you have a license and access you can review the Organizations and Resource Pools from the main menu under Resource Management | Organizational Model or Resource Pools.

Project

The HP-PPM Project referes to several integrated system objects. A Project Request is a specfic data object which contains the business case information related to the project initiative. It can be created as a stand-alone definition which defines such things as the scope, value, defintion, timing, stakeholders and other key elements related to the definition of a change intiative. To this request, a related "Budget" and Staffing Profile objects can be attached, which elaborate the initiative defintion in terms of costs to implements and resources required to plan, build, test and deliver the project product.
The term Project also refers to the system object (or "container") which can include all of the artifacts related to the Project Initiative. It includes the "Project Request" which typically acts as a phase or stage communication vehicle through the utilization of it's Work Flow function. It also includes the Project Work Plan (Schedule) which identifies the specific tasks, sequence of execution, labor requirements, interdependencies and schedule dates. In addition to these two primary data objects, the HP-PPM Project (container) is the primary portal of access to all the project artifiacts. Any documentation developed outside of the HP-PPM data elements can be linked, attached or referenced as necessary. This would include Test Case Developement, Requirement Documents, Test Plans, Traning Materials, etc. Utilizing the Project in this manner, then consolidates all of the information, status and reporting into a single repository in the HP-PPM system, enahancing and facilitating communications and collaboration.
See the HP-PPM Data Dictionary for more details.

Project Artifacts Index - version 7.0 Jan 2007

Additional artifacts may be found in the HP-PPM section and throughout this document where version 6.0 artifacts were updated for the new version. Any element in this document that does not specifically identify version 7.0 may not apply to version 7.0 or has not yet been assessed for deployment.

Project Management - Artifacts related to the management, tracking and reporting of project planning and execution. This iteration is expected to be launched in early Febraury and completed by the end of May, 2007. See the Project Charter for more details.

Proposal

Project Profile

Project Charter

Project Kick-off Presentation

Project Work Plans & Time Tracking - Artifacts related to the deployment of project Work Plan and time sheet update functionality. This is the first iteration that will be tested and moved to Production for deployment in early March 2007.
Portfolio Management - Artifacts related to the deployment of the Portfolio Management function. Due to heavy utilization of the active project staffing profiles for monthly forecasting, this function will be moved with, or immediately following, transition of active projects into the new enviornment. This iteration will include the transition and reconfiguration of the balance of the 2007 Strategic Plan initiatives not moved with the already active projects. It will involve the restatement of Staffing Profiles form skills to roles and may be impacted by the larger IT Portfolio Analysis initiative just getting underway. This is the second iteration that will be tested and moved to Production for deployment in early March 2007. As the Portfolio Management was implemented independently from the version 6.0 project management functions, very little version 6.0 information is included in this document at the current time.
Resource Management - Artifacts related to the deployment of the Resource Managment function. This iteration will probably include the transition and reconfiguration of many of the current v6.0 CRs to a new Work Request request type which will enable the assignment of work and tracking of actual hours against these "less than project" sized work efforts. This is the third iteration planned and will be tested and moved to Production for deployment in late April\early May 2007. Lack of integration between the Resource Management and Project Management modules as well as lack of a clear integration and control path from Portfolio Mangement through the resource pools and into resource allocations precluded it's utilization prior to deployment of actual time reporting against work efforts.
Program Management - Artifacts related to the deployment of the Program Managment function. This is the fourth iteration planned and will be tested and moved to Production based on Program Management requirements following the deployment of all of the actual work effort management functions. As the Resource Management function was not really deployed from the version 6.0 application suite, very little of the version 6.0 information is included in this document at the current time. Lack of integration between the Resource Management and Project Management modules as well as lack of a clear integration and control path from Portfolio Mangement through the resource pools and into resource allocations precluded it's utilization prior to deployment of actual time reporting against work efforts.

Project Artifacts Index - version 6.0 2005-2006 These artifacts relate to the initial implementation of Mercury IT Governance v6.0. This Glossary initiated as a project repository for all formal documents related to project mangement, system training and support, as well as related Change Mangement process artifacts and guidelines. As artifacts are approved or socialized their current approved vesion will be accessible from this glossary. The artifacts are categorized by role or responsibility below.

Project Management - Artifacts related to the management, tracking and reporting of project execution.

Stakeholder Directory - Contact information for all Project Stakeholders

Weekly Status Reports - in WORD format continue as Project Overview view in Mercury does not meet requirements for narrative elaboration.

Responsibility Assignment Matrix - Specific Responsibility by Project Deliverable based on role and expertise

Issues Log - All Issues raised are logged, assigned, tracked and their ultimate resolution is captured in this log. See Issues Log for current status of Issues escalated outside of project team.

Risk Log -All Risks identified are logged, assigned, and tracked. Mitigation Actions and Contingency Plans are reflected where developed.

Change Request Log - All Change Requests submitted for evaluation, estimation or approval are logged, assigned and tracked in this log.

Project Schedule - The Active Project Schedule resides and is maintained in HP-PPM as Project ID "30956 IT Managememt - Improve IT Project Management". Access requires HP-PPM participation. Contact the Project Manager for assistance. Exported and synchronized versions of the HP-PPM schedule exist at Project Management Shedules

Work Breakdown Structure - Initiated in Discovery and elaborated through Design, this diagrams reflects the work products and their inter-dependencies and is a key document utilized for defining, confirming and managing Project Scope.

Network Diagram - is a tool that facilitates the work defintion such that all the work, and only the necessary work, to support the delivery of project objectives is defined. It is critical in the planning and integration process, particluarly on projects crossing organizational boundaries, in determining the critical path prior to the application of resources, which typically further constrain the project schedule.

Cost Estimates - Excel worksheets for Cost Estimating utilized for Charter preparation including Key License List

Project Management Survey - Conducted to gather a perception of the current state of the Project Management Process. This survey will be conducted both before and after the implementation of the Mercury Project Management system to support the Project Management process as a means to measure the success of the implementation.

Mecury High Level Functional Testing Requirements - Reflects basic functionality for initial testing of the project management related applications within Mercury. These functions focus on interfaces with Microsoft Project and basic setup and configuration of Projects, Tasks and resources.

Phase II Proposal - This January launch, four month project proposal includes the upgrade of the Mercury ITG application suite to version 7.0 and the implementation of Program Management processes and procedures utilizing the HP-PPM system.

Proposal Phase

Proposal - Approved 2004 by IRB. This project should give AT.c a view of its technology projects that is currently unavailable. We would be able to see how IT/BIS resoures are used across all projects and initiatives in a consistent manner; to see collisions and issues earlier and to improve our planning processes. It will help us build a hisotry of effort required for specific tasks and allow us to accurately capture costs for projects. We will be able to manage and control teh creation of project documents and teh changes made to them.

Initiation Phase

Charter - Review by IRB. The approach is to define necessary Project Management Control and Communication processes related to project planning, progress tracking and reporting, scope, issues and risk management. These requirements will be utilized to evaluate existing software platforms (Mercury IT Governance and "PitStop" Plumtree) for Enterprise support of these processes. Process development, training and deployment plans will be developed and executed.

Project Charter Diagrams - VISIO diagrams included in the Project charter Document.

Discovery Phase  Evaluate the Mercury Interactive Project Management suite of applications for implementation.

Project Kick-off Presentation - High level project overview and Introduction delivered 6/14/05.

Architecture Diagrams - VISIO diagram of logical and physical system components.

Mercury Data Dictionary - Index, definition and utilization of Mercury system data elements.

Project Managememnt Iteration   To define and then implement a project managment process supported by effective procedures and tools to support the Enterprise Project Lifecycle and delivery of enterprise project initiatives.

Iteration Kick-off Presentation - High level project overview Introduction delivered 6/22/05.

Project Management Process Survey - Subjective "current state" evaluation of primary project management processes by IT Project Managers. This survey initially conducted during PM Iteration kick-off will establish a baseline. The survey will be re-executed 30 days after the completion of all project schedule transitions to the new Mercury based PM processes for scheduling, Risk, Issues and Change Management. A comparison of the “before” and “after” will indicate a measure of project success.

Business Analysis - PM Iteration - Requirements for Project Mangement process management and control based on the "Project Managment Body of Knowledge" . These Business Requirements will be utilized to evaluate and develop the PM Processes to be implemented and supported by the Mercury tool set.

Mercury Project Management Working Notes - based on discovery process related to project management functionality and implementation. These findings will be included in process development, training and investigation as appropriate.

PM Process Models - These VISIO diagrams represent the project management processes for project schedule, issue and risk management functions. Many of the process steps will be facilitated through the implementation and utilization of the Mercury Interactive Project Management application of the IT Governance suite. These processes reflect an "end-to-end" and "to-be" view at the current time. They will be updated and elaborated throughout this project implementation.

EPL Summary Template - This Microsoft Project schedule reflects a summary level EPL definition and has been imported into HP-PPM as a Project Summary Phase Template. This 89 line project schedule will be elaborated based on specific project and development patterns, as defined. The original 490 line Project Phase template contains many checklist and schedule\artifact redundant elements at the detail task level which are not included. All phase, Milestone and Deliverables have been included as defined in the Enterprise PM Methodology documentation.

HP-PPM System Introduction - Powerpoint presentation which includes a high level Project Overview and Mercury system login, Front Page view and portlet setup instructions. This is the 1st of the topical training files, and should be included with the kick-off and new project team member on-boarding process. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Delivered 8/1/05 to the PM Team.

The HP-PPM Project Schedule - Powerpoint presentation of the schedule creation options in the Mercury PM module which includes Microsoft Project importation and continuous synchronization, utilization of Summary Phase templates and related activities. This is the 2nd of the topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Delivered 8/1/05.

The HP-PPM Project Configuration - Powerpoint presentation of the Options and parameters related to project configuration. These setting determine exception processing, access and assignment of resources, fields displayed and synchronized as well as other project level options. This is the 3rd of the topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Delivered 8/1/05.

The HP-PPM Project Task - Powerpoint presentation of the various attributes associated with project tasks. These attributes determine scheduling, reporting and communication settings as well as contain information defining the work, deliverables, a chronilogical history and links to other relevant documents. This is the 4th of 8the topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Delivered 8/1/05.

HP-PPM Project Reporting - This function has been postponed due to reporting limitations of the current version 6.0 thin client module. The 7.0 web application (due in 1st Qtr 2006) will enable Project Status Reporting without customization.

HP-PPM Project Issues Management - Powerpoint presentation which reflects the process for the reporting, escalation and resolution of project Issues. This is the 5th of the topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Initial delivery 9/19/05.

HP-PPM Project Risk Management v2 - Powerpoint presentation which reflects the process for identification and management of risks to project success. This is the 6th of the topical training files. Initial delivery 9/19/05; version 2 introduced April 2006 to simplify the workflow and process to accelerate adoption.

HP-PPM Project Scope Management - Powerpoint presentation which reflects the process for identification and management of Requests to changes in scope of an on-going, approved process. This is the 7th of the topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts. Initial delivery 9/19.

Microsoft Project 2000 Workgroup Messaging - Powerpoint presentation which reflects the system setup and procedures for the implementation of Workgroup messaging. This interim process implemented February 1st, 2006 to gather actual hours worked on IT Project initiatives. This process will be replaced with Time Sheet Management procedures inside of the HP-PPM system at some future date.

Workgroup Messaging Quick Reference - Jobaid to support the deployment and training for the implementation of Microsoft Project 2000 Workgroup Messaging for the gathering of actual project hours worked.

Mercury White Paper - Integrating Mercury Project Management with Microsoft Project.

Resource Managememnt Iteration   To define and then implement a resource managment process supported by effective procedures and tools to support the Enterprise Project Lifecycle and delivery of enterprise project initiatives.

Iteration Kick-off Presentation - High level project overview Introduction but includes detail system access and navigation content.

Resource Management Process Survey - Subjective "current state" evaluation of primary project management processes by HP-PPM Resource Managers. This survey initially conducted during RM Iteration kick-off will establish a baseline. The survey will be re-executed 60 days after the delivery of the Resource Managment Processes & Procedures training (planned for November). A comparison of the “before” and “after” results will indicate a measure of project success.

HP-PPM RM System Introduction - Powerpoint presentation of the RM Iteration Overview and Mercury system login, Front Page view and configurations. This is the 1st of several topical training files. Detailed information is contained in the Notes Section of the slides as well as linked artifacts.

Mercury Resource Management Working Notes - A WORD document to capture functional notes and discovery concerning the Resource Management process and supporting applications .These findings will be included in process development, training and investigation as appropriate.

Resource Management Tables - Excel document containing tables, attributes and values associated with the RM iteration implementation. This working document is not intended to reflect the current values included in the tables, but are representative of the values, and provides a common document to capture discovered meta data about the table, it's functional value and individual attribute behavior. The Metadata information will be included in the Mercury Data Dictionary for continued access, and that document will be maintained to reflect the current understanding and utilization of the tables, records and associated attributes.

HP-PPM Resource Managememt - Powerpoint presentation covering the Resource profile and Load Analysis reviews, the primary perspective of project work from a Resource Manager perspective. A review of the Project Phase engagement model with an emphasis on the need for timely and valid work definiton and estimations is also included. Resource Load and project capacity planning is completely dependent on this information being available and accurate for projects in execution.

Vertical Integration and Capacity Planning

Resource Planning Process - DRAFT of the High Level Visio Diagram of the proposed Resource Planning Process.

Project Management

Project Management is a subset of the larger Change Management Process and system. Project Management is based on the "Project Management Body of Knowledge" which is defined, maintained and managed by the Project Management Insititute. It is a business management discipline which has evolved and been formalized over the last 50 years. It consists of "Best Practices" approaches and procedures to managing the tactical planning and execution of change management initiatives. Project Management is reflected in a Project Management Methodology, which identifies expected and standard artifacts, communications, events, planning and other elements which lead to effecitve change management with minimal risk and optimum effectiveness. It is applied to construction, business proceeses, software development, or any other change of process from a current state to a future state.
We have adopted the Hewlett-Packard Project and Portfolio application suite to help us define and facilitate our complete Change Mangement Process. One of the integration applications which facilitates the Project Managment Methodology is the Project Managment module. The primary operating elements of the Project Managment module is the creation of the Initiative Implementation Plan, and then the management of the execution to create the intiative deliverables. Please see the IntegratedProcessModel for a graphcial view of the entire Change Management Process and the HP-PPM Data Dictionary" for system specific information and procedures.

Project Sizing

Definitions utilized to determine project size, and therefore authorization process and procedures. A project is deemed:

Small if a project team was doing nothing else, they could complete the entire lifecycle (Discovery through Deployment) in 8 weeks or less.
Mediuim if a project team was doing nothing else, they could complete the entire lifecycle (Discovery through Deployment) in 9 to 16 weeks.
Large if a project team was doing nothing else, they could complete the entire lifecycle (Discovery through Deployment) in 17 to 32 weeks
Jumbo if a project team was doing nothing else, they could complete the entire lifecycle (Discovery through Deployment) in 33 or more weeks.

Proposal

The HP-PPM Proposal Request is the foundation of the strategic planning function. A Proposal is the first entry and identification of a proposed change. It is typically entered either as part of the annual "Strategic Plan" planning process in early summer for approval to be implemented in the following year, or entered during the year for immediate consideration. The Proposal in HP-PPM was introduced in early 2005 as the first objects and function of the HP-PPM System. The Proposal and it's associated work flow was reworked and simplified for the 2008 planning cycle in mid 2007. Like all Requests, the "HP-PPM Proposal" consists of attributes to define the content, considerations, stakeholders, etc, and a Work Flow to facilitate communications and the strategic planning process. In addition, the Proposal also contains a Staffing Profile which identifies the required Roles, or knowledge area skills, required to implement the change and the associated manhours for each. In addition, a Budget which contains not only the cost of the labor from the Staffing Profile, but additional expected costs for hardware, software, consulting, maintenance or any other costs associated with the implementation may be attached. See the HP-PPM Data Dictionary for more details.

HP-PPM Proposal Entry Guide which defines the Proposal Entry Process and work flow.
HP-PPM Portfolio Management Training Guide which defines the Proposal Entry Process in terms of screenshots and attribute considerations. (this is a large powerpoint file, so please allow time to open).

Requirements Verification Traceability Matrix (RVTM)

Software Development Life Cycle artifact which delineates the path from each business and technical requirement, through component implementation, unit and system test case and script. This detailed requirements tracking document facilitates a high degree of reliability of meeting stakeholder expectations. It insures that all requirements are tested for, and provides the foundation for resource planning, project performance reporting and delivery forecasting. This document provides, from a high level at it's first iteration, to a low level during analysis and design, an excellent baseline against which scope can be managed, and Change Request processes can be applied.

Resource Profile Update Request

Resource Profile Update Request form is designed to effectively gather resource profile update information from the initial issuance of a license for HP-PPM System access thorugh subsequent changes in critical informaiton. While every effort is being made to populate data fields automatically from other data sources, many of the data elements with Chanage Mangement operational impacts are not contained in other systems. The Resource Profile Update (RPU) request will be deployed in 3 iterations. The first will identify all of the data elements required for initial setup to insure a more effective communication between the Resource\Project Managers and the support team. The second iteration will be transparent to the end-users but will accomplish the automatic maintenance of the profile based on the input. The final iteration will add the notification to the loosing and gaining Organizational, Resoruce Pool and Direct Manager of the resources which are being added or changed in the transaction. The form includes the following attributes: resource name (s), organizational unit, resource pool, role and specific licenses to be issued to the resource (s). The form can be submitted for mulitple resources as long as the indicated changes apply to all of the resources listed. For complete details see the HP-PPM Data Dictionary

Risk Management Process

A Project Management Function which defines the process for identification, assessment, mitigation and resolution of circumstances, which if not mitigated could be detrimental to the time, cost, and\or quality associated with the project or project deliverable. The process is used to analyze the likelihood for identified risks to occur, define actions to mitigate them, and prepare contingency plans. It allows for proactive measures to be taken to reduce the overall risk to successful completion of the project. Because risks change over time, it is essential that risks are monitored and evaluated on an on-going basis. Click on the diagram below for more details.

Other Artifacts Related to Risk Management:

HP-PPM Data Dictionary for detail Risk Management System Information and Processing for the enduser.
Risk Managment Training Powerpoint Presentation covers the HP-PPM procedure and work flow for Risk Management.
Risk Management Procedure is the Project Management process for which the Project Manager is responsible for execution and compliance. This procedure is an Enterprise requirement defined and managed by the Project & Portfolio Management Office.

HP-PPM Implementation Project - Active Risks

Risk ID	Title - Description	Status	Action Due	Owner
30982	System\Process Adoption by Stakeholders	Mitigating	Deployment	D. Gallagher
	Risk Log moved to HP-PPM after Production Ready

Role

A Role is a high level skill or subject matter expertise that is a critical attribute to the Change Mangement Process. Strategic Resource Planning is based on estimated work, categorized by Role. Each Role has an associatd loaded labor rate based on the people included in the Role set, their average holidays, vacations, actual expected work hours, benefit costs, etc. This rate is then applied to the Staffing Profile hours estimated to determine the cost of a Proposal or Project's implementation. The Cost can then be offset against the expected financial gains (more revenue, less operating costs) to determine a ROI, or Rate of Return on the Investment. These Role estimates are also the key element which enables and drives resource demand management, capacity and release planning. Our forecasts for future labor costs and resources are all determined based on the comparison of the resources now on board, and the projected future work load by role. Please see the HP-PPM Data Dictionary for more details.

Scope Management Process

A Project Management Function which defines the process for the definition, evaluation, communication and approval of changes to the scope of a project. Also referred to as "Change Management and "Change Request" process. As the scope is defined at a greater level of detail through phase elaboration, the management of changes to the scope is further refined to the authorized work for the next phase. Any information changes from a prior phase will pass through the Change Control Process to insure adequate and appropriate communications to all affected stakeholders. Select the diagram below for process step details.

Other Artifacts Related to Project Scope Management:

HP-PPM Data Dictionary for detail Project Scope Management System Information and Processing for the enduser.
Scope Managment Training Powerpoint Presentation covers the HP-PPM procedure and work flow for project Scope Management.
Project Scope Management Procedure is the Project Managment process for which the Project Manager is responsible for exectution and compliance. This procedure is an Enterprise requirement defined and managed by the Project & Portfolio Management Office.

Security

System Security is applied through several mechanisms:

System Licenses are issued which provide basic access to collections or types of data, based on a system role. An Individual can be assigned multiple roles, depending on their job responsibilities and stakeholder participation in the Change Management Process. Access and restrictions are enabled by the issuance of a license, but further constrained at the process work flow, document (Request) type or field level based on additonal configurations (see below). Current License configurations include:

Project Team Member is issued a Time Management license. Any person assigned to a project team, responsible for contributing to the development or delivery of a project deliverable, and responsible for the entry and tracking of their efforts through weekly time sheet submittals. Access is limited to the Time Sheet Entry function and access to project task information through the time sheet process. Each person also has access to their own profile which contains configuration, organizational, Role and Skill information, as well as a Calendar for work availability forecasting.
Resource Manager is issued a Demand Management license. Any person involved in the allocation of resources to project teams, time sheet reporting, participation in the Proposal, Project or Change Request processes, the capacity planning of resources or the forecasting of resource requirements.
Delivery or Project Manager is issued a Project Management license. Access to all Project Work Plan (Schedule) details requires a Project Management License. Unless you are also included as a Project Manager on the Project record, you can only view the project work plan. Project creation may be limited to members of the HP-PPM-Governance Security Group (see below).
Program Manager is issued a Program Management license. The ability to consolidate mulitple Proposals and Projects for reporting and analysis, as well as build higher level Product budgets is limited to Program Management functionality.
Planners are issued a Portfolio Management license. The ability to gather proposals and projects into a consolidated view results in a "Scenario". All of the associated budgets and resource requirements are combined, and can then be compared to a consolidated budget and\or resource availability for future periods. This strategic planning tool is critical for both production (Release) and resource planning.

Security Groups provide for the collection of mulitple, specific access rights to individual data objects and elements, in different data areas of the system. The rights are called Grants (see below), and many can be combined under a common "Security Group" name. Once the Security Group is defined, then individuals can be added to the Security, giving them these associated rights. For example, "Edit only Resources that I manage" is a Resource Management specific grant; "Create Projects" is a Project Management specifc grant. Security Groups must be assigned to provide capability for the associated Licenses issued. You must have both the license and appropriate security groups in order to view, create or edit any information in the system. Security Groups can be created for specific purposes to be utilized in work flow control, governance, etc. that are not license specfic. Current Security Groups are:

HP-PPM-USERS is the initial Security Group (SG) set for all participants once identified as an IT employee or contract. This SG provides no access by the user, but makes their name avaiable for Resource and Project Managers for planning purposes.
HP-PPM-RESOURCE MANAGERS Security Group provides edit access to Resource Pools and the capability to assign resources to project teams. This Group also has access to Request types, which includes Project and Proposals, but excludes Project Work Plans (Schedules)
HP-PPM-PROJECT MANAGER Security Group provides access to all Project Work Plans and the ability of the PM to be assigned as the Project Manager of a Project. Only the Assigned Project Manager can actually assign resources to tasks and make changes to their own projects work plan.
HP-PPM-PROGRAM Security Group provides access to view some Project artifacts and utilize the Program Managment functionality within the system. This functionality includes the ability to report consolidated results from many Projects and Proposals identified as part of thier Program.
HP-PPM-PORTFOLIO MANAGER Security Group provides access to the Strategic Planning and Enterprise Demand Management functions associated with Scenarios. scenarios enable the creation of "what if" collections of projects and proposals across all portfolios to determine total demand and financial forecasted costs.
HP-PPM-FINANCE Security Group is responsible for the establishment of Role based rates and managment of the access and seucurity of all Security Groups to the financial reporting and valuation aspects of the system.
HP-PPM-GOVERNANCE Security Group memebers are the only members who can execute the approval steps of the work flows for Projects and Proposals. These stakeholders are typically in the PMO, Demand Managemetn or Change Control organizations.

Grants are specific transaction enablers which are associated with Security Groups. The Project Manager has access grants to edit the start date of a task, while the resource Manager may only be able to see the task.
Request Definitions consist of attributes (fields), work flow and functional elements. Each attribute is defined in the request as accessbile by certain license types, access grants, individuals or "tokens". Editability of the attribute is defined as a separate list of authorized license types, access grants, individuals or "tokens". This is the primary, and highest level of security control. This access can be further restricted based on the work flow of the request, as well as the changing "token" values through the life cycle of the request.
Work Flow Controls can be set by attribute, at each step in the request work flow. This provides the ability to have a field editable in the first and second step of a workflow, and then only visible in subsequent steps. It is also possible to hide fields and whole sections of a request, depending on the current work flow step.

Staffing Profile

A Staffing Profile is a system object which contains a list of Roles and resources allocated to a defined work effort. It can be attached to either an HP-PPM Proposal or HP-PPM Project. If an HP-PPM Project is created from an approved HP-PPM Proposal, the Staffing Proifle will be copied from the HP-PPM Proposal (with a new name) and attached to the spawned HP-PPM Project. It reflects initiative demand for resources in either FTEs (full time equivalents) or hours, by month, for the duration of the initiative. The Staffing Profile is created as part of the initial Proposal definition in order to provide resource effort and cost for strategic and tactical planning. The final approved Staffing Profile is utilzed to establish the initial Project Team and establishes the baseline for comparison and analysis through Project planning and execution. The Roles defined can be utilized to drive resource requests from Resource Pools based on configuration and assignment by the Portfolio Planners. The Staffing Profile is considered the IT resource demand for a project and EAC (estimate at completion) forecasting utilizes the Staffing Profile data vs the project work plan (schedule) based on current configuration. Please see the HP-PPM Data Dictionary for more details.

Status Reporting

A Project Management Function performed by the Project Manager on a weekly basis to report the current status of assigned projects and programs to Initiative Sponsors and Stakeholders. This requires gathering of schedule updates, updating Risk and Issue Logs, and creating a Project Status Report. This manual reporting process and logs maintenance have been incorporated into the HP-PPM System as of June 2006. Request Types have been developed for Risks, Issues, Scope Change and Weekly Status Reporting. Corresponding portlets and reports have been developed and deployed and are available from the pre-configured pages portlet selection. The weekly entry of the Status narrative is accessible through the project overview, Program Overview and Request List portlets and views. A printed report for Non HP-PPM stakeholders incorporates this narrative, weekly update with milestones, risks and issues data from the HP-PPM system for a comprehensive printed Status Report for e-mail distribution. Updated 8/06 to include Program Status Reporting. See the HP-PPM Data Dictionary for more details.

Work Flow

A Work Flow is a predefined set of steps, or statuses, through which a "Request Type" transitions. Proposals, Projects and Change Requests are unique Request Types. Each Request Type has it's own set of attributes to define itself, and each have a unique Work Flow which facilitates the communication and processing of the Request across the organization, from creation through completion. The Work Flow associated with each request is the engine of the Change Management Process. It provides the basis for security of data and access to information, automatic communications and notifications as well as assignment and engagement of the various organizations and functions across the enterprise. Please see the HP-PPM Data Dictionary for more details.

Work Plan

Work Plan is the HP-PPM name for the Project Schedule. The Project Schedule is the list of tasks that are required to deliver the initiative product. It may include the project artifacts, or deliverables associated with a task, or set of tasks, and\or specific events, also known as Milestones. Each task includes a Start and Finish Date, may include task dependencies (both other tasks within the project or external project events), as well as the individuals assigned the responsibiltiy to complete the task. Changes can be made in dependencies, the amount of work estimated in the task, the project team members assigned and their availabilty. These changes are then reflected in a new scheduled completion date for the project product, as well as project phase completions.
In HP-PPM, the Work Plan is a Project data object that is accessible via the Project Summary Page, but requires a Project Managment License to accesss. It is compatible in functionality to the Microsoft Project functions with the exception of Effort Driven scheduling. As the HP-PPM applicaiton suite is resource centric, constraints on overloading resources drive exception notifications into the work plan schedule alogrithms which notify the Resource Manager, Project Manager and the individual Resource of the overload. Please see the HP-PPM Data Dictionary for more details.

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