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8. 8 8 Info-Tech Research Group, Inc. Is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2015 Info-Tech Research Group Inc. Create Project Management Success Executive Brief Position IT projects to finish on time, on budget, and within scope.

9. Info-Tech Research Group9 9 This Research is Designed For:This Research Will Help You: This Research Will Assist:This Research Will Help You: This Research Is Designed For:This Research Will Help You: This Research Will Also Assist:This Research Will Help Them: Our Understanding of the Problem Project Management Office Heads Project Managers Create standard project management processes for initiation and planning. Improve your current project management initiation and planning processes. CIOs Understand project management initiation, planning, and scoping processes. Understand the control points where approval is needed.

10. Info-Tech Research Group10Info-Tech Research Group10 Resolution Situation ! Complication ? Info-Tech Insight Executive Summary Lack of upfront project planning can result in IT projects going over budget and time, resulting in poor stakeholder satisfaction and a wide- spread perception that IT is not delivering value. Poor project management planning results in scope creep, low executive buy-in, and poorly defined requirements to undermine project success. Poor project execution processes result in scope creep, low quality deliverables, poor stakeholder satisfaction, and failure to deliver on project benefits. IT projects consistently conclude over budget and late, resulting in wide-spread perception that IT is not delivering value. Project management is a strategic competency for organizations, enabling them to deliver projects in line with business expectations. Investing time upfront to plan the project is critical to project success. Projects will be less costly and more likely to deliver value to the organization. Not following consistent and repeatable processes causes errors and omissions, which ultimately cost the organization more when projects finish late, over-budget, or fail to deliver promised benefits. Investing in formal project execution processes is critical to project success. Rigorous project execution processes will result in more successful projects that deliver greater value to the organization at a lower cost. Use Info-Tech’s six-phase process to design your project management processes. Our methodology is grounded in PMBOK best practices. The project management plan requires ongoing revalidation and modification as new inputs are introduced. The project management process needs to be adaptable to the risk, size, and complexity of each project. Successful project execution requires full business ownership end to end. Project management is not about tasks, it’s about motivating and engaging people.

11. Info-Tech Research Group11Info-Tech Research Group11 Maximize the value of your project management processes Project management is a methodical approach to planning and guiding project processes from start to finish. Implementing project management processes helps establish repeatable steps and controls that enable project success. Documentation of the process leads to consistent results and consistently delivers on expectations. Processes: Defined tasks that are executed in a specific order for every project that… Produce specific outputs in a specific format. Are well documented, repeatable, and measurable. Controls: Points in time where project documents, plans, or deliverables are evaluated and assessed to determine if the project should proceed to the next step or phase. This ensures that stakeholders have visibility throughout the project and present buy-in opportunities at key decision points. Processes and controls balance project constraints. Of respondents in a software development project study reported that business is out of sync with project requirements. 2 78% Of respondents in a KPMG survey indicated that projects fail to achieve what they originally intended. 3 50% Of projects met schedule, budget, and quality goals in an IBM survey. 4 40% Of IT projects experience cost overruns because of missing focus and unclear objectives. 1 13% 1 Delivering large-scale IT projects on time, on budget, and on value Delivering large-scale IT projects on time, on budget, and on value 2 Up to 75% of business and it executives anticipate their software projects will fail Up to 75% of business and it executives anticipate their software projects will fail 3 NZ Project management survey 2010 NZ Project management survey 2010 4 Making Change Work Making Change Work Of project failures are contributed to changes in scope mid-project. 41% 4 Making Change Work Making Change Work Of projects were delivered within budget in 2012 according to a KPMG survey.KPMG survey 33%

12. Info-Tech Research Group12Info-Tech Research Group12 The need for project initiation and planning processes Ensure all stakeholders are fully engaged with projects. Deliver projects on time, within budget, and achieve business benefits. Avoid costly mistakes and rework by spending the time to create a solid plan. Create a plan to obtain and engage the best resources for the project. Provide clearly defined project roles and responsibilities for tasks and decisions. Clearly define and approve requirements and scope in the planning phase before entering the costly execution phase. Identify, mitigate, and plan for risks. Establish a repeatable process that leads to consistent results, resulting in better expectations management and avoiding surprises. × Lack of proper planning leads to people jumping into projects too quickly, resulting in key project activities being missed or done poorly. × Project requirements are misunderstood or missed, delivering only partial outcomes or the wrong results. × Poor quality, errors, or omissions lead to costly rework. × Low stakeholder satisfaction with projects. × Potential of missing stakeholders. × Projects finish late, over budget, or fail to deliver promised benefits. Challenges of not having project management initiation and planning processes in place. Benefits of having project management initiation and planning processes in place.

13. Info-Tech Research Group13Info-Tech Research Group13 The need for project execution and closing processes Projects are successful when they meet the following parameters: On time On budget Benefits realized Requirements are met (fit for purpose) Deliverables are high quality (fit for use) These help with achieving project success parameters. Projects are managed effectively: projects finish on time and within budget. Activities are not missed or done poorly: projects produce high quality deliverables. Prevent scope creep: follows project plan, smooth project execution, and finishes within estimated time and budget. High stakeholder engagement: support in addressing any project execution challenges or issues. Identify and address issues early on: mitigate impact of project risks. Assemble and manage effective project team: clearly defined roles and responsibilities ensures full coverage of project task completion. Ongoing project communication: keep stakeholders informed and supportive of the project. Effective OCM: ensures end users accept changes and fully utilize the new system, allowing benefits to be achieved. × Lack of project execution processes: lack of process leads to missing or poorly performed key activities. × Scope creep: stakeholders request additional features, resulting in budget overruns and delays. × Competing demands: difficult to satisfy key stakeholders with different opinions on project requirements. × Poor change control processes: change requests are not properly assessed and prioritized. × Lack of stakeholder engagement: projects have limited support and face increased obstacles. × Lack of status reports and updates: failure to communicate project progress and risks leads to delays, poor decision making, and poor stakeholder engagement. × Failure to check in with stakeholders at key control points: quality issues can go unnoticed and worsen. × Failure to manage team: no clearly defined responsibilities, duplication of effort and omissions. × Resource shortages and unavailability: project team is constantly changing. × Key benefits are not delivered: end users do not realize the benefits as set out in the project plan. × Project end not well defined: there is no distinction between project end and ongoing service/operations. × Risks are not properly managed: risk response plans not executed as designed in the project planning phase. Challenges of not having project management initiation and planning processes in place. Benefits of having project management initiation and planning processes in place.

14. Info-Tech Research Group14Info-Tech Research Group14 Decide if now is the right time to build out project management processes Lack of/poor project management process: key activities missed or done poorly, leading to quality issues and low stakeholder satisfaction. Projects run over budget and time: fewer than 15% of IT projects finish on time and on budget. Business goals and objectives are not well defined: lack of clarity in project direction. Key benefits are not delivered: benefits are taken out of scope, resulting in low project value. Poor scope definition leaves the project team guessing. Stakeholders criticize the project. Competing demands: differing opinions on scope make it difficult to satisfy all stakeholders. Lack of buy-In: projects have limited support, undermining ability to obtain critical resources. Key stakeholders are not identified, resulting in time spent on meeting new requirements or getting them up to speed. You’re ready to make a change to the way IT plans for projects. Lack of/poor project management process: key activities missed or done poorly, leading to quality issues and low stakeholder satisfaction. Projects run over budget and time: fewer than 15% of IT projects finish on time and on budget. Business goals and objectives are not well defined: lack of clarity in project direction. Key benefits are not delivered: benefits are taken out of scope, resulting in low project value. Poor scope definition leaves the project team guessing. Stakeholders criticize the project. Competing demands: differing opinions on scope make it difficult to satisfy all stakeholders. Lack of buy-In: projects have limited support, undermining ability to obtain critical resources. Key stakeholders are not identified, resulting in time spent on meeting new requirements or getting them up to speed. You’re ready to make a change to the way IT plans for projects. As a PMO head or project manager, I am experiencing the following challenges relating to projects: This research is designed to help organizations successfully implement project management planning processes. Assess your fit for this blueprint by considering whether the below statements sound familiar.

15. Info-Tech Research Group15Info-Tech Research Group15 This blueprint focuses on building the optimal project planning and execution processes This research is designed to tell you not only what to do, but provides each of the key steps to be successful. Our best practice approach is grounded in PMBOK and enhanced by the insights and guidance from our analysts, industry experts, and our clients. Their expertise spreads across the spectrum of industries and organizational sizes, and as a result when integrated, each project step, tool and template is highly usable and effective. Project Management Processes 1. Launch the project management process initiative 2. Create project initiation processes 3. Create project planning processes 4. Create project execution processes 5. Create project closing processes 6. Implement project management processes

16. Info-Tech Research Group16Info-Tech Research Group16 Complete your initiative by using the following Info-Tech tools and templates to successfully achieve initiative outcomes Project Initiation and Planning Maturity Assessment Tool Stakeholder Register 1. Launch the project management process initiative 2. Create project initiation processes 3. Create project planning processes 4. Create project execution processes Project Management SOP Handbook Template Project Level Assessment Tool Scope Statement Template Stakeholder Communication Planning Template Project Management Processes Initiative Charter Project Charter Template Project Staffing Plan Risk Management Workbook Quality Management Workbook Communications Management Plan Template Project Management Change Impact Assessment Tool Change Impact Register Learning and Development Plan Benefits Management Plan 5. Create project closing processes Post-Mortem Review Template Post-Project Feedback Form Final Sign-off and Acceptance Form Template Handover to Operations Template Post-Implementation Review Template Track and Measure Benefits Tool 6. Implement project management processes Initiative Roadmap Tool Project Change Request Template Recommendation and Decision Tracking Log Customer/Sponsor Project Status Meeting Template Project Status Report Template Deliverable Acceptance Form Template Project Execution and Closing Maturity Assessment Tool

17. Info-Tech Research Group17Info-Tech Research Group17 Find the right leader for this project As a PMO Head or project manager, you should initiate and sponsor this project, but you might need to delegate the project work to a key individual who will see it through to completion. Great communication and stakeholder management skills. Proven track record of rapport with business and IT stakeholders. Knowledge of organization’s current project management processes. Great communication and stakeholder management skills. Proven track record of rapport with business and IT stakeholders. Knowledge of organization’s current project management processes. Here are some characteristics of a suitable project leader to carry out this project:

18. Info-Tech Research Group18Info-Tech Research Group18 Info-Tech offers various levels of support to best suit your needs DIY Toolkit Guided Implementation Onsite Workshop Consulting Value to Client “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” Degree of Customization Diagnostics and consistent methodologies throughout all four options

19. Info-Tech Research Group19Info-Tech Research Group19 Best-Practice Toolkit 1. Identify initiative stakeholders. 2. Create initiative charter. 3. Establish metrics. 4. Assess current process maturity. 5. Create process to assess project level. 1. Review project inputs. 2. Define dependencies. 3. Determine initial solution. 4. Identify stakeholders. 5. Identify and secure business subject-matter experts. 6. Establish governance. 7. Develop project charter. 8. Hold kick-off meeting. 1. Define scope. 2. Revisit business case, benefits, and context. 3. Create project schedule. 4. Create staffing plan. 5. Validate project schedule. 6. Manage risk. 7. Manage quality. 8. Realize benefits. 9. Manage communications. 10. Manage changes. 11. Define project transition. 1. Hold team kick-off meeting. 2. Manage project team. 3. Manage stakeholders. 4. Manage project communications. Guided Implementations Review stakeholders, charter, and metrics. Review process maturity. Review project inputs, dependencies, and solutions. Review stakeholders. Review project charter. Define scope and schedule. Review risk, quality, and benefits. Review communication and changes. Review stakeholder list; determine influence and involvement. Create tailored stakeholder communication plan and project status update reports. Onsite Workshop Assess the current state of project initiation and planning processes. Create project initiation processes. Create project planning processes. Create stakeholder and team management processes. Assess the current state Create initiation processes Create planning processes Manage project stakeholders Project Management Processes – Initiative Overview

20. Info-Tech Research Group20Info-Tech Research Group20 Best-Practice Toolkit 1. Conduct initial scope change assessment. 2. Project manager handles minor changes. 3. Conduct in-depth assessment for major changes. 4. Present assessment result to obtain decision from next level of governance. 1. Monitor risks. 2. Control risks. 3. Manage risk communication. 4. Monitor and evaluate the risk management plan. 5. Monitor quality. 6. Resolve quality issues. 7. Track, report, and communicate on quality. 8. Obtain quality sign-off on deliverables. 1. Obtain final sign-off. 2. Ensure business acceptance. 3. Transition project to support. 4. Conduct a project post- mortem. 5. Complete project closing checklist. 6. Ensure project smooth handover to PMO. 7. Conduct post- implementation review. 8. Track, measure, and report on project benefits. 1. Develop roll-out plan. 2. Develop roll-out communication plan. 3. Implement new processes. 4. Iterate processes. 5. Track metrics. Guided Implementations Create scope change assessment process. Create scope management practices for minor and major changes. Create or improve risk management plan. Create or improve quality management plan. Design risk and quality communication protocol. Identify closing criteria and complete project closing checklist. Create process to conduct post-implementation review. Confirm roll-out plan and communication plan. Validate process implementation plan. Onsite Workshop Create project scope change management processes. Create risk and quality management processes. Create project closing processes. Implement project initiation and planning processes. Manage project scope Manage project risk and quality Manage project closing processes Project Management Processes – Initiative Overview (cont.) Implement processes

21. Info-Tech Research Group21Info-Tech Research Group21 Day 1 Day 2 PreparationWorkshop Day Assess current state Desired outcomes of the workshop. End deliverables discussed. Assess the current state. Identify initiative stakeholders. Create charter for the initiative. Establish metrics. Assess current maturity. Create process to assess project level. Create project initiation processes Review project inputs. Define project context and dependencies. Determine high-level solution. Identify and manage stakeholders. Identify and secure business subject-matter experts. Establish project governance and controls. Develop the project charter. Hold project kick-off meeting. Create project planning processes Define scope. Revisit business case, benefits, and context. Create the project schedule. Create the staffing plan. Validate project schedule. Manage risk. Manage quality. Realize benefits. Manage communications. Manage organizational change. Define project transition. Create project stakeholder and scope management processes Create process to manage project team. Manage stakeholders. Manage project communications. Create initial scope change assessment. Create minor changes handling process. Create in-depth scope change assessment. Establish scope change escalation procedure. Workshop Overview This workshop can be deployed as either a four- or five-day engagement depending on the level of preparation completed by the client prior to the facilitator arriving on site. Contact your account representative or email Workshops@InfoTech.com for more informationWorkshops@InfoTech.com

22. Info-Tech Research Group22Info-Tech Research Group22 Day 3 Day 4Day 5 Workshop Day Working Session Create project risk and quality management processes Monitor risks. Control risks. Manage risk communication. Monitor and evaluate the risk management plan. Monitor quality. Resolve quality issues. Track, report, and communicate on quality. Obtain quality sign-off on deliverables. Create project closing and post-project management processes Obtain final sign-off. Ensure business acceptance. Transition project to support. Conduct a project post- mortem. Complete project closing checklist. Ensure project smooth handover to PMO. Conduct post- implementation review. Track, measure, and report on project. Implement project initiation and planning processes Develop roll-out plan. Develop roll-out communication plan. Implement new processes. Iterate on processes. Track metrics. Workshop Debrief Review deliverables. Review objectives and outcomes. Next Steps Monitor implementation of the project initiation and planning processes. Workshop Overview (continued) This workshop can be deployed as either a four- or five-day engagement depending on the level of preparation completed by the client prior to the facilitator arriving on site. Contact your account representative or email Workshops@InfoTech.com for more informationWorkshops@InfoTech.com