8 Chapter 1 M Maintenance Metrics Basics etrics are nothing more than a barometer for pain. As leaders, our responsibility is to know where the pain is in order to alleviate it. U nderstanding the unit’s maintenance metrics is only the first part of learning to manage.
SDLC SOP 1. 00. 0 - Program and Project Management. From Open. SDLCObjective: The purpose of this Standard Operating Procedure (SOP) is to document the project management infrastructure, reporting relationships and project management activities. Program/Project Managers and the Program Management Office (PMO) deliver project management. This procedure oversees the SDLC execution; thus, it relies heavily on defined procedure activities and acceptance criteria for inputs and outputs. Note: Every unit within SDLC interacts with Program/Project Management.
System Operations PJM works behind the scenes to ensure the reliability of the power grid and to keep the lights on. System Operations is responsible for managing the transmission and distribution grid. PJM coordinates and directs the operation of the region’s.
Every release of new and enhanced features and functionality requires the commitment and effort from all departments. Project Manager The focal point throughout a project who ensures that the responsible party has completed with quality and comply with defined acceptance criteria. The Project Manager also acts as the conduit for communicating the progress of the project and decisions made throughout the process to the Project Sponsor Contracting Organization, and the Performing Organization. The Program Manager works cross- functionally to develop the blueprint that integrates multiple release deliverables that enhance the program’s portfolio. The PMO is where project and program standards, procedures, policies and reporting are established. This group will make any decisions concerning scope, cost, and schedule tradeoffs. These business gates are.
G- 1. 1: Project Strategy Lock- Down. G- 1. 0: Requirements Scope Lock- Down. G- 6: Project Lock- Down. G- 4: Begin Validation. G- 2: Begin FOA. G- 0: General Availability.
SDLC Business Gates The foundation is Program/Project Management in the SDLC Business Gates. This Systems Development Life Cycle (SDLC) begins at project initiation and moves through deployment to the production environment. The conclusion of a project phase is generally marked by a review of both key deliverables and project performance in order to determine if the project should continue into its next phase as defined or with modifications or be terminated and to detect and correct errors cost effectively. A project has a defined scope of work (unique product or service), a time constraint within which the project. In the context of SDLC, a project may be one of. System Development Life Cycle (SDLC) A predictable series of phases through which a new information system progresses from conception to implementation.
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All of the activities involved with creating and operating an information system, from the planning phase and/or the initial concept to the point at which the system is installed in a production environment. The major phases are Release Planning, Definition (Requirements and Specifications), Development, Test (Validation), and Deployment. As the Service Organization they provide customer support to end users (first level). In their role as the Training Organization they provide training to field and service engineers. In the case of gates that have associated management phase reviews (see glossary), the gate owner convenes the review meeting and facilitates the decision making that is required at that gate. In the event that an exception arises at a gate that does not have any associated management phase review, the owner is responsible for escalating the issue to the appropriate management phase review board for resolution.
These are recorded and assessed throughout a project and reported at the end of the project. Program Managers provide progress reports to the Program Management Office where enterprise level project plans are produced and reviewed. Impacts across program and projects are identified and reported by the Program Management Office. The Office of the Chief Executive assesses these time and resource requirements via the enterprise level project plan maintained by the PMO. Activity. Description. PMO Level Reporting PMO meets weekly with Program Managers to review status reports and share information about the activities of other projects and programs. The weekly Program Reports data are analyzed and used to prepare the OCE Status Report.
The PMO presents the report to OCE members. The PMO attends OCE meetings to address concerns and solicit assistance for Program Manager requests for support and/or intervention. Action items from the OCE meeting are communicated to the PMO within 2 days (or as appropriate). Program Reports focus on the. In cases where OCE intervention is requested, course of action recommendations are included. At weekly status meetings Program and Project Managers’ review the project report and strategize on approaches to address- identified risks and issues. Action items are developed and agreed to by the Program and Project Managers.
These action items are tracked and reported on the weekly Project Report. This gate is used to kick- off finalization of the feature set and project strategy. The Program Sponsor is designated by OCE. The Program Manager assigns the Project Manager. Once the above documents are accepted by the receiving organization the Project Manager will call the Review Board to session and provide evidence that all requirements have been met for Gate 1. The. communication is focused at the approved anchor objectives, project strategy, initial project constraints and scheduling. The Project Manager is responsible for communications to all participating project areas.
Target delivery windows may be established, but this does not constitute a commitment to deliver the project as it is defined at this point. The additional definition and planning which takes place during the definition phase will increase knowledge about the scope, cost and schedule of the project which may result in changes to any or all of those parameters. Project Managers facilitate meetings and document meeting outcomes. This effort is focused at reducing cycle time and maintaining the highest level of common understanding between parties. Further, the Project Manager will refine the project plan incorporating data available. Acceptance criteria for each item listed are defined in the Requirements Definition Procedure (SOP 1.
At this point the Project Manager ensures that all known assumptions, dependencies, constraints, and risks are reflected in the project plan. The Program Sponsor supports the resolution and/or mitigation of project barriers by working with OCE and/or Unit Managers.
This effort is focused at reducing cycle time and maintaining the highest level of common understanding between parties. The Project Manager will communicate the final portfolio scope to all interested areas in the organization. G- 6: Project Lock- Down (Also described as: Go/No Go Decision or Cross- functional Commitment to the Delivery of a Defined Set of Features and Functionality).
Business Objective: Obtain commitment between the Performing Organization(s) and the Contracting Organization(s) for the delivery of a defined project scope of work within a defined timeframe. Acceptance criteria for each item listed are defined in the Requirements Definition Procedure (SOP 1. This review may result in agreed upon changes in scope, cost and/or schedule. The resulting agreement represents a commitment between the Performing and Contracting Organizations to deliver the project as defined within the agreed upon scope, cost and schedule constraints. Further,the Project Manager communicates the project scope and schedule to all interested parties. Development handles the creation of the interface code. Operations manages the receipt, processing and storage or interface data; this includes service level considerations for capacity, turnaround time, and connectivity.
Acceptance criteria are defined in the Detail Design Procedure (SOP 1. The level of management involved at this review may be lower than at the other management phase reviews since the issues being addressed at this review are internal to the Performing Organization. A key consideration at this review is to determine whether the product and documentation quality is high enough to allow the testing function to make significant progress. It is also possible at this review that decisions may need to be made concerning scope, cost and schedule tradeoffs if the project performance to date has deviated from the baseline established at G- 6. Such decisions should not, however, be deferred until this point in the project’s lifecycle but should be actively addressed as soon as the need for a decision becomes apparent.
The Project Manager updates any resulting changes to the project plan. This may lead to the request and collection of revised estimates from Performing, Contracting, and Service Organizations. Acceptance by the Validation Function of the Performing Organization is required prior to beginning system certification. The Deployment Phase represents a significant milestone to the customers in the lifecycle of a project. There is also significant risk associated with this milestone. The project product is expected to be of commercial quality at this time and any data from the validation phase that indicates otherwise must be carefully analyzed in terms of its potential impact to the selected customer site.
Options at this review include approval to deploy the project product, approval to deploy with exceptions due to some subset of the scope having failed validation, and approval of a schedule delay (and consequent additional cost) to correct problems that are known to exist. Should the Gate 6 Review Board need to assemble, the Project Manager is responsible for scheduling, notifying participants, creating meeting materials, facilitating meetings and distributing meeting minutes. Review Board meeting.
The Project Manager updates any resulting changes to the project plan. This gate is only required when a controlled rollout (CRO) is planned as an integral phase of the project.
When a controlled rollout is an integral phase of the project plan it is mandatory, otherwise, this gate is optional.