RFI Attachment 1 - PMLC_Directive - 20200423.pdf

Project Management Life Cycle

Information Technology Project

Management Office Directive

LC DIRECTIVE OCIO Directive 2017-01

SUBJECT Guidance on Project Management Life Cycle (PMLC)

DATE August 4, 2017

ISSUING

OFFICE

Office of the Chief Information Officer/Information Technology Project

Management Office

AUTHORITY LCR 5-310

INQUIRIES

Questions concerning OCIO Directive 2017-01 should be directed to Lisa

Phillips at extension 7-9567 or PMmail@loc.gov

PDF VERSION

FOR PRINTING

http://staff.loc.gov/sites/ocio/files/2017/08/PMLC_Directive.pdf

A. PURPOSE

This directive provides guidance on Project Management Life Cycle (PMLC) to effectively manage and deliver IT projects at Library.

Refer to LCR 5-310 for definitions of terms used in this guide.

B. ROLES AND RESPONSIBILITIES

IT Investment Owner: Identifies the need for the project and confirms the scope and resources required for the project are covered by the investment.

IT Project Management Office (IT PMO): IT Project Management Office is authorized by

LCR 5-310 to issue the mandatory requirements of the PMLC. To this end, the IT PMO maintains the PMLC Directives and additional PMLC guidance and ensures that the PMLC process is followed by monitoring and/or managing all IT projects Library-wide.

IT Project Management Officer: Reviews and approves PMLC deliverables, collects and analyses project status reports, and serves as an honest broker to resolve escalated project issues.

OCIO Tower Owners: OCIO manager(s) whose technical resources, including personnel and non-personnel resources, are utilized to enable the project.

mailto:PMmail@loc.gov http://staff.loc.gov/sites/ocio/files/2017/08/PMLC_Directive.pdf

Project Change Control Board (PCCB): Approves project including original project scope, schedule and resources and any baseline changes to the project during execution. Project CCB

Members generally include the CIO, Deputy CIO, Project Management Officer, OCIO Tower

Owners, IT Investment Owner, Project Sponsor, and Project Owner.

Project Cost Estimation Lead: Creates initial project baseline/high level estimation (scope, schedule, and cost). Represents the Project Manager, where appropriate.

Project Management Team (PM Team): The PM Team consists of two or more individuals whose joint responsibility is to conduct all project management activities, including scheduling, communications management, issue management, cost estimation, risk management, and change management. The PM team includes the primary Project Manager along with a separate

Scheduler, Risk Manager, Risk Management Team and/or Project Cost Estimation Lead as needed.

Project Manager: Responsible for planning and overseeing all phases of a project and ensuring all process steps and deliverables are completed as planned. The Project Manager is empowered to provide direction and manage the work of the project team. The Project Manager follows the

PMLC process and deliverables to help ensure successful completion of the project.

Project Owner: Approves the scope and requirements for the project on behalf of the service unit. The Project Owner typically works closely with the Project Manager during the course of the project and makes day-to-day project decisions.

Project Sponsor: The final decision-maker on the project who secures the resources required for the project (may also be the Investment Owner).

Project Team: The Project Team includes the Project Manager and other technical participants such as architects, engineers, developers, and testers, as well as non-technical participants including business representatives and subject matter experts, all of whom work together to deliver the intended results of the project. Project team members also review and provide input to PMLC deliverables based on their respective subject matter expertise, and contributions to the project.

Risk Management Team: Project team members assigned to periodically evaluate, monitor and mitigate risks for the project. They work under the direction of the Risk Manager.

Risk Manager: Responsible for the project’s Risk Management Plan, its effective implementation throughout the project, trends and metric analysis, and training project personnel on risk management. The Risk Manager is also responsible for creating and maintaining the

Risk Register (or Log), unless this task is delegated to a team member

Stakeholders: Individuals or groups outside of the Project Team or PCCB who have a general interest in the project, including users/customers, Enterprise Architecture/Architecture Review

Board, Web Governance Board, IT Steering Committee, Executive Committee, and the Librarian of Congress.

C. PMLC OVERVIEW

Project Management is the application of knowledge, skills, tools and techniques to project activities to ensure projects are executed effectively and efficiently. The Library accomplishes this through the Project Management Life Cycle (PMLC) which is based on the Project

Management Institute (PMI) Project Management Book of Knowledge (PMBOK) and Federal government guidance. The PMLC is intended to utilize industry best practices across all IT projects and thereby improve project results.

All Library IT projects must follow the PMLC, and Project Managers are expected to use the

PMLC as a guide in managing their projects. Following the PMLC helps to ensure that projects are planned and executed effectively which in turn helps to ensure on time delivery of the desired project outcomes.

Because the PMLC has broad applicability, other more specific methodologies may also be applied to some projects to ensure additional necessary processes and deliverables are produced based on the specific project type. For example, systems development projects should also follow the System Development Life Cycle (SDLC). Refer to OCIO Directive 2017-02 for details on the SDLC.

C.1 PMLC PHASES

The PMLC consists of four sequential phases as shown in Figure 1 and described below.

Figure 1: Project Management Life Cycle

Each of these phases is described in sections C1.1 – C1.4 below.

C.1.1 INITIATION

The purpose of the Initiation Phase is to schedule and formally initiate projects. This includes verifying linkage to an approved IT investment, refining and documenting project objectives and project cost estimates, identifying and securing required resources, determining project start and end dates, and obtaining approval to proceed. The Initiation phase is complete when a project is approved by the PCCB.

See https://staff.loc.gov/resources/display/PMO/Initiation for detailed procedures and templates needed to conduct the Initiation phase.

C.1.2 PLANNING

https://staff.loc.gov/resources/display/PMO/Initiation

Once the Initiation phase is complete, the Project Manager concentrates on planning the project at a lower level of detail. During this phase, the Project Manager assembles the project team, refines project objectives, and plans and communicates the project management approach. The

Planning phase is complete when initial planning deliverables have been completed by the

Project Manager; however, initial project plans are expected to be updated throughout the project life cycle.

See https://staff.loc.gov/resources/display/PMO/Planning for detailed procedures and templates needed to conduct the Planning phase.

C.1.3 EXECUTION AND CONTROL

During the Execution and Control phase, the Project Manager coordinates the activities of

Project Team to execute the project as planned. The PM identifies potential problems in a timely manner and takes the appropriate corrective actions when necessary. Other methodologies which govern how the project is executed such as the SDLC are typically employed during this phase.

The Execution and Control phase ends when the project scope has been met.

See https://staff.loc.gov/resources/display/PMO/Execution+and+Control for detailed procedures and templates needed to conduct the Execution and Control phase.

C.1.4 CLOSEOUT

The purpose of the Closeout phase is to formally close the project. During this phase, the Project

Manager coordinates acceptance of project deliverables, finalizes documentation, works with the

Project Team and PCCB to assess project processes and results, and releases project resources.

See https://staff.loc.gov/resources/display/PMO/Closeout for detailed procedures and templates needed to conduct the Closeout phase.

C2. PMLC PROJECT CLASSIFICATION

To ensure projects employ an appropriate level of Project Management rigor, the required deliverables for each phase of a project is based on the Project Classification. Project

Classification considers the levels of project risk and complexity to determine whether a project is Large, Medium, or Small as described below:

Small Project: Projects with low risk and complexity requiring basic Project

Management rigor and the minimally required deliverables only.

Medium Project: Project with medium level of risk and complexity requiring some deliverables beyond minimally required deliverables such as a detailed Project

Management Plan.

Large Project: Project with high level of risk or complexity requiring maximum Project

Management rigor and several deliverables beyond minimally required deliverables such as a detailed Project Management Plan with Change, Communications, and Risk

Management components, and Cost Estimate.

https://staff.loc.gov/resources/display/PMO/Planning https://staff.loc.gov/resources/display/PMO/Execution+and+Control https://staff.loc.gov/resources/display/PMO/Closeout

The Project Manager must use the PMO Project Classification Worksheet during the PMLC

Initiation phase to determine the project classification. The specific PMLC deliverables that are required based on the project classification are described in Table 1.

C.3 PMLC REQUIRED DELIVERABLES

Table 1 below shows the deliverables that must be produced during the life cycle of a project, when each deliverable is required, and the applicable roles for each deliverable. Whether or not a deliverable is required is based on how the project is classified--Large, Medium or Small (see section C3 below). The RACI model1 is used to show which roles are Responsible, Accountable, Consulted, or Informed for each deliverable.

RACI stands for the following roles:

Responsible: The role which produces the deliverable.

Accountable (also Approver or final approving authority): The role which is accountable for the correctness and completeness of the deliverable, and who must sign off (approve) the deliverable that Responsible provides.

Consulted: Those whose input is sought, typically subject matter experts to produce the deliverable and are generally informed when the final deliverable is produced

Informed: Those who are notified generally only on completion of the deliverable

Table 1: PMLC Deliverables and Roles

Phase Deliverable(s) Purpose

When

Required

RACI

PM /

PM

Team

PCCB OCIO

Tower

Owners

Project

Team

Stakeholders

Initiation

Project Charter

Obtain and document approval to initiate project – formally authorizes the existence of a project and provides the PM with the authority to apply organizational resources to project activities

Large, Medium and Small projects

R A C I I

Project

Classification

Classify project size for the purpose of determining the level of project management rigor and PM deliverables to be produced

Large, Medium and Small projects

R I C - -

Cost Estimating

Spreadsheet

Determine specific project costs categorized by types of IT expenditures

Large projects

R I C - -

Cost Estimating

Document

Describes the process and assumptions

Large projects

R I C - -

Planning Project Schedule

Serves as the primary planning calendar and schedule baseline for the project. It includes both PM and technical tasks and subtasks needed to complete the project

Large, Medium and Small projects

R I C C I

When

Required

RACI

PM /

PM

Team

PCCB OCIO

Tower

Owners

Project

Team

Stakeholders

Project

Management

Plan

Defines how the project is to be executed, monitored, and controlled including assumptions, constraints, dependencies, stakeholders, milestones, and development methodology (e.g., agile or waterfall) if applicable

Medium and Large projects

R I C I -

Execution and

Control

Status Report

Provides a project update format to be submitted to the

Library’s IT Project

Management Office

Large, Medium and Small projects

R C I C I

Risk Register

Provides a record of risks, with assessment of impact and probability, mitigation strategy, contingency plan, and resolution for each risk

Large, Medium and Small projects

R I - C -

Issue Log

Provides a record of issues and resolutions throughout the project life cycle

Large projects

R I - C -

Change Request

Used to formally document and track project change requests

Large projects

R A - I -

Closeout Closeout Report

Serves as a final report to management on the status and results of the project and formally releases project resources.

Large, Medium and Small projects

R C I C -

When

Required

RACI

PM /

PM

Team

PCCB OCIO

Tower

Owners

Project

Team

Stakeholders

Lessons Learned

Captures the results of the project team’s lessons learned discussion to be submitted to the

Library’s PMO for reference by other project teams

Medium and Large projects

R C I C I

D. ADDITIONAL REQUIRED GUIDANCE

As a supplement to these Directives, the PMO provides additional required guidance needed to apply the PMLC, including process workflow diagrams, step-by-step procedures and associated templates for each PMLC phase and deliverable. In order to readily provide updates to this additional guidance, the PMO maintains this guidance separately on the PMO Confluence site at https://staff.loc.gov/resources/display/PMO/PMLC.

https://staff.loc.gov/resources/display/PMO/PMLC