Purpose
The purpose of the Project Management Life Cycle (PMLC) Initiation phase is to define project scope, objectives, benefits, high-level timeline, major milestones and initial total project cost; and to confirm sponsor and stakeholder commitment.
Entry Criteria
- Problem statement defined
- High-level process map defined
- Key business stakeholders identified
- Key delivery stakeholders identified
- WAG Benefits defined
- Appetite to Spend determined
- Organizational Change Management (OCM) Change Strategy completed
- Clarity entry created to reflect Initiation phase
Artifacts
The artifacts listed are required for Tiers 1 - 4, unless stated otherwise.
Note: All forms and templates maintained by the EPMO Methodology Team are linked under the first column called Artifact Name. All other artifacts are linked to the respective area of the Intranet under the last column called Support. Artifacts with associated Guidelines, Job Aids, and/or Process Maps have a "Supporting Material" link to the PMLC Tools & Training page, indicated in their Artifact Name column.
| ARTIFACT NAME | DESCRIPTION | SUPPORT | ||
|---|---|---|---|---|
| Change Strategy |
Describes the nature of the change, key messages and the change strategy.
Completed by the Business Owner and Project/Change Manager.
| OCM (EES) | ||
|
Supporting Material:
Project Governance Guidelines |
Defines the roles and secures agreements among Steering Committee members. Explains the difference between the Steering Committee and the Project Sponsor and describes the Steering Committee’s role.
Completed by the Business Owner and Project/Change Management Lead.
| PMLC | ||
| Stakeholder Checklist |
Assists project teams with identifying stakeholders by capturing potential contacts. Used as a resource; not intended to be an exhaustive list.
Completed by the Project Manager, Change Management Lead, and Business Owner.
(Reference last updated February 26, 2014)
| PMLC | ||
| Stakeholder Impact Assessment |
Helps identify the type and scale of change for each stakeholder, assess engagement strategy and identify required change actions.
Completed by the Business Owner and Change Management Lead.
| OCM (EES) | ||
| Business Process Map (Current State) |
Documents changes in the business processes (i.e., process steps or scope, actors who perform the steps, supporting technologies) as a result of the project. Created and/or updated throughout the Project Management Life Cycle (PMLC) phases.
Depicts the current and draft future state business processes at level 3 or 4. Supports Requirements Management Life Cycle (RMLC) and Organizational Change Management (OCM) analyses and activities, and enables communication to business and technology stakeholders.
Created according to the Business Process Management (BPM) process mapping standards.
Completed by a Business Subject Matter Expert (SME), Change Management Lead, Line of Business Change Management Champion(s), and/or a Requirements Subject Matter Expert (SME).
| BPM (EES) | ||
| Change Impact Assessment |
Helps assess the size, risk and complexity of a change, and the degree of change management required for successful sustainment.
Completed by the Business Owner and Change Management Lead.
| OCM (EES) | ||
| Procurement -Vendor Engagement Artifacts |
As per the TD Expense Authorization Policy, Strategic Sourcing Group (SSG) must authorize all vendor engagements when certain criteria are met. Please go to the Expense Policy Section 303 Vendor Engagement to see the criteria. Any artifacts required will be provided/facilitated by SSG.
| SSG | ||
| Procurement -Consultant Engagement Artifacts |
As per the Strategic Sourcing Group Enterprise Consulting Program (ECP) Policy, Strategic Sourcing Group (SSG) must authorize all consulting requests with preferred/non-preferred consulting vendors, regardless of value, including new engagements, new phases of ongoing work, change requests to existing work and renewals or extensions of existing engagements. See Enterprise Consulting Program (ECP) for the External Resourcing Recommendation (ERR).
| SSG ECP | ||
| Business Requirements Document (BRD) |
Captures high level requirements and communicates them to stakeholders in a way that is clear and usable by the stakeholders.
Completed by the assigned Requirements Subject Matter Expert (RSME).
| RMLC (EES) | ||
| Traceability Matrix |
Maps the business needs to the delivery of the detailed requirements.
Completed by the Requirements Subject Matter Expert (RSME).
| RMLC (EES) | ||
| Requirements Review & Issues Log |
Acts as both a control document and a communication tool for the Requirements Subject Matter Expert (RSME). Helps to track questions and ensure satisfactory answers. Provides traceability on who asked and who answered each question. Helps reduce ambiguity leading to missed requirements.
Completed by the Requirements Subject Matter Expert (RSME).
| RMLC (EES) | ||
| Requirements Management Plan (RMP) |
Manages requirements discovery efforts in TD’s Requirements Management Life Cycle (RMLC)
Completed by the Requirements Subject Matter Expert (RSME).
| RMLC (EES) | ||
| New Business & Product Approval (NBPA) Risk Assessment (NBPRA) | The New Business and Product Approval (NBPA) Policy establishes standard practices to be used across TD Bank Group to promote a consistent process for approving new businesses and products. The Policy describes the principles and establishes the requirements that all business segments must meet as part of their approval and risk assessment process for:
• a new business, product or service
• a change to an existing business, product or service (includes the discontinuance of an existing business, product or service)
The Policy came into effect on July 1, 2013 and applies enterprise-wide to all of TD’s business segments, oversight functions and to the Toronto-Dominion Bank legal entity and all wholly-owned subsidiaries. Each business segment has established and documented their own specific NBPA process incorporating the principles and standards described in the Policy as each business segment is ultimately responsible for identifying and managing risk within its risk appetite.
During the Initiation Phase, assess the applicability of the initiative to the NBPA Policy through review and understanding of Business Segment specific NBPA processes. The NBPA Risk Assessment (NBPRA) is designed to support the identification and assessment of inherent significant risks and to document plans for their mitigation. Businesses are required to complete the NBPRA early in the initiative lifecycle and at least prior to business case approval to determine whether to proceed with the initiative. If sufficient information is not available during the Initiation Phase, complete the risk assessment during the Planning Phase. Ultimately it is the responsibility of the business to determine the appropriate Phase in which to complete the NBRPA; however, minimum Policy expectations require the NBPRA to be completed at least prior to business case approval.
| NBPA Policy(Refer to business segment for segment NBPA process) | ||
|
Supporting Material:
Project Governance Guidelines |
Illustrates the relationship between the core team, the business and technology stakeholders, the Advisory Committee and the Executive Steering Committee.
Completed by the Business Owner and Project/Change Management Lead.
| PMLC | ||
Financial Projection Template (FPT)
Supporting Material:
Financial Projection & Business Case Authorization Operating Standards |
Provides consistency for project evaluation at the enterprise level. Optional for the Initiation phase; recommended to be completed and to have seed funding uploaded into Clarity so the project cost can be tracked throughout the life of the project.
Completed by the Project Manager.
For modification requests or support for the template, contact Corporate Decision Support (CDS) for assistance: TDCDSFPT@td.com.
| CDS | ||
| Benefits Management Worksheet |
Supports the Benefit Realization Management practices (for effective governance and increase in project success rates). Created in Initiation; changes throughout the life of the project. Recommended to assist in understanding project benefits, but not required for any Tiers.
Completed by the Project Manager.
| CDS | ||
| Tier Classification Tool |
Helps classify in-flight and new projects/programs from Initiation to Closure. The programs can be assessed at the aggregate level.
Completed by the Project Manager.
| PMLC | ||
| Communications Strategy |
Outlines the approach for developing and delivering communications throughout the project to stakeholders on the receiving end of the initiative. Describes communication objectives, strategy, opportunities and challenges, key audiences and messages, high level tactics for stakeholder engagement, and success measures. (Another template that meets the same objectives may be used.)
Completed by the Communications Lead or another resource as assigned to the project or program.
| PMLC | ||
| Seed Funding Request |
Acts as the Project Charter, defining the scope and high level requirements, the ROM estimate and the resources and time required to complete Planning and a high confidence Business Case.
(ROM is a quantitative assessment of the likely amount or outcome. Usually applied to project costs, resources efforts and duration, it is usually preceded by i.e. preliminary, conceptual, feasibility, order of magnitude. It should always include some indication of accuracy, e.g., +/-%.)
Must be approved for the project to move forward and to spend the requested amount of dollars.
Given the current association of a Project Charter with a long complex document, to avoid confusion we have been asked by several groups to not use the term Charter for this document.
Completed by the Project Manager.
(Reference last updated December 6, 2013)
| PMLC |
Activities
Activities with associated Guidelines, Job Aids, and/or Process Maps have a "Supporting Material" link to the PMLC Tools & Training page, indicated in their Activity Name column.
| ACTIVITY NAME | DESCRIPTION | |
|---|---|---|
| Ensure the Entry Criteria is Met |
The Business Unit Executive defines the problem statement and the WAG Benefits, determines the Appetite to Spend and completes the Change Strategy within the Organizational Change Management (OCM) methodology.
The Business Segment Executive identifies the key business and delivery stakeholders.
| |
| Open Project Code in Clarity |
The Executive Sponsor/Business Project Owner or Project Manager opens a Clarity PPM project record and completes all fields currently known.
A Clarity project record must be opened prior to charges being applied to the project.
IT work packages with corresponding IT numbers must be established within Clarity prior to charging IT time to the project.
| |
Identify Executive Sponsor and Initiate Steering Committee Meeting
Supporting Material:
Project Governance Guidelines |
The Business Unit Executive identifies the Executive Sponsor, who:
Initiate Steering Committee meetings that focus on both project and change success.
Initiate governance work: stakeholders, committees, roles and responsibilities.
Note: A Project Manager should be in place for the start of the Initiation phase.
| |
| Perform Organizational Change Management (OCM) Activities |
The Business Project Owner and Project/Change Management Lead complete the Change Strategy and Change Impact Assessment.
The Change Strategy is leveraged for the Stakeholder Impact Assessment and Socialization & Communications Plan.
The Change Impact Assessment is used to assess the size, scope and complexity of the change, as well as the resources required for successful adoption and sustainment.
The Business Project Owner and Project/Change Management Lead create the first draft of the Stakeholder Impact Assessment, leveraging the Change Strategy, Change Impact Assessment, and Stakeholder Checklist for initial information.
| |
| Identify Current State Process Map, Draft Future State Process Map |
Search the BPM Repository to identify the existing business process map or gather stakeholder input and document the current state business process, ideally mapped at level 3.
More information on process mapping can be found in the Business Process Management section of the EPMO Intranet.
| |
| Perform Requirements Scope Activities |
Solidify the scope with the business stakeholders and deliver the high level requirements with the Business Requirements Document. This involves:
| |
| Perform Requirements Plan Activities |
Finalize the Requirements Management Plan and identify the business requirements effort. This will include:
| |
| Hold a Work Breakdown Session |
Hold a Work Breakdown session to:
A detailed plan for achieving a high confidence Business Case is part of the Seed Funding Request.
For any project with a Total Project Investment greater than $10MM, Enterprise Review Board (ERB) and Strategic Committee Optimizing Portfolio Excellence (SCOPE) must be part of that plan.
| |
Develop Project Schedule and Resource Plan
Supporting Material:
Project Schedule Job Aid |
Develop a Project Schedule and a Resource Plan covering activities to complete the Planning phase.
Develop a high level Project Schedule to the end of the project life cycle.
| |
| Identify High Level Benefits |
The Project Manager works with the Business Owner and Finance to ensure high level benefits are identified.
The Project Manager develops a draft of the Seed Funding Request with assistance from the Business Owner, Business SME. The Project Manager may complete the Financial Projection Template (FPT) for the project/program – optional for the Initiation phase; updated throughout each Project Management Life Cycle (PMLC) phase. Teams can submit multiple requests for funding. Each Request must indicate the number of times funding has previously been requested.
Complete the initial New Business & Product Approval (NBPA) Policy/Risk Assessment (per segment requirements).
| |
| Complete Tier Classification Tool |
The Project Manager completes the Tier Classification Tool – which will be updated throughout each Project Management Life Cycle (PMLC) phase – to identify the Tier and initial risk rating of the project/program.
| |
| Identify Funding Source(s) and Key Stakeholders |
The Executive Sponsor secures funding to produce the Integrated Project Plan in the Planning phase and to secure the key stakeholders.
(Reference last updated September 26, 2013)
| |
| Perform Tier 1 and 2 Specific Activities |
The Project Manager and Technology Lead present at the Business Segment Oversight committee and Enterprise Review Board (ERB), if required.
The Business Sponsor presents at Strategic Committee Optimizing Portfolio Excellence (SCOPE).
Complete the initial New Business & Product Approval (NBPA) Policy/Risk Assessment (per segment requirements).
For any project with a Total Project Investment greater than $10MM, it will need to attend ERB and SCOPE in order to obtain CFO and CEO approval.
| |
| Create a Communication Strategy | The Communications Lead completes the Project Communication Strategy. | |
| Create the Seed Funding Request | Create the Seed Funding Request document. All the required components of this document have been gathered throughout the phase. | |
| Engage Technology as Required | Speak with your Technology Lead/Project Manager (PM) or see Enterprise Integrated Delivery Methods (EiDM) for more details. |
Governance
Artifacts clearly demonstrate the business rationale for approving the project's seed funding.
Approval at Gate 1 demonstrates that the business believes the project has sufficient benefit to proceed to Planning.
- Clarity record created and initial data entered.
Exit Criteria
- Approved Seed Funding Request
- Complete all the key artifacts
- Gating checklist
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