Thursday, July 3, 2014

PMLC: Planning

Digest from

Purpose

The purpose of the Project Management Life Cycle (PMLC) Planning phase is to refine project requirements, objectives, timeline and total project cost; determine how work will be done, and assign tasks and timelines; secure stakeholder agreement on how the project will be completed; and define the Stakeholder Management Plan.

Entry Criteria

  • Seed Funding Request approved
  • Resources committed
  • Clarity entry updated to reflect Planning 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
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  
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 
Stakeholder Impact Assessment
Identifies the type and scale of change for each stakeholder, assesses engagement strategy and identifies required change actions.
OCM (EES)
Business Process Map
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)
Business Requirements Document (BRD)
Captures detailed requirements and communicates them to stakeholders in a way that is clear and usable by the stakeholders.
Completed by the assigned Requirements Subjects Matter Expert (RSME).

RMLC (EES)
Requirements Management Plan (RMP)
Manages requirements discovery efforts in the Requirements Management Life Cycle (RMLC).
Completed by the Requirements Subject Matter Expert (RSME).

RMLC (EES)
Change Plan
Helps plan activities that drive adoption and sustainment of the change. Leverages outputs from the Change Strategy, Change Complexity Assessment and Stakeholder Impact Assessment.
Completed by the Line of Business Change Management Champion(s).

OCM (EES)
Stakeholder Checklist
Captures the potential contacts for projects to assist project teams with identifying stakeholders. Used as a resource; not intended to be an exhaustive list.
Completed by the Business Owner and Project Manager.
(Reference last updated February 26, 2014)

PMLC
Business Test Plan Template & Job Aid
Captures how the test objectives will be achieved based on the execution and validation approach for the initiative. Derived from project source documents, but not limited to business requirements, which include business use cases, when available.
Completed by the Business QA.

BAT 
Financial Projection Template (FPT)

Calculates the costs, benefits and Shareholder Value Added (SVA) of a TD Bank initiative and provides consistency for project evaluation at the enterprise level.
Completed by the Business Owner and/or Project Manager.
For modification requests or support for the template, contact Corporate Decision Support (CDS) for assistance: TDCDSFPT@td.com.

CDS 
Benefit Management Worksheet
Supports the Benefit Realization Management practices (for effective governance and increase in project success rates). Assists in understanding project benefits. Not mandatory for any Tier. Updated through the life of the project.
Completed by the Business Owner and/or Project Manager.

CDS 
Tier Classification Tool
Classifies in-flight and new projects/programs from Initiation to Closure.
Completed by the Project Manager.

PMLC
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 Planning 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 was available during the Initiation Phase the risk assessment may already have been completed.   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.  Once the NBPRA is completed, ensure that identified risks and mitigation plans are documented in the Integrated Project Plan and Risk Logs to ensure continued oversight of risk mitigation prior to initiative launch.

NBPA Policy(Refer to Business Segment for Segment NBPA Process)
Additional Required Risk Documents CPPA/EPPA
If applicable. Speak with your risk representative for your segment to understand specific processes.

Note: CPPA = Customer Privacy Protection Assessment, EPPA = Employee Privacy Protection Assessment
Compliance 
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.

PMLC
Supporting Material:
Project Governance Guidelines  

Defines the roles and secures agreements among the Steering Committee Members. Explains the difference between the Steering Committee and Project Sponsor.
Completed by the Project Manager.

PMLC
Socialization and Communications Plan 
Describes communication activities and deliverables to keep impacted stakeholders informed throughout the project. The Socialization Plan builds leadership alignment and audience engagement prior to communication. The Communications Plan articulates the formal communications rollout to audiences. Completed by the Communications Lead or other resource as assigned.

PMLC
Integrated Project Plan 
Defines the plan to execute the project and provides details on the financial impact to TD, including one-time costs, ongoing costs and benefits. Amalgamates the Project Management Plan and Business Case to give:
  • business leaders the basic information needed to approve the project
  • the project team with enough information to agree to deliver the project
The executive summary includes the same data as the Business Case PowerPoint, which is required for Tier 1 and 2 projects going to the Enterprise Review Board (ERB) or Strategic Committee Optimizing Portfolio Excellence (SCOPE) and used at the segment's discretion for Tier 3 and 4 projects.
(Reference last updated April 30, 2014)

PMLC

Contains data from the Integrated Project Plan to facilitate an executive review. (The executive summary of the Integrated Project Plan provides Business Case details). Please refer to the Enterprise Governance Tools and Training page for information on the Project Approval process for projects over $10 MM (Total Project Investment).
Completed by the Project Manager.
(Reference last updated November 29, 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 Artifact Name column. 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
Ensure that the Seed Funding Request is approved, resources are committed and Clarity is updated to reflect the Planning phase.
Confirm Stakeholders
The Project Manager and Functional Working Groups identify stakeholders impacted by the project. Use the Stakeholder Checklist as a basis and update the Stakeholder Impact Assessment.
The Project Manager ensures representation from each stakeholder group at the Functional Working Group meetings. These individuals may also function as Change Leads within each line of business and can be leveraged to build advocacy within the impacted business groups.
Finalize Governance
  • Complete Responsible, Accountable, Consulted, Informed (RACI) Matrix
  • Continue Steering Committee meetings
Finalize Business Requirements
Hold requirements sessions with all stakeholders.
The Requirements Subject Matter Expert (RSME) completed the detailed requirements. Finalization involves:
  • creating mid and detailed level requirements (see Business Requirements Document)
  • creating non-functional requirements
  • delivering the Business Requirements Package
  • updating the Traceability Matrix
  • updating the Business Requirements Review Log
These documents can be found in the Requirements Management section of the EES Intranet.
Update Future State Process Map
Update Future State Process Map. Refine the level 3 or 4 business process map to reflect requirements gathered throughout the Planning phase. 
More information on process mapping can be found in the Business Process Management section of the EPMO & EES Intranet.
Organizational Change Management (OCM) Activities
Update the Stakeholder Impact Assessment and create the Change Plan, leveraging the Change Strategy, Change Impact Assessment and Stakeholder Impact Assessment.
These documents can be found in the Organizational Change Management section of the EES Intranet.
Manage Change

Business Owners, Project Team Leads or the Project Sponsor complete the Project Change Request (PCR) form as required. The Project Manager completes and maintains the PCR Log.
Work to Manage RFP (if required)
Work with Strategic Sourcing or your Segment Vendor Management Group to manage a detailed Request for Proposal (RFP), if required.
Complete Work Breakdown Structure / Project Schedule
Supporting Material:
Project Schedule Job Aid 

The Project Manager create a detailed Work Breakdown Structure/Project Schedule defining the nature of work related to the scope using information gathered during the Initiation phase.
The Project Manager sets up a meeting with the Business Project Owner and the leads of the Functional Working Groups to ensure all required work packages are identified and to understand the work effort to complete the deliverable.
Finalize Project Schedule and Resource Plan
Supporting Material:
Project Schedule Job Aid 

Finalize the Project Schedule and Resource Plan to determine the cost of the project.
Create Business Acceptance Testing (BAT) Plan
The Project Manager creates the Business Acceptance Testing (BAT) Plan document with the technology partners/segment and test team.
Update Tier Classification Tool
The Project Manager updates the Tier Classification Tool.
Update the initial New Business & Product Approval (NBPA) Policy/Risk Assessment (per segment requirements).
Update Financial Projection Template (FPT)

The Project Manager updates the Financial Projection Template (FPT).
Finalize Governance
Finalize stakeholders, committees, roles and responsibilities (RACI).
The Functional Work Group Leads are responsible for gathering information, which the Project Manager organizes and records in the Project Status Report.
This information is communicated to the Project Sponsor/Steering Committee on a monthly basis (or, more often depending on the nature of and duration of the project).
Confirm Roles and Responsibilities using Project Governance Document
Supporting Material:
Project Governance Guidelines 

Use the RACI Matrix to map the skill sets and knowledge (resources) required on the projects.
The Project Manager, Business Project Owner and assigned Subject Matter Experts (SMEs) identify the appropriate resource names (if possible) and complete the Resource Matrix contained in the Project Governance Guidelines and Governance Chart.
Finalize Socialization & Communications Plan
The Communications Lead (or assigned resource) completes the Socialization and Communications Plan.
Complete Integrated Project Plan
The Project Manager complete the Integrated Project Plan to establish its executive summary (the same information is also in the Business Case). The executive summary may be the only section of the Integrated Project Plan that the Executive Sponsor reviews.
Complete Project/Program Business Case (Tier 1 and 2)

The Project Manager complete the Business Case, which is required for Enterprise Review Board (ERB) and Strategic Committee Optimizing Portfolio Excellence (SCOPE) presentations for Tier 1 and 2 projects.
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 Business Case. Approval at Gate 2 demonstrates that the project has completed the necessary planning to execute well. This must be obvious to stakeholders not involved in the project.
  • Project governance is clearly defined
  • Risk is clearly identified and mitigated including cross-project dependencies, New Business & Product Approval (NBPA) Policy identified risk in RAID Log
  • Update Clarity data
  • Feasibility of project continuation
  • Feasibility of putting project on hold

Exit Criteria

  • Signoff on financials, as per CDS Policy
  • Signoff on the Integrated Project Plan by Project Team Leads
  • Gating checklist










































































































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