Consultancy

services Project
Management

























Table of contents
1. Summary 5
1.1. Project Management Process 5
1.2. Sample flowcharts 11
1.3. Background of case study 12
2. Introduction 14
2.1. Background 14
2.2. Objective of this assignment 15
2.3. Document purpose and scope 15
2.4. Target audience 15
2.5. Related documents 15
3. Scope of Work 16
3.1. Project Scope 16
3.2. XYZ Departments 17
3.3. External Stakeholders of the XYZ 17
3.4. Project Scope Exclusions 17
4. Project Timeline 18
4.1. Project Start Date 18
4.2. Project Deliverables and Timeline 18
4.3. Deliverable Submission Format 18
4.4. Deliverable Acceptance Procedures 18
4.5. Payment Schedule 19
5. Project Governance Structure 20
5.1. Project team structure 20
5.1.1. XYZ 20
5.1.2. PKA 20
5.2. Project Steering Committee 20
5.3. Roles and Responsibilities for XYZ and PKA 22
6. Project Management 26
6.1. Risk and Issue Management 26
6.2. Project Review and Issue Resolution Procedures 26
6.2.1. Project Status Reports 26
6.2.2. Risk and Issue Management 27





6.2.3. Scope and Change Management 28
6.3. Project Communication 28
7. Project Logistics 30
7.1. Project Site and Infrastructure 30
7.2. Project Contacts 30
Appendix A. - Project Plan 32
32
Appendix B. - Institutional Framework 33
Appendix C. - Proposed high level implementation plan 35
Appendix D. - Key features for success 36
Appendix E. - Risk Mitigation 38






























1. Summary
The primary purpose of this document is to describe the framework that is used by the PKA Ltd in
initiating, planning, controlling and executing, and closing construction projects. This document
describes the methodology and references other documents, templates, and outlines that are used in
support of the methodology.
By defining the methodology, this document is intended to provide a common point of reference for
talking and writing about the practice of project management for construction projects within the
PKA Ltd. This common basis is intended to increase the awareness and professionalism of those
charged with the responsibilities defined in the methodology. The roles of the Executive Committee,
Sponsor, Project Manager, Stakeholders, Technical and Business Leads and other team members are
considered Critical Success Factors (CSF). A common understanding of the requirements and the
rationale behind those requirements are key factors for improving project results.
For development of this document, an example of a company planning to develop a new IT
masterplan for their organisation is been used.
1.1. Project Management Process
The different areas to be taken into consideration is summarised in the table below:
Project Management Process
Key Inputs Key Outputs
Initiating Process Group
Develop Project Charter 1. Project statement of work
2. Business case
3. Contract
4. Enterprise environmental
factors
5. Organizational process assets

1. Project charter
Identify Stakeholders

1. Project charter
2. Procurement documents
3. Enterprise environmental
factors
4. Organizational process assets

1. Stakeholder register
2. Stakeholder manageme
nt strategy
Planning Process Group
Develop Project Management
Plan
1. Project charter
2. Outputs from
planning processes
3. Enterprise environmental
factors
4. Organizational process assets

1. Project management pl
an
Collect Requirements 1. Project charter
2. Stakeholder register
1. Requirements
documentation
2. Requirements manage
ment plan
3. Requirements
traceability matrix

Define Scope 1. Project charter
2. Requirements documentation
1. Project scope statement
2. Project document





3. Organizational process assets updates

Create WBS 1. Project scope statement
2. Requirements documentation
3. Organizational process assets
1. WBS (Work breakdown
structure)
2. WBS dictionary
3. Scope baseline
4. Project document
updates

Define Activities 1. Scope baseline
2. Enterprise environmental
factors
3. Organizational process assets
1. Activity list
2. Activity attributes
3. Milestone list

Sequence Activities 1. Activity list
2. Activity attributes
3. Milestone list
4. Project scope statement
5. Organizational process assets

1. Project schedule
network diagram
2. Project document
updates
Estimate Activity Resources 1. Activity list
2. Activity attributes
3. Resource calendars
4. Enterprise environmental
factors
5. Organizational process assets
1. Activity resource
requirements
2. Resource breakdown
structure
3. Project document
updates

Estimate Activity Durations 1. Activity list
2. Activity attributes
3. Activity resource
requirements
4. Resource calendars
5. Project scope statement
6. Enterprise environmental
factors
7. Organizational process assets

1. Activity duration
estimates
2. Project document
updates
Develop Schedule 1. Activity list
2. Activity attributes
3. Project schedule network
diagrams
4. Activity resource
requirements
5. Resource calendars
6. Activity duration estimates
7. Project scope statement
8. Enterprise environmental
factors
9. Organizational process asset
1. Project schedule
2. Schedule baseline
3. Schedule data
4. Project document
updates
Estimate Costs 1. Scope baseline
2. Project schedule
3. Human resource plan
4. Risk register
5. Enterprise environmental
factors
6. Organizational process assets

1. Activity cost estimates
2. Basis of estimates
3. Project document
updates

Determine Budget 1. Activity cost estimates
2. Basis of estimates
3. Scope baseline
4. Project schedule
1. Cost performance
baseline
2. Project funding
requirements





5. Resource calendars
6. Contracts
7. Organizational process assets

3. Project document
updates

Plan Quality 1. Scope baseline
2. Stakeholder register
3. Cost performance baseline
4. Schedule baseline
5. Risk register
6. Enterprise environmental
factors
7. Organizational process assets
1. Quality management pl
an
2. Quality metrics
3. Quality checklists
4. Process improvement
plan
5. Project document
updates

Develop Human Resource
Plan
1. Activity resource
requirements
2. Enterprise environmental
factors
3. Organizational process assets

1. Human resource plan

Plan Communications 1. Steakeholder register
2. Steakeholder management str
ategy
3. Enterprise environmental
factors
4. Organizational process assets

1. Communications
management plan
2. Project document
updates

Plan Risk Management 1. Project scope statement
2. Cost management plan
3. Schedule management plan
4. Communications managemen
t plan
5. Enterprise environmental
factors
6. Organizational process assets

1. Risk management plan
Identify Risks 1. Risk management plan
2. Activity cost estimates
3. Activity duration estimates
4. Scope baseline
5. Stakeholder register
6. Cost management plan
7. Schedule management plan
8. Quality management plan
9. Project documents
10. Enterprise environmental
factors
11. Organizational process assets

1. Risk register
Perform Qualitative Risk
Analysis
1. Risk register
2. Risk management plan
3. Project scope statement
4. Organizational process assets

1. Risk register updates
Perform Quantitative Risk
Analysis
1. Risk register
2. Project management plan
3. Cost management plan
4. Schedule management plan
5. Organizational process assets

1. Risk register updates
Plan Risk Responses 1. Risk register 1. Risk register updates





2. Risk management plan

2. Risk-related contract
decisions
3. Project management pl
an updates
4. Project document
updates

Plan Procurements 1. Scope baseline
2. Requirements documentation
3. Teaming agreements
4. Risk register
1. Risk-related contract
decisions
2. Activity resource
requirements
3. Project schedule
4. Activity cost estimates
5. Cost performance baseline
6. Enterprise environmental
factors
7. Organizational process assets

1. Procurement managem
ent plan
2. Procurement
statements of work
3. Make-or-buy decisions
4. Procurement
documents
5. Source selection criteria
6. Change requests
Executing Process Group
Direct & Manage Project
Execution
1. Project management plan
2. Approved change requests
3. Enterprise environmental
factors
4. Organizational process assets
1. Deliverables
2. Work performance
information
3. Change requests
4. Project management pl
an updates
5. Project document
updates

Perform Quality Assurance 1. Project management plan
2. Quality metrics
3. Work performance
information
4. Quality control
measurements
1. Organizational process
assets updates
2. Change requests
3. Project management pl
an updates
4. Project document
updates
Acquire Project Team

1. Project management plan
2. Enterprise environmental
factors
3. Organizational process assets
1. Project staff
assignments
2. Resource calendars
3. Project management pl
an updates

Develop Project Team 1. Project staff assignments
2. Project management plan
3. Resource calendars
1. Team performance
assessments
2. Enterprise
environmental factors
updates

Manage Project Team 1. Project staff assignments
2. Project management plan
1. Team performance
assessments
2. Performance reports
3. Organizational process assets
1. Enterprise
environmental factors
updates
2. Organizational process
assets updates
3. Change requests
4. Project management pl
an updates






Distribute Information


1. Project management plan
2. Performance reports
3. Organizational process assets

1. Organizational process
assets updates

Manage Stakeholder
Expectations
1. Stakeholder register
2. Stakeholder management stra
tegy
3. Project management plan
4. Issue log
5. Change log
6. Organizational process assets
1. Organizational process
assets updates
2. Change requests
3. Project management pl
an updates
4. Project document
updates

Conduct Procurements 1. Project management plan
2. Procurement documents
3. Source selection criteria
4. Qualified seller list
5. Seller proposals
6. Project documents
7. Make-or-buy decisions
8. Teaming agreements
9. Organizational process assets
1. Selected sellers
2. Procurement contract
award
3. Resource calendars
4. Change requests
5. Project management pl
an updates
6. Project document
updates

Monitoring & Controlling Process Group
Monitor & Control Project
Work
1. Project management plan
2. Performance reports
3. Enterprise environmental
factors
4. Organizational process assets
1. Change requests
2. Project management pl
an updates
3. Project document
updates

Perform Integrated Change
Control
1. Project management plan
2. Work performance
information
3. Change requests
4. Enterprise environmental
factors
5. Organizational process assets
1. Change requests status
updates
2. Project management pl
an updates
3. Project document
updates

Verify Scope 1. Project management plan
2. Requirements documentation
3. Requirements traceability
matrix
4. Validated deliverables
1. Accepted deliverables
2. Change requests
3. Project document
updates

Control Scope 1. Project management plan
2. Work performance
information
3. Requirements documentation
4. Requirements traceability
matrix
5. Organizational process assets
1. Work performance
measurements
1. Organizational process
assets updates
2. Change requests
3. Project management pl
an updates
4. Project document
updates

Control Schedule 1. Project management plan
2. Project schedule
3. Work performance
information
4. Organizational process assets

1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. Project management pl
an updates
5. Project document
updates






Control Costs 1. Project management plan
2. Project funding requirements
3. Work performance
information
4. Organizational process assets
1. Work performance
measurements
2. Budget forecasts
3. Organizational process
assets updates
4. Change requests
5. Project management pl
an updates
6. Project document
updates

Perform Quality Control 1. Project management plan
2. Quality metrics
3. Quality checklists
4. Work performance
measurements
5. Approved change requests
6. Deliverables
7. Organizational process assets
1. Quality control
measurements
2. Validated changes
3. Validated deliverables
4. Organizational process
assets updates
5. Change requests
6. Project management pl
an updates
7. Project document
updates

Report Performance 1. Project management plan
2. Work performance
information
3. Work performance
measurements
4. Budget forecasts
5. Organizational process assets
1. Performance reports
2. Organizational process
assets updates
3. Change requests


Monitor and Control Risks 1. Risk register
2. Risk management plan
3. Work performance
information
4. Performance reports
1. Risk register updates
2. Organizational process
assets updates
3. Change requests
4. Project management pl
an updates
5. Project document
updates

Administer Procurements 1. Procurement documents
2. Project management plan
3. Contract
4. Performance reports
5. Approved change requests
6. Work performance
information
1. Procurement
documentation
2. Organizational process
assets updates
3. Change requests
4. Project management pl
an updates

Closing Process Group
Close Project or Phase 1. Project management plan
2. Accepted deliverables
3. Organizational process assets
1. Final product, service,
or result transition
2. Organizational process
assets updates
Close Procurements 1. Procurement management pl
an
2. Procurement documentation
1. Closed procurements
2. Organizational process
assets updates







1.2. Sample flowcharts
The different phases that will be involved in the project development have been worked out with
details already input. The main process flows can be further summarised by the following
flowcharts:-
Project Initiation



Project
planning





























Project execution
definition of key knowledge areas














1.3. Background of case study
XYZ Group is a company engaged in the insurance services sector and has a wide network of local
offices around the island with a main head office in Port Louis. Due to the business which is
flourishing, they have now to service a larger volume of clients and have found that their present IT
system of services cannot cater for the increasing needs of the company. As a result, they have hired





PKA to define an IT strategic master plan to define the changes to be made along with the most
appropriate technologies to be adopted.
To be able to perform our work correctly and minimize failures in this project, we have used the
project management framework and all the processes which we always apply to projects, thus making
sure of a very high success rate and ensuring the acceptance of all the stakeholders involved in the
project.
Introduction



14


2. Introduction
2.1. Background
The XYZ Group (XYZ ) intends to prepare an IT strategic Master Plan for harnessing Information and
Communication Technologies (ICT) to enhance the operations and service delivery at the XYZ and local offices.
IT strategic plan is the provision and organisation of public services through new electronic channels. It
involves the use of technology, particularly computer and communication development such as the internet,
digital TV and mobile phones, to modernise and improve services.
We understand that the IT strategic Master Plan initiated by the XYZ aims at reviewing the actual processes and
recommend appropriate ICT solutions in terms of suitable hardware as well as application, system software and
communication facilities for a more effective and efficient use of IT within the XYZ.
The XYZ intends to reap the benefits of efficiency and effectiveness gains through IT strategic in terms of:
integrated service delivery through unique information collection using co-ordinated notions and
administrative instructions, less re-encoding of information by electronic information exchange,
functional task sharing concerning information management, information validation and application
development, and availability of all services at any time, from anywhere and from any device
speed by providing same services in less time by reducing waiting time, promoting direct interaction
with other institution and gaining real time feedback for the users, citizens and stakeholders
quality by providing same services to a higher quality standard, through and increased customer
focus, transparency, comprehensive and secure service delivery
PKA recognises the importance of a more effective and efficient use of ICT for the institutional reforms and
instilling good governance for the cause of efficient and effective service delivery. In view of this spirit, PKA
shall assist the XYZ to conceptualize the IT strategic Master Plan through a well-defined approach as laid out in
our Proposal. Based on our experience, we believe that IT strategic is a structural reform process involving
customer centricity as well as re-engineering and integration of processes.

This section will set the idea behind the project briefly and the intended final goal to be achieved
Introduction



15


2.2. Objective of this assignment
The IT strategic Master Plan would indicate the vision, mission and objectives of the XYZ and a proposal as to
how the XYZ, its Departments as well as relevant boards/trusts will deliver their services electronically in line
with IT strategic objectives.

It will also consist of an assessment of the current state of services being delivered and an analysis of the gap
between the current state of services and the desired state and what approach and which solutions will be
adopted to reach the desired state. In addition, the master plan will provide reliable information as to the ICT
needs of the XYZ and its Departments and the channels, cost and time scale for the implementation of each
computerisation project.

On approval of the IT strategic Master Plan by the Project Steering Committee and other key stakeholders, a
Request for Proposal (RFP) will be launched for the implementation of the computerisation projects contained
therein. The RFPs will address the core functionalities of each project proposed for the actualisation of the IT
strategic Master Plan while maintaining security and confidentiality of information. The working interface
between the XYZ and other external bodies and cross-departmental databases in terms of the similarity of
information handled should also be taken into account in developing the respective projects of the IT strategic
Master Plan.

This section will define the role that the work of the project manager is to do and set the broad expectations.


2.3. Document purpose and scope
This document defines the scope of the project, project organisation structure, roles and responsibilities,
control & reporting mechanisms and logistics for the project. The document is also intended to be used as a
reference guide for management and governance of the project.

2.4. Target audience
The target audience for this document includes:
Members of Steering Committee set up by XYZ
IT strategic Master Plan Project Manager
XYZ Project Team
PKA Project Team

2.5. Related documents
PKAs Proposal for Consultancy Services for the preparation of an IT strategic Master Plan


Scope of Work



16


3. Scope of Work
3.1. Project Scope
As per the Request for Proposal for Consultancy Services for the Preparation of an IT strategic Master Plan, the
scope of work includes the following activities:
1 Identify information needs (both internal and external) for the XYZ
2 Identification of collaborative strategies
3 A full assessment and evaluation of existing Information System and Communication Technologies (ICT)
infrastructure for the XYZ , and local offices
4 Study the services delivered by the XYZ
5 Assessment of existing legal, institutional and regulatory framework and make appropriate
recommendations.
6 Analyse existing procedures/processes and make recommendations for subsequent review.
7 To review the Social Security databases in the context of handling data and information for decision
makers, stakeholders and public at large
8 Process maps with swim lanes with clear role allocations
9 Provide a central repository of data to get a 360 degree view of citizen
10 Comprehensive Business Process Re-engineering of XYZ and its local offices
11 Propose alternative solutions and their feasibility (including cost-benefit analysis) for the proposed review
of information systems
12 IT Strategy based on the Business Process Re-engineering exercise for the XYZ Group(XYZ ) and its local
offices in view of targeting paperless operations and facilitating fraud detection
13 A comprehensive strategy for the planning, design, implementation and integration of e-governance
master plan solutions. Such a strategy would include infrastructure requirements, project plans, staffing
structures, deliverables, methodology, implementation schedules and budgetary requirements
14 Thematic interaction forums for social security stakeholders
15 Change Management on the multiple dimensions of people, process and technology
16 Make recommendations on the security aspect of the proposed system
17 Development and replication of early warning systems
18 Work out human resource development programmes including training needs analysis, training of
different category of staff and post training evaluation
19 Provide timeframes for the implementation of the IT strategic Master Plan
20 Work out cost estimates for the implementation of the IT strategic Master Plan and recommend funding
mechanism (cost sharing model between the company, private sector and citizen)
Scope of Work



17


21 Recommend how information could be disseminated on a website in a more effective manner.
Development of a comprehensive e-contribution where payment can be done online.
22 Communication Strategies within the different departments as well as external entities
23 MIS and Statistical reports for decision making at management level within XYZ norms and standards
24 Advise on the setting up of the implementation mechanisms how to involve different stakeholders,
setting up of steering committee, etc
25 Recommendation of an institutional framework that would help operationalise the ICT initiatives
recommended in the plan and also facilitate the adoption of further enhancements required
26 A comprehensive outcome-based monitoring and evaluation process for recommended initiatives
27 Prepare Request for proposals for implementation of the IT strategic Master Plan solutions according to
the standard bidding documents of XYZ group
3.2. XYZ Departments
We understand that the departments concerned with the IT strategic Master Plan are as follows:
Core Departments Supporting Departments
1. Retirement Pensions
2. Contributions collections
1. Human Resources
3. Claims department 2. Financial Operations
4. Investment Unit
5. Customer Relation Management
3. Procurement and Supply

<< List of core and sub-departments to be confirmed by the XYZ >>

3.3. External Stakeholders of the XYZ
The stakeholders identified for the XYZ are as follows:
<< List to be provided by the XYZ >>
3.4. Project Scope Exclusions
PKA will not be responsible for the following:
Implementation of the IT strategic Master Plan Solutions proposed
Implementing the changes proposed as part of the Business Process Re-engineering exercise
Decision making on behalf of the XYZ
Evaluation of proposals received after RFP preparation
Formation of draft legal orders, application, audits amongst others
Any activity not mentioned in the Scope of Work above.
A maximum of 6 computerisation projects shall be proposed as part of the IT strategic Master Plan


Project Timeline



18


4. Project Timeline
4.1. Project Start Date
The official start date for the preparation of the IT strategic Master Plan for the XYZ shall be considered as XX
Month XXXX (T).

4.2. Project Deliverables and Timeline
The deliverables for the Project and timelines for submission of deliverables are specified in Table below.

S.No Deliverable Submission Date
1. Inception Report T + 2 Weeks
2. Interim IT strategic Master Plan T + 6 Weeks
3. Final IT strategic Master Plan T + 8 Weeks
4. Request for Proposal for the implementation of the IT strategic Master Plan
Solutions
T + 10 Weeks
5. Progress Reports T+4 Weeks, T+8 Weeks, T+12 Weeks

4.3. Deliverable Submission Format
All deliverables shall be submitted to the XYZ in editable version, along with one hardcopy of the deliverable to
facilitate the review process. The mode of submission of the soft copy shall be by e-mail by PKA Project
Manager to the Project Steering Committee. The hardcopy shall be delivered to the Office of the Project
Manager.

4.4. Deliverable Acceptance Procedures
The acceptance criteria for deliverables shall be:
Coverage of Scope of Work as defined in Section 2.1.
Submission in the prescribed submission format.
Any additional acceptance criteria for any deliverable shall be mutually agreed upon at least four weeks
before the submission of the concerned deliverable. PKA shall develop and submit the deliverable as
per such agreed standard format or acceptance criteria.
Unless a different period is agreed upon in writing by XYZ and PKA, XYZ Project Manager will notify
PKA, in writing within ten working days of its receipt of any deliverable from PKA under this Project,
whether or not the deliverable is accepted. The deliverable shall be deemed accepted after 10 days from
submission date.
If the deliverable is not accepted, the notice will specify in reasonable details the reasons that the
deliverable fails to meet the requirements described in the Contract between XYZ and PKA in all
material respects. Acceptance by XYZ will not be unreasonably withheld. The passage of ten working
days without notice of non-acceptance by XYZ , or use by XYZ of the deliverable, will constitute
acceptance by XYZ of the deliverable.
In case of reported failure to meet the agreed criteria, PKA will take reasonable measures to remedy
such failure and offer the revised deliverable for acceptance by XYZ . After two rounds of such
amendments by PKA to a particular deliverable, the matter shall be escalated to the Steering
Committee which shall meet to resolve the reported issues within one month of its escalation.
Project Timeline



19



4.5. Payment Schedule
The fees to be paid to PKA shall be as per payment terms specified in the Conditions of Contract in the Request
for Proposal Procurement Reference No. XYZ /RFP 68/2012. PKA shall submit invoices for the Project fees as
per the milestones listed below:

S.No Milestones as per which invoices for fees shall be raised by PKA % of fees to be paid
1. Upon signature of agreement and on submission of a bank guarantee valid up to
final payment
(30%)
2. After presentation, submission and endorsement of final report for consultancy
services for the IT strategic Master Plan and on submission of bank guarantee
valid up to final payment
(40%)
3. After presentation, submission and endorsement of final RFP (30%)

PKA would raise the invoice on actual or deemed acceptance (refer Deliverable Acceptance Procedures in 3.4)
of any deliverable. The XYZ will make payment on such invoice within 15 days of its receipt.
Project Governance Structure



20


5. Project Governance Structure
5.1. Project team structure


The project personnel identified for the different roles depicted in the project team structure is shown in the
table below:
5.1.1. XYZ
S.No Role Name and Designation
1. Project Steering Committee Members Refer to Section 4.2
2. Project Sponsor CEO of XYZ Group
3. Project Manager
4. Representative for Retirement Pensions
5. Representative for Contributions collections
6. Representative for Claim payment
7. Representative for Investment
8. Representative for Customer relations

5.1.2. PKA
S.No Role Name and Designation
1. Engagement Leader
2. Project Leader
3. Project Manager
4. IT strategic Subject Matter Expert
5. Quality Assurance
6. Functional Consultants
7. Technical Consultants

5.2. Project Steering Committee
The Project Steering Committee shall provide overall leadership to the IT strategic Master Plan Project. The
Steering Committee shall consist of senior management personnel from XYZ , and shall also include the PKA
Project Director as a member.





Following are the members of the Steering Committee.
Project Governance Structure



21



S.No Role Name and Designation
1. Chairperson of the Committee
2. Committee Secretary
3. XYZ Committee Members
4. PKA Committee Members

The Steering Committee shall compulsorily hold a meeting, at least once a month, to take stock of project
progress. All the major open issues affecting the timely progress of the IT strategic Master Plan shall be
discussed in the Steering Committee meeting. The Steering Committee shall function as an independent body
and shall consider all the issues in an unbiased and objective manner.

The Steering Committee meetings shall be initiated by the PKA Project Director, by sending out an e-mail
request to the Chairman of the Steering Committee. The Chairman of the Steering Committee shall in turn issue
meeting invitations to the members of the Committee.

Project Governance Structure



22


5.3. Roles and Responsibilities for XYZ and PKA

XYZ
Role Responsibilities Project
Involvement
Steering Committee
Providing overall guidance and strategy to the project in terms of its direction, objectives
and progress.
Review of project progress
Ensuring timely feedback from XYZ on the deliverables submitted by PKA before PKA
proceeds on to the next designated stage / phase of the Project.
Review and approval of any Scope Change Requests (SCR), Deliverables, Time schedules
Approving payments on PKA invoices which are pending over one month
Resolution of other high level issues affecting the project progress
Part-Time
Project Manager
Provide supervision of the entire project
Serve as a one-point contact between XYZ and PKA
Be responsible for coordinating and ensuring timely sign-off by XYZ on the deliverables to
be submitted by PKA from time to time.
Be responsible for meeting the obligations of XYZ under the agreement.
Jointly review and monitor the project progress on a regular basis with the PKA Project
Manager.
Keep the key stakeholders of the Project, in XYZ, fully informed of key Project issues on a
fortnightly basis.
Assist PKA Project Manager in resolving critical issues and provide sign-off on Scope
Change Request Form.
Co-ordinate on making payments to PKA on the submitted invoice within the stipulated time
period.
Co-ordinate the meetings of XYZs functional champions with PKA team and ensure full co-
operation of XYZ officials in all such meetings.
Provide functional inputs to PKA team on XYZ s specific business requirements
Organise the appropriately skilled manpower from XYZ for the project as and when needed
to complete XYZ s obligation under the Contract
Organise Steering Committee meetings as per the agreed frequency.
Attend all Steering Committee meetings and present an executive summary on the Project.
Arrange for all infrastructure support (e.g. office space, access to Internet/telephone/printer
facilities etc.) for the Project.
Full-Time
Representatives
from each
department of the
XYZ
Act as a one point contact for PKA and the XYZ for project issues specific to the XYZ
Facilitate discussions with XYZ personnel for assessment and validation of To-be
processes (interviews, questionnaire responses, workshops)
Ensuring timely availability and correctness of the data from the XYZ
Full-Time


Project Governance Structure



23


PKA
Role Responsibilities Project
Involvement
PKA Leadership
Team
Initiate organization of Steering Committee meeting by sending request to Steering
Committee Chairman
Participate in Steering Committee meetings
Define and control project scope together with XYZ Project Manager
Provide direction to PKA team for overall project management
Apply project experience, business judgment and experience
Monitor overall progress to facilitate timeliness and adequacy of deliverables
Monitor risk management aspects and project delays
Address all resource planning issues for PKA resources
Actively seek to resolve any issues that require senior management attention
Part-Time
PKA Project
Management Team
Overall responsibility for managing the obligations of PKA under this agreement
Secure the appropriate resources for the project at the right time
Keep the Project Manager of XYZ informed of all the Project issues on immediate basis.
Work to facilitate that the scope is effectively controlled in accordance with the project
definition
Advise XYZ Project Manager for holding the Steering Committee meeting and suggest the
agenda for such meeting.
Follow-up on all the pending invoices with the Project Manager of XYZ
Full-Time
PKA Project Team
Timely delivery of the outputs.
Reporting regularly to respective Project Manager on the Project progress.
Keeping track of respective milestone sign-off by XYZ.
Full-Time



Function
Group

Function
Programme
Management
Structure
IT
team
XYZ Key
Stakeholders


Advisory and
Development
Function
Identifying Application services that would be
launched over the IT platform
Major Major Major
Further enhancing the functional or technical
requirements of the Application service as it evolves (
if applicable)
Major Major Major
Preparation and launching of the Request for
Proposal (including the Terms of Reference) for the
technology system
Major Minor Major
Evaluation of the responses and the award of the
technology development work
Minor Minor Minor
Overseeing the Application system development work
whenever applicable.
Major Major Major
Project Governance Structure



24



Function
Group

Function
Programme
Management
Structure
IT
team
XYZ Key
Stakeholders
Meeting all technological requirements demanded by
XYZ during the implementation
Major Major Minor
Extending technology advisory service required for
existing as well as planned social security services to
be extended over the IT platform
Major Major Minor


Promotional
Functions
Developing and following up on communication plans
for theIT initiative for both the external and the
internal participants.
Major Minor Major
Interfacing with any organised representation of the
XYZ stakeholders, including the citizens and their
representatives.
Major Minor Minor
Generating awareness of the IT initiatives at national
levels.
Major Minor Minor

Project Governance Structure



25



Support and
Service Functions
Monitoring of Design, Development, Testing and
implementation of the IT systems recommended
above.
Major Major Major
Acceptance testing and usage of the systems. Major Minor Major
Reporting change requirements, enhancements and
any shortfalls in the system
Major Major Major
Rectifying, wherever applicable, the shortfalls in the
system.
Major Major Major
Technology support functions including database
maintenance and archival functions and system
administrator requirements for the electronic services.
Major Major Minor

Project Management



26


6. Project Management
6.1. Risk and Issue Management
Effective risk management is critical for completion of the Project within the timelines and in line with the
objectives of XYZ. This section identifies the major risks that may arise during the course of the Project, and
specifies the possible mitigation measures that should be taken by XYZ and PKA.

S.No Risk Description Impact Risk Mitigation Measures
1. Delays in as-is assessment due to
issues in scheduling appointments
/meetings with XYZ personnel
Medium PKA Project Manager will communicate the appointment/meeting
schedule for as-is assessment at XYZ to the Project Manager 3
days before the scheduled appointment/meeting. It shall be the
responsibility of the Project Manager at the XYZ to ensure the
availability of the XYZ personnel as per schedule.
2. The provision of accurate data is
essential for designing the new
processes and the IT strategic Master
Plan. As data collection can be time
consuming, delay in provision of data will
cause delay in Project completion.
High PKA shall prepare the questionnaires for data collection and
circulate the same to the XYZ and the XYZ Project Manager within
two weeks of the Project start date. It shall be the responsibility of
the XYZ department representatives and the XYZ Project Manager
to ensure the availability of data within 1 week of the start date for
as-is assessment stage.
3. Unavailability of XYZ project team for
review and feedback owing to emergent
or unforeseen reasons
High Suitable arrangements would be made to give feedback to PKA
within the scheduled time as prescribed in the project plan. The
project activities would not be dependent on such events and would
proceed regardless after 10 days of submission of deliverable for
review.
The inability to elicit feedback would not be considered a reason
for non-completion of the project or to invoke any penalties resulting
from project delay.
4. Change in XYZ stakeholders/ project
owners
High Any change in scope resulting from a change in XYZ stakeholder or
project owner shall follow PKAs Change Management procedures
to determine the materiality of the change and impact on the
deliverables of the project.


Additional risks identified during the Project, will be brought to the notice of XYZ through the Risk and Issue
logs (included in the Project Status Reports) and mitigated through the Issue Resolution Mechanisms detailed
in the next section.

6.2. Project Review and Issue Resolution Procedures
6.2.1. Project Status Reports
The Reports that shall be prepared and circulated as part of the Project Review process are the following:
S.No Name of Report Responsibility Frequency Submitted to
1 Project Status Report PKA Project Manager Weekly (T + 4)
Fortnightly (T+ 6)
XYZ Project Manager &
Project Steering Committee
2 Project Summary Report PKA Project Manager Monthly Project Steering Committee

A Project Status Report shall be prepared on a fortnightly basis and discussed with the XYZ Project
Manager on to assess the progress of each activity scheduled for the past 2 weeks and to plan for the
following weeks. The Project Status Report will also include a discussion of any issues and problems.
Project Management



27


The Project Summary Report shall be prepared on a monthly basis for the Project Steering Committee and
provide a summary of the progress made during the previous month to the Steering Committee. Issues
requiring intervention of Steering Committee shall be highlighted.
The formats for the Project Status Report and Project Summary Report are provided in Appendix B.
6.2.2. Risk and Issue Management
The risks to the Project were evaluated during the proposal development and updated during project start-up as
summarised earlier in this document. To manage the risks and other issues that arise during the project, a Risk
and Issue Management Procedure will be implemented. Risks and issues will be managed through the project
using a maintained Risk and Issue Log discussed at progress meetings.

During the project, issues will occur which will be outside the boundaries of the project team to be able to
resolve. The procedure described below will be used to address these problems to enable the smooth
continuation of the Project.

Risk & Issue Reporting:
Any team member or client staff may raise an issue or discover a risk and get it added to the Issue Log
as it arises.
The Joint Project Management will investigate the issue and, if necessary, will update the Issue Log
with background information to place the issue in perspective.
It shall be the responsibility of the PKA Project Manager to maintain the issue log in the Project Status
Report and Project Summary Report.
The format for the issue log is provided in the Project Status Report/Project Summary Report.

Issue Resolution & Risk Containment
The first level of issue resolution will be discussions within the Project team and the XYZ Project
Manager.
For complex issues the progress of resolution will be recorded in detail in the corresponding Issue
Report, and updated in the Issue log.
The second level of issue resolution will be at the Fortnightly Project Status Report Meetings with the
Project Manager. Alternative solutions to the issue will be discussed and documented in the Issue Log
at progress reviews.
The Project Managers will make recommendations, which will be documented in the Risk and Issue
Log.
If the issue results in a Scope Change, then the Issue log will be submitted for background information
as part of the Change Control process.
If the issue can be resolved without impacting contractual obligations then the Project Managers will
sign-off the Issue Log by indicating the Issue resolution.
Issues not resolved within the Project team and Fortnightly Project Status meetings, shall be placed
before the Steering Committee through the Project Summary Report. The decision of the Steering
Committee on Issue Resolution shall be final.


Project Management



28


Issue Resolution Mechanisms
The different levels of Issue Resolution are depicted below:




6.2.3. Scope and Change Management
Any change in the scope detailed out in the Section 2.1 will be taken as a new requirement. This could result due
to:
Enhancement to Functional or Technical Scope of Work
Postponement of the major milestones in Project Plan
Increase in resources, infrastructure
Increase in planned Workshops / Training Sessions

The change shall be subject to the following process:
A Scope Change Request (SCR) will be raised by XYZ Project Manager or PKA Project Manager
accompanied by suitable supporting documents
PKA shall prepare a detailed estimate of man month effort to be required together with an estimate of
additional fees and likely impact on the Project Plan for each SCR
Only on formal approval by XYZ of the SCR together with cost and time estimates, PKA shall
commence any work arising out of the SCR(s).
On approval by XYZ, a new addendum containing the changes to the Contract between XYZ and PKA
shall be mutually signed. The addendum shall be added to the Contract, which together with the
existing Appendices shall constitute the entire Contract.

6.3. Project Communication
Communication plays an important role in a Consultancy project which requires multiple levels of interaction,
and it is very important to lay down the communication protocols between XYZ team and PKA Team. The
following section outlines the communication methods to be used in this project.

Language of Communication
English shall be the language of communication for this Project.

Information Requests
Informal Voice communication is preferred for any information gathering, this will speed up the process.
Members of the team are encouraged to have informal voice communication. Though this process is more
effective it has a drawback of losing track of the information requested in long run, hence to mitigate this risk,
the following procedure needs to be followed:
Any information request needs to be raised through a formal email addressed to the persons
responsible for supplying the information and carbon copied to the project managers for follow up.
This information request needs to be logged and mentioned in the Weekly Status Report specifying the
status of the Request.
Follow up can be through informal voice channels.
Project Steering Committee
Decision
Monthly Project Summary
Report
Fortnightly Project Status
Report
Project Team
Project Management



29


The status of the request needs to be updated in the Weekly Status Report by the person who raised the
request.
The Project Managers will review the log on a day-to-day basis and will take appropriate follow-up
actions.

Meeting Requests
The request for Steering Committee meetings shall be placed by PKA Project Director to the Steering
Committee Chairman by e-mail, with at least a weeks notice. The Chairman shall issue invitations to
the Steering Committee members.
Any meeting less than 15 minutes of duration involving 2-3 persons can be organized by the team
members informally.
Meeting lasting more than 30 minutes duration involving larger participants needs to be organized only
through invitations by XYZ Project Manager or PKA Project Manager.
Emergency meetings if any should be routed through XYZ Project Manager.
Formal meetings require at least 24 hours notice.

Minutes of the Meeting
All formal meetings shall be documented using the Minutes of Meeting Format provided in Appendix B.

Project Logistics



30


7. Project Logistics
7.1. Project Site and Infrastructure
The project delivery is divided into 3 phases as detailed in our Workplan. Depending on the component of the
Project, work shall be carried out at PKA premises in Mauritius, or at the XYZ premises as mentioned below.
XYZ shall provide the office working space for PKA employees including the physical space, access to Internet /
telephone / printer facilities etc.
7.2. Project Contacts
The Primary contacts from XYZ Group and PKA for the Project shall be:


XYZ PKA
Contact persons X
Contact Y
Contact Z


Contact A
Contact B
Contact C


Project Logistics



31


References

Association of Modern Technologies Professionals (2014) retrieved from
http://www.itinfo.am/eng/project-management-body-of-knowledge-pmbok-guide/






















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32


Appendix A. - Project
Plan



Project
Kick off
Study current
Organisation
Mandates and
Objectives
Analysis of
Current
business s
processes
Setup roadmap
and
Implementation
Plan
Set up work plan
Kick off meeting
with XYZ Project
Management
Team
Exchange of
documents
Identify ICT
Usage and
People
Requirements
Perform Business
Process Re -
engineering (B2C
Focused)
Identification of
major issues and
opportunities
Stage 0
Stage 1.1
Stage 1.2
Stage 1.3
Stage 2.1
Stage 2.2
Stage 3.0
Stage 3.1
Interaction with the
various units within
XYZ to get an
understanding of actual
processes, technology
and people dimensions
Based on assessment
perform re - engineering
of the business
processes with focus on
service oriented
towards B2C model.
Identification of gaps
and improvement
opportunities going
forward
Develop XYZ Vision
and objectives for
Master Plan
Identify suite of
applications,
infrastructure and
capacity building
initiatives
Defining institutional
framework, change
management and
communication strategy
requirements
Prioritisation and
agreement on the
recommendations
Define action plan for

- Master Plan
Conduct working
session to discuss the
Master Plan
Prepare
Request for
Proposal
Stage 4.0
Prepare the Request for
Proposal requirements
for identified solutions
Present Core
projects and
tasks
Establish and
develop XYZ
Vision and
Strategy
Stage 3.2
Stage 3.3
Project Closure
Stage 4.0
Mitigate any residual
matters
Sign off on deliverables
Project closure meeting
with members of
project steering
committee
Analyze status and
environment
PHASE 1: ( ASSESS AND EVALUATE)
Design To - Be Model
PHASE 2: ( ENVISION AND DESIGN)
Set up Implementation
Roadmap
PHASE 3: ( REALISATION AND CONSTRUCT)
Final Sign off on Project
PHASE 4: ( CLOSURE)

th
Start date
END date
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33


Appendix B. - Instituti
onal Framework
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34



Programme
Management
Structure (CIB)
Implementation
Partner/
Integrators
E-Governance Advisory Committee
1 2 3 4 5 6 7 8 9 10
M
e
A

A
p
p
l
i
c
a
t
i
o
n
(
W
1
)
D
a
t
a

C
e
n
t
r
e

/
F
a
c
i
l
i
t
y

C
h
a
n
n
e
l
s
:

C
a
l
l

C
e
n
t
r
e
M
e
A

A
p
p
l
i
c
a
t
i
o
n
(
W
2
)
C
o
m
m
u
n
i
c
a
t
i
o
n
D
i
g
i
t
a
l

S
i
g
n
a
t
u
r
e
C
h
a
n
g
e

M
a
n
a
g
e
m
e
n
t
C
o
m
m
u
n
i
c
a
t
i
o
n

M
g
m
t
T
r
a
i
n
i
n
g

a
n
d

A
w
a
r
e
n
e
s
s
O
t
h
e
r
s
MSS Functional
Units as relevant for
different projects
identified
Composite Team
Key MSS
Stakeholders
Full Time
Project Mgt
Resources
Subject Matter
Experts
CISD
Project Advisory Commitee
Program Management
Structure
(Administrative)
IT team
Key XYZ stakeholders
XYZ functional Units
- relevant for
different identified
projects
Implementation
partner/inte
grator
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35


Appendix C. - Proposed
high level implementation plan

IMPLEMENTATION TASKS
W
a
v
e


Year 1 Year 2 Year 3 Year 4 Year 5
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Constitution of Project Advisory Committe I
Constitution of Composite Team (CT) I
Project Management Structure I-II
Application Services Implementation I-II
Technology Infrastructure Ecosystem I-II
Digitisation of Records II
Change Management & Capacity building I-III
Impact Assessment I-III
Marketing & branding I-III
Channels of service delivery I-III


Activity-time map
Track specific time-activity map
The assumptions inherent in the proposed timeline are:
Data cleansing has to be performed prior to implementation of the new IT system.
Timing for IT system going completely online shall be based on those proposed by IT services vendor and waves highlighted can be used as guidance.
Program Management Structure shall be involved for supervising and monitoring the implementation phase.
Based on Early Lessons learnt during the implementation, the assumptions are liable to change and appropriate corrective actions shall be built into the overall project plan by the Program Management
Structure and Composite Team.

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36


Appendix D. - Key
features for success

Imperative Description
Purpose
Priority When
1
Institutional Mechanism
Mandate to ensure successful implementation of program for XYZ. Shall exist for
the entire duration of the program.

Very High Immediate
2
Program Management
Structure
Establish a central Program Management Structure for expert and professional
support for management of day to day operations which is critical in a multi-
vendor environment across multiple initiatives.
Very High Immediate
Clearly define the timelines and outcomes of Project Management Structure(PMS)
In case, if PMS is established, define the transition and handholding plan which
enables internal capacity building.
3
Capacity Building
Create a vision & strategy group to ensure that organisational and leadership capacity is
both developed and exploited
Very High Immediate
Create and operate a central knowledge management repository
Develop and implement XYZ-wide personnel policies related to capacity building
including training, curricula development, promotion, salaries, etc
Collaborate & engage with private suppliers (especially ICT suppliers) and with
educational / training organisations, for training and capacity building purposes
Coordinate internationally for exchange programs and study visits
Create a core group at central level in collaboration with PMS that shall create an
organisation-wide pool of ICT resources available across all units, as needed, and
develop and implement appropriate training courses
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37


Imperative Description
Purpose
Priority When
4
Common Policies and
Standards
Define standard policies and guidelines including technical and operational manuals for
internal and external stakeholders
High Short Term
Refer to international best practices
Make development of these guidelines and standards as a mandate for PMS team
5
Branding and Marketing
Define strategy for marketing and branding
High
Short to
Medium Term
Engage a professional services agency for this activity
Develop customised campaigns for specific target groups
Initiate campaigns 2-3 months before launch of new system
Run sustained campaigns during the course of program
Use innovative concepts to engage with common citizens like Create a tagline for
MSS program campaign wherein the best entry shall be recognised and given a prize by
MSS. This shall result in default branding and awareness about the program amongst
common citizens
6
Impact Assessment
Conduct Impact Assessment at 3 levels discussed above
Low Medium Term Engage a professional services agency for this activity
Involve common citizens with this activity and declare the results of all the 3 surveys





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38


Appendix E. - Risk Mitigation
Sr
No
Risk Area Details
Risk
Rating
Direct Impact Mitigation Measures
1
Inadequate
attention by
personnel from
the different
departments
dedicated for
the IT
Implementation
Phase.
It is critically important
that the personnel from the
different departments
entrusted with
coordination efforts within
the department devote
timely and adequate
attention to the needs of
his/her department.
Existing end users or
prospective users of IT
systems may, in preference
to their regular work, tend
to defer.
High
Implementation Phase
will get delayed.
In case the system
requires inputs from
more than one
department,
coordination efforts may
suffer.
The end user may be
disappointed with the
slack in the process.
Appropriate individuals
need to be selected for
every department, and
then adequately
empowered and this
should be communicated
to all in the department.
Proper selection of
Program Managers would
help in the initial phases.
2
Improper
selection/
recruitment of
the Project
Leader and the
Assistant
Coordinator.
It is important that
personnel with the right
combination of skills,
expertise and experience
are chosen for the different
roles and responsibilities
recommended. Both these
roles are of immense
significance and require
considerable amount of
advisory, coordination,
promotion and
management inputs.
High
The development of e-
Government at MSS will
suffer directly, more so
in the longer term when
they have to identify
fresh content and
services to make the XYZ
IT effort sustainable.
Impact of any laxity will
be directly not just on the
users in the XYZ and
XYZs stakeholders but
also beyond the national
level.
Selection process should
be according to the criteria
listed in the e-Governance
Master Plan.
An unbiased and
transparent selection
system should be followed
with merit as the only
determinant for selection.
Key Performance Areas
should be made clear.
3
Change in
personnel in the
team.
Since both the Coordinator
and his deputy will have
acquired considerable
expertise, knowledge and
inertia, it will be highly
undesirable that there be a
change in either of them.
High
It will take time for any
new individual to learn
the ropes all over again,
to commit to what
his/her predecessor had
promised.
Successors may not own
up to the predecessors
commitments.
Implementation and
maintenance would
suffer.
The IT project leader and
his deputy should work in
a cooperative and
collaborative manner.
They must, between
themselves, distribute
work in such a way that
either of the two is fully
able to meet the
requirements of the team
in the others absence.
In case of one of the two
having to leave the team,
proper handing over and
transition management
should be done so that the
new incumbent is
completely apprised of
past proceedings.
4
Change in IT
convener from
the
departments.
Since the convener will
have acquired considerable
expertise, knowledge and
inertia, it will be highly
High
It will take time for new
personnel to learn the
ropes all over again, to
commit to what his/her
The same contact points
need to be maintained
with all user departments.
Second-in-commands
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39


Sr
No
Risk Area Details
Risk
Rating
Direct Impact Mitigation Measures
undesirable that there be a
change in them. Moreover
any other person from
these bodies may not honor
the commitments made by
his predecessor.
predecessor has
promised.
Successors may not own
up to the predecessors
commitments.
In case of citizen-facing
departments the e-
Government services
would suffer.
should be developed in
every department.
5
Improper
selection of the
Vendor
Since all systems to be
developed would have a
web interface, it is
recommended that a single
vendor be selected to
develop the portal and the
IT system that could
constitute the XYZ
initiative. To reinforce
competencies however,
vendors may associate with
other organisations. The
overall responsibility for
the entire effort must vest
with only one group.
High
Stakeholders in whom
awareness will have been
built may lose interest
and it would be difficult
to garner their support
back.
Content and services on
the portal may be
affected for reasons of
delay, errors, etc.
Implementation Phase
will directly suffer.
Page hits on the portal,
necessary for the IT
effort to be effective
would not pick up to the
requisite level.
Vendor should be selected
based on a Quality and
Cost based selection
process that should accord
appropriate weightage to
firms experience,
personnel proposed to be
deployed, work plan and
methodology and
experience of similar
assignments.
Program Managers must
be involved in the selection
process. The bidding
should be of the ICB
(International Competitive
Bidding) type.
6
Lapse in
Continuity from
the XYZ arising
out of the non-
formation of the
commitees
There would be sometime
between the closure of the
Consulting Phase and the
beginning of the
implementation phase.
High
Exercise would lose
momentum.
Committed deadlines
will get derailed.
Stakeholders may lose
interest.

Program Managers could
be deployed.
Appropriately skilled staff
from within XYZ can be
identified and groomed by
the Project Managers to
take up the monitoring
role.

7
Non-
fructification or
incomplete
fructification of
partnership
arrangements
with other
agencies and
international
parties
In the longer term citizen
centricity would require
that the XYZ portal be a
one-stop shop for the e-
services, even if multiple
departments are involved
in the delivery of the e-
services. Any failure of
partnerships would be
detrimental for the project
progress beyond the initial
years
Moderate
Citizen-centric services
may be irregular and
untimely and may
generally suffer.
Data and information
dissemination may also
be irregular and
untimely and may
generally suffer
Pages hit on portal would
suffer
XYZ should, from the
beginning itself initiate
talks with bodies outside of
XYZ but with whom
partnership arrangements
are likely required to
apprise them of the
requirements.
XYZ may also contemplate
this inter-agency
coordination be taken up
by at the national level.
Partnership arrangements
required for such
collaborative efforts
should be captured in
detail underwritten MoUs
or any other equivalent
arrangement(s) thought
fit.
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40


Sr
No
Risk Area Details
Risk
Rating
Direct Impact Mitigation Measures
8
Non-attainment
of a minimum
awareness for
the XYZ IT
system and
portal.
Attainment of a minimum
level of awareness is a
paramount requirement for
the XYZ, since the success
of the project critically
hinges on this single
feature. This is important
in the light of the fact that
multiple channels of
service delivery, including
the traditional ones, are
required.
Moderate
Citizen and other
stakeholders would keep
resorting to the
traditional ways of
service delivery.
XYZs internal
stakeholders would lose
interest.
Page hits would not take
an upward trend as
expected.
Vigorous and pro-active
measures towards
promotion and awareness
building by the e-
governance Coordinator
backed by the XYZ internal
staff and led by the Chief
executive himself must
take place.
9
Attempting too
much too soon.
There is a chance that in
the over-eagerness to
launch the project efforts,
too much is attempted to
be delivered and too soon
without going into the
realising of such efforts.
High
The implementation may
turn out to be unplanned
and ad-hoc.
The content and service
delivery may not be
properly tested and
hence may be susceptible
to errors
The XYZ should as far as
possible follow the
implementation plan and
guidelines recommended
as part of this report.
Any course corrections or
changes to the same must
be deliberated well within
the agency itself before
coming to a solution.
If necessary, the XYZ may
also consider having
inputs from consultants
for the same.
10
Inability or
Delay in
effecting the
required
changes in the
processes to
implement
project.
Much depends upon the
XYZ bringing into effect
appropriate changes in its
processes so that systems
implementation do not run
into the same problems as
they have done earlier
High
Will become extremely
unwieldy to do a project
management and a
subsequent successful
roll-out of the solutions if
the requirements
captured are adhoc and
fluid.
Resort to one of the
implementation
alternatives highlighted
earlier. Expand the role of
project manager to assist
in this endeavour.
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