Description
The Performance Budgeting (PB) Scope and Change Management Plan documents the processes necessary to manage the project scope, control changes to project scope, control changes to the project Work Breakdown Structure (WBS), and formally accept project deliverable
Performance Budgeting
Scope and Change Management Plan
Version 1.0
October 9, 009
Prepared for:
Commonwealth of Virginia
VA-090724-PPC
Prepared by:
Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
Record of Changes/Version History
Change!Version "umber
#ate of
Change
$mpacted Section!#escription of Change
Person %ntering
Change
0.3 !raft 09"2#"2009 !raft $%bmi&&ion 'aye An&on
0.(( - 'inal (0"0)"2009 'inal $%bmi&&ion 'aye An&on
(.0 'inal (0"09"2009 Appro*ed 'inal +ee ,odge&
Scope and Change Management Plan
The Performance Budgeting (PB) Scope and Change Management Plan documents the processes
necessary to manage the project scope, control changes to project scope, control changes to the
project Work Breakdon Structure (WBS), and formally accept project deli!era"les#
i. General Information
Project Title:
Performance Budgeting
Project Working Title:
Performance Budgeting
Proponent
Secretary:
$ic Bron,
Secretary of %inance
Proponent Agency:
&epartment of
Planning ' Budget
Prepared by:
%aye (nson
Date:
)*+*,+-**.
ii. Scope Description
The initial scope of ork for the Performance Budgeting Project is defined "y C/0(1s technical
and contractual re2uirements as defined in the $e2uest for Proposal ($%P)# The initial high3le!el
Work Breakdon Structure (WBS) that Project Performance Corporation (PPC) su"mitted ith
its proposal as de!eloped to address the scope as defined in the $%P# &uring the 4nitiation
phase of the Project, PPC ill decompose the WBS don to the ork package le!el and ork
colla"orati!ely ith C/0( to finali5e and "aseline the scope and the !arious planning
documents that comprise the Project Management Plan for the Project# These documents, along
ith other foundation documents, including the Project Charter, re2uirements3related
documentation (discussed "elo), contract terms and conditions, and assumptions ill form the
scope "aseline against hich all future changes affecting the scope of ork are made#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
The scope+capa"ility statements identified in the PB $%P and Proposal (ppendices ( and B are
the "asis for creating the detailed $e2uirements# The process in hich capa"ility statements are
transformed into re2uirements is outlined "elo#
)# The capa"ility statements are e6tracted from (ppendices ( and B# The capa"ility
statements that are marked 789 are then e!aluated to make detailed re2uirements#
-# The capa"ility statements are loaded in PB Project $epository for tracking and reporting#
:# %it+;ap (nalysis is conducted that identifies each of the capa"ility statements that are
identified as 789 and hether the core system capa"ilities are a 7%it9 or a 7;ap9#
<# The capa"ility statements are then created as detailed re2uirements that are single
!erifia"le statement that can "e used for acceptance of the system#
=# These re2uirements are documented in a $e2uirements Tracea"ility Matri6 ($TM)# The
$TM should contain a re2uirement num"er, description, category, appro!al date,
reference (for e6ample the Capa"ility Statement > of (ppendi6 (), design element, and
test case name#
(fter the $TM is created, that is the "asis of the scope for the project# Therefore, after the $TM
is created and "aselined, any changes to the re2uirements in the $TM are scope changes# The PB
Project is go!erned "y a fi6ed price contract and as such, scope must "e strictly monitored and
controlled for the "enefit of "oth PPC and C/0(#
The actual processes for "aselining the Project scope are addressed in the Performance
Budgeting Configuration Management Plan#
The list "elo summari5es the general scope of the PB project as defined in the Statement of
Work (including (ppendi6 ( and (ppendi6 B)#
• &e!elop the full complement of plans necessary to successfully manage and control the
Performance Budgeting Project
• Maintain a $e2uirements Tracea"ility Matri6 to trace re2uirements to the ork products
(e#g#, code component or test case) that satisfy them#
• &esign, de!elop and implement an application ith We" 4nterface, using the B4&S
softare package, for the folloing functional areas?
o /perating Budget &e!elopment
o Si6 8ear %inancial Plan
o Capital Budget &e!elopment
o Budget @6ecution
o (gency Spend Plan
o Strategic Planning
• Pro!ide &ata 4nterfaces to e6isting C/0( systems
• Pro!ide &ata Con!ersion for legacy systems that ill no longer "e used
• &e!elop := $eports using Aogi 4nfo and Aogi (d hoc
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Scope and Change Management Plan
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Performance Budgeting
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• Maintain a PB Project repository
• Prepare System Support &ocumentation
• Bost a de!elopment Sand"o6 en!ironment
• Pro!ide Business Process $eengineering Plans and Support
• Pro!ide /rgani5ational Change Management Planning and Support
• Conduct testing of the System, including Performance and Cser (cceptance Testing
• Train users on the ne PB system prior to deployment
• Pro!ide system sta"ili5ation and operational support during the contract period#
iii. WBS Control Process
The Project WBS is one of the key Configuration 4tems of the Project and is su"ject to the
maintenance controls defined in the Configuration Management Plan for the Project# The WBS
ould "e "aselined after the initial planning effort is completed and C/0( accepts the resulting
plans, and the %unctional (re2uirements) Baseline is esta"lished#
(fter the WBS is "aselined, su"se2uent changes to the WBS ould occur either as a result of a
formal Change $e2uest that alters some aspect of the ork to "e done or as part of the normal
dynamics of a system de!elopment effort#
• 4f a WBS change is the result of an appro!ed Change $e2uest, the PPC Project Manager
ill first confirm the re2uired WBS changes ith the PPC Project Team and then discuss
the proposed WBS changes ith the C/0( Project Manager for their concurrence#
• ( WBS change also may occur as part of the normal project dynamics# The PPC Project
Management Team is continuously on the alert for things that might affect the PPC
Team1s a"ility to perform their tasks as planned# 4n addition, as part of the internal
eekly status meetings the PPC Project Manager ill re!ie the WBS ith the PPC
Team# Dormal changes that might arise from management o!ersight and+or project team
re!ie of the WBS ould include the need to decompose+track loer3le!el acti!ities,
re!ise dependencies, or adjust acti!ity dates# The PPC Project Manager ould then
present the proposed changes to the C/0( Project Manager for concurrence#
4n either case, PPC ould change the PB Project WBS only after the PPC Project Manager
discusses the changes ith the C/0( Project Manager and gets their appro!al# %or audit trail
purposes, PPC ould summari5e changes made to the WBS in the Comments field hen
checking the updated WBS "ack into the PB Project $epository#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
iv. Change Management Process
The Change Management process for the PB Project is designed to manage "oth scope and
technical changes# These changes include planned, ad hoc and emergency changes, as ell
changes to "aselined operational assets, configuration items, processes, and documentation
across the entire life cycle of the project# Changes also can relate to changes in the C/0(
architecture that affect some aspect of the PB System#
The PB Project Change Management process ill "e "ased on the use of to pro!en concepts for
controlling change? Change $e2uest (C$) and Change Control Board (CCB)# The sections
"elo discuss these topics related to C$s and CCBs?
• C$ Content
• PB Project CCB Structure
• C$ $e!ie Process
• CCB Charter Components#
1. CR Content
( C$ can arise from a change in an organi5ation1s "usiness needs, user re2uest, an issue
(including a Pro"lem $eport on the operational system), or risk# ( Change $e2uest ould
contain the information necessary to ade2uately re!ie and appro!e a proposed change,
including?
• Basic 4nformation
o Change $e2uest 4&
o Dame of Configuration 4tem (ith 0ersion > if appropriate)
o Title of Change
o &escription of Change
o Category (Major, Significant, Standard, Minor)
o Priority (Ao, $outine, Crgent, @mergency)
o Dame of $e2uestor
o $e2uestor Telephone >
o $e2uestor @mail (ddress
o $e2uest &ate
o %unctional (rea (ffected
o Target 4mplementation &ate
o $eason for Change
o (ssumptions
• 4mpacts
o Benefit to C/0(
o 4mpact (ssessment (Cost, Schedule, Scope and Comple6ity factors)
o 4mpact of Dot 4mplementing Proposed Change
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
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Performance Budgeting
October 9, 009
• Change $e2uirements (completed if the initial screening suggests the C$ "e formally
re!ieed "y a CCB)
o $e2uirements for System @nhancement (%unctional $e2uirements and (cceptance
Criteria)
o &etailed $esource $e2uirements (for Planning, &esign, &e!elopment, Test+E(,
&ocumentation)
• Status and &ecision
o Status (4nitial, (ppro!ed, &isappro!ed, &eferred)
o &ecision ((ppro!ed, &isappro!ed, &eferred)
o &ecision By
o &ecision &ate
o &eferred Cntil &ate
o &ate Complete
• (dditional Dotes and Comments
To ensure tracea"ility and !isi"ility of changes, information on outstanding and closed C$s ill
"e maintained in a C$ Aog# The folloing information ill "e displayed in the C$ Aog?
• Change $e2uest 4&
• Dame of Configuration 4tem (include 0ersion > if appropriate)
• Title of Change
• Priority (Ao, $outine, Crgent, @mergency)
• Dame of $e2uestor
• $e2uest &ate
• &ecision ((ppro!ed, &isappro!ed, &eferred)
• &ecision By
• &ecision &ate
• Target 4mplementation &ate
• &ate Complete
• (dditional Dotes and Comments#
The C$ Aog can "e found at http?++!itap"#co!a#ppc#com?F*F*+logiinfo+rdPage#asp6G
rdreportHT%SChange$e2uests
2. PB Project Change Control Board CCB! Str"ct"re
( CCB is responsi"le for appro!ing, monitoring, and controlling changes to projects or
applications, and e6pediting orthhile changes hile dismissing unnecessary or marginal
changes#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
4t is also important to "e clear on hat is not ithin the scope of the CCB# %or e6ample,
de!eloping technical solutions is not ithin the scope of the CCB# &e!elopment of solutions is
the responsi"ility of the technical team and is accomplished outside CCB meetings#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
The top three le!els of the PB Project organi5ation
1
ill "e in!ol!ed in appro!ing changes?
• Level 1 – PB Proect CCB
The PB Project CCB is comprised of all mem"ers of the PB Project Management Team
plus to additional agency representati!es# The CCB ill act in accordance ith the PB
Project Scope and Change Management Plan and the Commonealth Project
Management Standard#
• Level ! – PB Steering Committee Chairman
The PB Project Steering Committee Chairman forms the second le!el of change re!ie#
Change re2uests reaching this le!el ill "e presented to the PB Steering Committee for
re!ie and recommendation to the PB Steering Committee Chairman ho ill make the
final decision on the appro!al of the C$#
• Level " – Secretariat #versight Committee
The Secretariat /!ersight Committee forms the third le!el of change re!ie#
#. CR Re$ie% Proce&&
$e!ie of a C$ may in!ol!e one or more of the folloing steps?
• Initial $evie%
When a C$ is initially su"mitted for appro!al, the C/0( Project Manager, C/0(
%unctional Manager, and PPC Management Team ill screen the C$ to determine
hether it is orthy of consideration#
• Completion of Detail Impact Information
4f the initial screening of the C$ determines the proposed change is potentially
orthhile, the C$ ill "e sent "ack to the re2uestor to add the detailed $e2uirements
information (e#g#, %unctional $e2uirements and (cceptance Criteria, and &etailed
$esource $e2uirements (for Planning, &esign, &e!elopment, Test+E(, and
&ocumentation))#
• $evie% for Completeness
When the C$ is returned ith the detailed information, the C/0( Project Manager
re!ies the C$ to confirm that it contains all the information necessary for a CCB to
properly analy5e the potential impact the change ould ha!e to the Project# The C$ is
rejected if incompleteI otherise it is formally su"mitted to the PB Project Management
CCB for re!ie and appro!al#
• $evie% &' PB Proect CCB
4f this first le!el CCB re!ies and appro!es the C$ it ould either "e?
)
The /rgani5ation chart for the PB Project can "e found in the PB $esource Management Plan.
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
o @scalated upard to the Steering Committee le!el if the proposed change has an
estimated cost greater than J=*,*** or results in a schedule delay to a major
milestone of more than to eeks#
o Considered appro!ed and ready for implementation if the C$1s impact as "elo
the specified threshold#
( CCB can make one of three decisions a"out a C$? (ppro!e, &isappro!e, or &efer#
• $evie% &' Steering Committee Chairman
(fter re!ie, the PB Steering Committee makes a recommendation on the C$ to the PB
Steering Committee Chairman ho ill make the final appro!al decision# 4f the Steering
Committee Chairman appro!es the C$ it ould either "e?
o @scalated upard to 04T( PM& if the proposed change ould ha!e a )*K or
greater impact on the project "udget or schedule#
o Considered appro!ed and ready for implementation if the C$1s impact as "elo
the specified threshold#
• $evie% &' (I)* PMD+ Secretariat #versight Committee+ and Common%ealth CI#
This is the third and final le!el of the C$ re!ie# The C$ is su"mitted to 04T( PM&
ho performs an initial re!ie of the C$ for completeness and coordinates a meeting of
the Secretariat /!ersight Committee# 4f appro!ed "y the Committee, the C$ is
forarded ith a recommendation to the Commonealth Chief 4nformation /fficer
(C4/) for final appro!al#
'. PB Project CCB Role& and Re&pon&ibilitie&
&ole &esponsibilities
CCB
Chairperson
• Be o"jecti!e#
• Conduct+facilitate CCB meetings e6peditiously#
• @nsure the agenda is compiled and distri"uted in a
timely fashion#
• Pro!ide the CCB ith the information needed to make
the right decisions proacti!ely and in a timely fashion#
• Call emergency meetings as necessary#
• Manage the action item list#
• @nsure the necessary signoff and closure of items#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
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Performance Budgeting
October 9, 009
&ole &esponsibilities
CCB
Coordinator
• Take and distri"ute the minutes of the CCB meeting#
• Compile and distri"ute the agenda#
• Be the point of contact for information on change
re2uests, defect reports, etc#
• Monitor and report progress on change re2uests,
defect reports, etc#
CCB
Mem&ers
• $e!ie items on the agenda and conduct any
necessary research prior to the CCB meeting#
• Prepare for all regular CCB meetings#
• Make decisions e6peditiously#
• (ttend all regularly scheduled CCB meetings#
• Complete any specifically assigned action items#
• %ollo the processes and procedures of the CCB#
• Be proacti!e in alerting the CCB of any potential
pro"lem areas, "ottlenecks, impacts to the schedule,
etc#
(. PB Project CCB Proced"re&
There are to types of CCB meetings? regular and emergency# $egular meetings are intended
for a normal ork effort, flo, and !olume, and are scheduled accordingly# @mergency meetings
are con!ened as necessary to deal ith a specific emergency#
,or $eg-lar Meetings.
• Sched"le: There should "e a regularly scheduled date, time, and location for regular
meetings# 4f no changes are pending for a scheduled meeting, that meeting can "e
canceled ith the chairperson1s appro!al#
• D"ration: Set the duration of the meetings to co!er the normal !olume of items and
adjourn early otherise#
• Alternate&: (ddress the issue of designated alternates, especially for the chairperson#
• )re*"ency: The fre2uency of meetings might !ary during the span of de!elopment# The
CCB may only meet monthly during the initial de!elopment then eekly during the later
stages such as integration and test#
• +ogi&tic&: 4f some CCB mem"ers ill attend !ia phone conference, the conference room
ill ha!e to ha!e a phone "ridge or speakerphone#
,or /mergenc' Meetings.
• @sta"lish ho is authori5ed to con!ene an emergency meeting#
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
• @sta"lish a minimum su"set of mem"ers ho can authori5e an emergency change re2uest
and define designated alternates for each mem"er of the minimum su"set to
accommodate !acations, off3site training, etc#
;enerally, the minimum su"set of decisions makers is?
o CCB Chairperson
o Technical representati!e on the CCB
o %inancial+Business representati!e on the CCB
• Cite the emergency meeting in the ne6t regular CCB meeting and record it in the minutes#
• @sta"lish and enforce the follo up responsi"ilities# Typically the regular processes,
procedures, and paperork are to "e completed ithin to orking days of the
emergency re2uest# This pro!ision is to ensure that 7emergencies9 are not an escape
hatch from proper planning and procedures#
• Track and report the fre2uency of emergency meetings called, "y hom, and hy#
• Set a threshold for hen the fre2uency of emergency meetings "ecomes unreasona"le or
unproducti!e, and initiate correcti!e action#
The folloing are guidelines for conducting CCB meetings?
• @sta"lish rules for conducting the meetings# This facilitates e6pediting the meetings,
efficiently conducting "usiness, and adjourning meetings on time#
• &etermine ho decisions are to "e made and consensus is to "e reached?
o &etermine hat constitutes a 2uorum for conducting meetings and !oting#
o &etermine hat constitutes a majority !ote, e#g#, to3thirds of the mem"ers or
three3fourths of the mem"ers#
• (dhere to the agenda# @sta"lish an order in hich items appear on the agenda and stick
to it# Mem"ers ill generally "ecome familiar ith the flo of the meetings and de!elop
a "usinesslike and decisi!e response to the agenda items#
• (dhere to a policy of courtesy and cooperation#
• &etermine ho disagreements or deadlocks o!er issues ill "e resol!ed#
v. Delivera&le *cceptance
(cceptance Criteria for the PB system ill "e "ased on a Cser (cceptance Test (C(T) plan
de!eloped "y C/0( and ill "e "ased on the agreed upon re2uirements specified in @6hi"it (
ithin the PB $%P and Proposal (ppendi6 (# (ll general, functional, and technical re2uirements
in @6hi"it ( ill "e loaded into a re2uirements tracea"ility matri6 ($TM) for further refinement
and ela"oration throughout the PB project# The $TM ill ser!e as the document of record for
Cser (cceptance Testing# The Test Strategy de!eloped as part of the detailed project planning
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
ill define the testing paths, gates, and acceptance tolerances for the PB System functionality
and performance in accordance ith the re2uirements defined in the $TM#
@ach deli!era"le ill "e deli!ered to C/0( Project Manager ith a &eli!era"le (cceptance
$eceipt, hich is shon "elo# This receipt ill descri"e the deli!era"le and pro!ide the C/0(
Project Manager ith space to indicate if the deli!era"le is accepted, rejected, or conditionally
accepted# Conditionally accepted deli!era"les ill contain a list of deficiencies that need to "e
corrected in order for the deli!era"le to "e accepted "y the C/0( Project Manager# The C/0(
Project Manager ill ha!e fi!e (=) days from receipt of the deli!era"le to pro!ide PPC ith the
signed (cceptance $eceipt unless an alternati!e schedule is mutually agreed to "eteen the PPC
Project Manager and the C/0( Project Manager in ad!ance# The signed &eli!era"le
(cceptance %orms ill "e maintained in the PB Project $epository#
vi. Proect Delivera&le *cceptance ,orm
Proect Information
Proect 0ame Performance
Budgeting System
Deliver' Date
PB Proect Manager Lo Lo Martin PPC Proect
Manager
%aye (nson
Contract 0-m&er (3*.*M-<3PPC
Delivera&le 0ame
Delivera&le Description
*cceptance Criteria
This document certifies that the a"o!e Project &eli!era"les comply ith the Project
$e2uirements as identified in the Statement of Work#
*cceptance Information
(cceptance Do (cceptance
(cceptance &ate
Comments
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
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Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
(3
doc_584899996.doc
The Performance Budgeting (PB) Scope and Change Management Plan documents the processes necessary to manage the project scope, control changes to project scope, control changes to the project Work Breakdown Structure (WBS), and formally accept project deliverable
Performance Budgeting
Scope and Change Management Plan
Version 1.0
October 9, 009
Prepared for:
Commonwealth of Virginia
VA-090724-PPC
Prepared by:
Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
Record of Changes/Version History
Change!Version "umber
#ate of
Change
$mpacted Section!#escription of Change
Person %ntering
Change
0.3 !raft 09"2#"2009 !raft $%bmi&&ion 'aye An&on
0.(( - 'inal (0"0)"2009 'inal $%bmi&&ion 'aye An&on
(.0 'inal (0"09"2009 Appro*ed 'inal +ee ,odge&
Scope and Change Management Plan
The Performance Budgeting (PB) Scope and Change Management Plan documents the processes
necessary to manage the project scope, control changes to project scope, control changes to the
project Work Breakdon Structure (WBS), and formally accept project deli!era"les#
i. General Information
Project Title:
Performance Budgeting
Project Working Title:
Performance Budgeting
Proponent
Secretary:
$ic Bron,
Secretary of %inance
Proponent Agency:
&epartment of
Planning ' Budget
Prepared by:
%aye (nson
Date:
)*+*,+-**.
ii. Scope Description
The initial scope of ork for the Performance Budgeting Project is defined "y C/0(1s technical
and contractual re2uirements as defined in the $e2uest for Proposal ($%P)# The initial high3le!el
Work Breakdon Structure (WBS) that Project Performance Corporation (PPC) su"mitted ith
its proposal as de!eloped to address the scope as defined in the $%P# &uring the 4nitiation
phase of the Project, PPC ill decompose the WBS don to the ork package le!el and ork
colla"orati!ely ith C/0( to finali5e and "aseline the scope and the !arious planning
documents that comprise the Project Management Plan for the Project# These documents, along
ith other foundation documents, including the Project Charter, re2uirements3related
documentation (discussed "elo), contract terms and conditions, and assumptions ill form the
scope "aseline against hich all future changes affecting the scope of ork are made#
F OR P R OJ E C T P E R F OR MA NC E C OR P OR AT I ON A ND V I TA US E ONLY
2
Scope and Change Management Plan
Version 1.0
Performance Budgeting
October 9, 009
The scope+capa"ility statements identified in the PB $%P and Proposal (ppendices ( and B are
the "asis for creating the detailed $e2uirements# The process in hich capa"ility statements are
transformed into re2uirements is outlined "elo#
)# The capa"ility statements are e6tracted from (ppendices ( and B# The capa"ility
statements that are marked 789 are then e!aluated to make detailed re2uirements#
-# The capa"ility statements are loaded in PB Project $epository for tracking and reporting#
:# %it+;ap (nalysis is conducted that identifies each of the capa"ility statements that are
identified as 789 and hether the core system capa"ilities are a 7%it9 or a 7;ap9#
<# The capa"ility statements are then created as detailed re2uirements that are single
!erifia"le statement that can "e used for acceptance of the system#
=# These re2uirements are documented in a $e2uirements Tracea"ility Matri6 ($TM)# The
$TM should contain a re2uirement num"er, description, category, appro!al date,
reference (for e6ample the Capa"ility Statement > of (ppendi6 (), design element, and
test case name#
(fter the $TM is created, that is the "asis of the scope for the project# Therefore, after the $TM
is created and "aselined, any changes to the re2uirements in the $TM are scope changes# The PB
Project is go!erned "y a fi6ed price contract and as such, scope must "e strictly monitored and
controlled for the "enefit of "oth PPC and C/0(#
The actual processes for "aselining the Project scope are addressed in the Performance
Budgeting Configuration Management Plan#
The list "elo summari5es the general scope of the PB project as defined in the Statement of
Work (including (ppendi6 ( and (ppendi6 B)#
• &e!elop the full complement of plans necessary to successfully manage and control the
Performance Budgeting Project
• Maintain a $e2uirements Tracea"ility Matri6 to trace re2uirements to the ork products
(e#g#, code component or test case) that satisfy them#
• &esign, de!elop and implement an application ith We" 4nterface, using the B4&S
softare package, for the folloing functional areas?
o /perating Budget &e!elopment
o Si6 8ear %inancial Plan
o Capital Budget &e!elopment
o Budget @6ecution
o (gency Spend Plan
o Strategic Planning
• Pro!ide &ata 4nterfaces to e6isting C/0( systems
• Pro!ide &ata Con!ersion for legacy systems that ill no longer "e used
• &e!elop := $eports using Aogi 4nfo and Aogi (d hoc
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• Maintain a PB Project repository
• Prepare System Support &ocumentation
• Bost a de!elopment Sand"o6 en!ironment
• Pro!ide Business Process $eengineering Plans and Support
• Pro!ide /rgani5ational Change Management Planning and Support
• Conduct testing of the System, including Performance and Cser (cceptance Testing
• Train users on the ne PB system prior to deployment
• Pro!ide system sta"ili5ation and operational support during the contract period#
iii. WBS Control Process
The Project WBS is one of the key Configuration 4tems of the Project and is su"ject to the
maintenance controls defined in the Configuration Management Plan for the Project# The WBS
ould "e "aselined after the initial planning effort is completed and C/0( accepts the resulting
plans, and the %unctional (re2uirements) Baseline is esta"lished#
(fter the WBS is "aselined, su"se2uent changes to the WBS ould occur either as a result of a
formal Change $e2uest that alters some aspect of the ork to "e done or as part of the normal
dynamics of a system de!elopment effort#
• 4f a WBS change is the result of an appro!ed Change $e2uest, the PPC Project Manager
ill first confirm the re2uired WBS changes ith the PPC Project Team and then discuss
the proposed WBS changes ith the C/0( Project Manager for their concurrence#
• ( WBS change also may occur as part of the normal project dynamics# The PPC Project
Management Team is continuously on the alert for things that might affect the PPC
Team1s a"ility to perform their tasks as planned# 4n addition, as part of the internal
eekly status meetings the PPC Project Manager ill re!ie the WBS ith the PPC
Team# Dormal changes that might arise from management o!ersight and+or project team
re!ie of the WBS ould include the need to decompose+track loer3le!el acti!ities,
re!ise dependencies, or adjust acti!ity dates# The PPC Project Manager ould then
present the proposed changes to the C/0( Project Manager for concurrence#
4n either case, PPC ould change the PB Project WBS only after the PPC Project Manager
discusses the changes ith the C/0( Project Manager and gets their appro!al# %or audit trail
purposes, PPC ould summari5e changes made to the WBS in the Comments field hen
checking the updated WBS "ack into the PB Project $epository#
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iv. Change Management Process
The Change Management process for the PB Project is designed to manage "oth scope and
technical changes# These changes include planned, ad hoc and emergency changes, as ell
changes to "aselined operational assets, configuration items, processes, and documentation
across the entire life cycle of the project# Changes also can relate to changes in the C/0(
architecture that affect some aspect of the PB System#
The PB Project Change Management process ill "e "ased on the use of to pro!en concepts for
controlling change? Change $e2uest (C$) and Change Control Board (CCB)# The sections
"elo discuss these topics related to C$s and CCBs?
• C$ Content
• PB Project CCB Structure
• C$ $e!ie Process
• CCB Charter Components#
1. CR Content
( C$ can arise from a change in an organi5ation1s "usiness needs, user re2uest, an issue
(including a Pro"lem $eport on the operational system), or risk# ( Change $e2uest ould
contain the information necessary to ade2uately re!ie and appro!e a proposed change,
including?
• Basic 4nformation
o Change $e2uest 4&
o Dame of Configuration 4tem (ith 0ersion > if appropriate)
o Title of Change
o &escription of Change
o Category (Major, Significant, Standard, Minor)
o Priority (Ao, $outine, Crgent, @mergency)
o Dame of $e2uestor
o $e2uestor Telephone >
o $e2uestor @mail (ddress
o $e2uest &ate
o %unctional (rea (ffected
o Target 4mplementation &ate
o $eason for Change
o (ssumptions
• 4mpacts
o Benefit to C/0(
o 4mpact (ssessment (Cost, Schedule, Scope and Comple6ity factors)
o 4mpact of Dot 4mplementing Proposed Change
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• Change $e2uirements (completed if the initial screening suggests the C$ "e formally
re!ieed "y a CCB)
o $e2uirements for System @nhancement (%unctional $e2uirements and (cceptance
Criteria)
o &etailed $esource $e2uirements (for Planning, &esign, &e!elopment, Test+E(,
&ocumentation)
• Status and &ecision
o Status (4nitial, (ppro!ed, &isappro!ed, &eferred)
o &ecision ((ppro!ed, &isappro!ed, &eferred)
o &ecision By
o &ecision &ate
o &eferred Cntil &ate
o &ate Complete
• (dditional Dotes and Comments
To ensure tracea"ility and !isi"ility of changes, information on outstanding and closed C$s ill
"e maintained in a C$ Aog# The folloing information ill "e displayed in the C$ Aog?
• Change $e2uest 4&
• Dame of Configuration 4tem (include 0ersion > if appropriate)
• Title of Change
• Priority (Ao, $outine, Crgent, @mergency)
• Dame of $e2uestor
• $e2uest &ate
• &ecision ((ppro!ed, &isappro!ed, &eferred)
• &ecision By
• &ecision &ate
• Target 4mplementation &ate
• &ate Complete
• (dditional Dotes and Comments#
The C$ Aog can "e found at http?++!itap"#co!a#ppc#com?F*F*+logiinfo+rdPage#asp6G
rdreportHT%SChange$e2uests
2. PB Project Change Control Board CCB! Str"ct"re
( CCB is responsi"le for appro!ing, monitoring, and controlling changes to projects or
applications, and e6pediting orthhile changes hile dismissing unnecessary or marginal
changes#
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4t is also important to "e clear on hat is not ithin the scope of the CCB# %or e6ample,
de!eloping technical solutions is not ithin the scope of the CCB# &e!elopment of solutions is
the responsi"ility of the technical team and is accomplished outside CCB meetings#
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The top three le!els of the PB Project organi5ation
1
ill "e in!ol!ed in appro!ing changes?
• Level 1 – PB Proect CCB
The PB Project CCB is comprised of all mem"ers of the PB Project Management Team
plus to additional agency representati!es# The CCB ill act in accordance ith the PB
Project Scope and Change Management Plan and the Commonealth Project
Management Standard#
• Level ! – PB Steering Committee Chairman
The PB Project Steering Committee Chairman forms the second le!el of change re!ie#
Change re2uests reaching this le!el ill "e presented to the PB Steering Committee for
re!ie and recommendation to the PB Steering Committee Chairman ho ill make the
final decision on the appro!al of the C$#
• Level " – Secretariat #versight Committee
The Secretariat /!ersight Committee forms the third le!el of change re!ie#
#. CR Re$ie% Proce&&
$e!ie of a C$ may in!ol!e one or more of the folloing steps?
• Initial $evie%
When a C$ is initially su"mitted for appro!al, the C/0( Project Manager, C/0(
%unctional Manager, and PPC Management Team ill screen the C$ to determine
hether it is orthy of consideration#
• Completion of Detail Impact Information
4f the initial screening of the C$ determines the proposed change is potentially
orthhile, the C$ ill "e sent "ack to the re2uestor to add the detailed $e2uirements
information (e#g#, %unctional $e2uirements and (cceptance Criteria, and &etailed
$esource $e2uirements (for Planning, &esign, &e!elopment, Test+E(, and
&ocumentation))#
• $evie% for Completeness
When the C$ is returned ith the detailed information, the C/0( Project Manager
re!ies the C$ to confirm that it contains all the information necessary for a CCB to
properly analy5e the potential impact the change ould ha!e to the Project# The C$ is
rejected if incompleteI otherise it is formally su"mitted to the PB Project Management
CCB for re!ie and appro!al#
• $evie% &' PB Proect CCB
4f this first le!el CCB re!ies and appro!es the C$ it ould either "e?
)
The /rgani5ation chart for the PB Project can "e found in the PB $esource Management Plan.
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o @scalated upard to the Steering Committee le!el if the proposed change has an
estimated cost greater than J=*,*** or results in a schedule delay to a major
milestone of more than to eeks#
o Considered appro!ed and ready for implementation if the C$1s impact as "elo
the specified threshold#
( CCB can make one of three decisions a"out a C$? (ppro!e, &isappro!e, or &efer#
• $evie% &' Steering Committee Chairman
(fter re!ie, the PB Steering Committee makes a recommendation on the C$ to the PB
Steering Committee Chairman ho ill make the final appro!al decision# 4f the Steering
Committee Chairman appro!es the C$ it ould either "e?
o @scalated upard to 04T( PM& if the proposed change ould ha!e a )*K or
greater impact on the project "udget or schedule#
o Considered appro!ed and ready for implementation if the C$1s impact as "elo
the specified threshold#
• $evie% &' (I)* PMD+ Secretariat #versight Committee+ and Common%ealth CI#
This is the third and final le!el of the C$ re!ie# The C$ is su"mitted to 04T( PM&
ho performs an initial re!ie of the C$ for completeness and coordinates a meeting of
the Secretariat /!ersight Committee# 4f appro!ed "y the Committee, the C$ is
forarded ith a recommendation to the Commonealth Chief 4nformation /fficer
(C4/) for final appro!al#
'. PB Project CCB Role& and Re&pon&ibilitie&
&ole &esponsibilities
CCB
Chairperson
• Be o"jecti!e#
• Conduct+facilitate CCB meetings e6peditiously#
• @nsure the agenda is compiled and distri"uted in a
timely fashion#
• Pro!ide the CCB ith the information needed to make
the right decisions proacti!ely and in a timely fashion#
• Call emergency meetings as necessary#
• Manage the action item list#
• @nsure the necessary signoff and closure of items#
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&ole &esponsibilities
CCB
Coordinator
• Take and distri"ute the minutes of the CCB meeting#
• Compile and distri"ute the agenda#
• Be the point of contact for information on change
re2uests, defect reports, etc#
• Monitor and report progress on change re2uests,
defect reports, etc#
CCB
Mem&ers
• $e!ie items on the agenda and conduct any
necessary research prior to the CCB meeting#
• Prepare for all regular CCB meetings#
• Make decisions e6peditiously#
• (ttend all regularly scheduled CCB meetings#
• Complete any specifically assigned action items#
• %ollo the processes and procedures of the CCB#
• Be proacti!e in alerting the CCB of any potential
pro"lem areas, "ottlenecks, impacts to the schedule,
etc#
(. PB Project CCB Proced"re&
There are to types of CCB meetings? regular and emergency# $egular meetings are intended
for a normal ork effort, flo, and !olume, and are scheduled accordingly# @mergency meetings
are con!ened as necessary to deal ith a specific emergency#
,or $eg-lar Meetings.
• Sched"le: There should "e a regularly scheduled date, time, and location for regular
meetings# 4f no changes are pending for a scheduled meeting, that meeting can "e
canceled ith the chairperson1s appro!al#
• D"ration: Set the duration of the meetings to co!er the normal !olume of items and
adjourn early otherise#
• Alternate&: (ddress the issue of designated alternates, especially for the chairperson#
• )re*"ency: The fre2uency of meetings might !ary during the span of de!elopment# The
CCB may only meet monthly during the initial de!elopment then eekly during the later
stages such as integration and test#
• +ogi&tic&: 4f some CCB mem"ers ill attend !ia phone conference, the conference room
ill ha!e to ha!e a phone "ridge or speakerphone#
,or /mergenc' Meetings.
• @sta"lish ho is authori5ed to con!ene an emergency meeting#
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• @sta"lish a minimum su"set of mem"ers ho can authori5e an emergency change re2uest
and define designated alternates for each mem"er of the minimum su"set to
accommodate !acations, off3site training, etc#
;enerally, the minimum su"set of decisions makers is?
o CCB Chairperson
o Technical representati!e on the CCB
o %inancial+Business representati!e on the CCB
• Cite the emergency meeting in the ne6t regular CCB meeting and record it in the minutes#
• @sta"lish and enforce the follo up responsi"ilities# Typically the regular processes,
procedures, and paperork are to "e completed ithin to orking days of the
emergency re2uest# This pro!ision is to ensure that 7emergencies9 are not an escape
hatch from proper planning and procedures#
• Track and report the fre2uency of emergency meetings called, "y hom, and hy#
• Set a threshold for hen the fre2uency of emergency meetings "ecomes unreasona"le or
unproducti!e, and initiate correcti!e action#
The folloing are guidelines for conducting CCB meetings?
• @sta"lish rules for conducting the meetings# This facilitates e6pediting the meetings,
efficiently conducting "usiness, and adjourning meetings on time#
• &etermine ho decisions are to "e made and consensus is to "e reached?
o &etermine hat constitutes a 2uorum for conducting meetings and !oting#
o &etermine hat constitutes a majority !ote, e#g#, to3thirds of the mem"ers or
three3fourths of the mem"ers#
• (dhere to the agenda# @sta"lish an order in hich items appear on the agenda and stick
to it# Mem"ers ill generally "ecome familiar ith the flo of the meetings and de!elop
a "usinesslike and decisi!e response to the agenda items#
• (dhere to a policy of courtesy and cooperation#
• &etermine ho disagreements or deadlocks o!er issues ill "e resol!ed#
v. Delivera&le *cceptance
(cceptance Criteria for the PB system ill "e "ased on a Cser (cceptance Test (C(T) plan
de!eloped "y C/0( and ill "e "ased on the agreed upon re2uirements specified in @6hi"it (
ithin the PB $%P and Proposal (ppendi6 (# (ll general, functional, and technical re2uirements
in @6hi"it ( ill "e loaded into a re2uirements tracea"ility matri6 ($TM) for further refinement
and ela"oration throughout the PB project# The $TM ill ser!e as the document of record for
Cser (cceptance Testing# The Test Strategy de!eloped as part of the detailed project planning
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ill define the testing paths, gates, and acceptance tolerances for the PB System functionality
and performance in accordance ith the re2uirements defined in the $TM#
@ach deli!era"le ill "e deli!ered to C/0( Project Manager ith a &eli!era"le (cceptance
$eceipt, hich is shon "elo# This receipt ill descri"e the deli!era"le and pro!ide the C/0(
Project Manager ith space to indicate if the deli!era"le is accepted, rejected, or conditionally
accepted# Conditionally accepted deli!era"les ill contain a list of deficiencies that need to "e
corrected in order for the deli!era"le to "e accepted "y the C/0( Project Manager# The C/0(
Project Manager ill ha!e fi!e (=) days from receipt of the deli!era"le to pro!ide PPC ith the
signed (cceptance $eceipt unless an alternati!e schedule is mutually agreed to "eteen the PPC
Project Manager and the C/0( Project Manager in ad!ance# The signed &eli!era"le
(cceptance %orms ill "e maintained in the PB Project $epository#
vi. Proect Delivera&le *cceptance ,orm
Proect Information
Proect 0ame Performance
Budgeting System
Deliver' Date
PB Proect Manager Lo Lo Martin PPC Proect
Manager
%aye (nson
Contract 0-m&er (3*.*M-<3PPC
Delivera&le 0ame
Delivera&le Description
*cceptance Criteria
This document certifies that the a"o!e Project &eli!era"les comply ith the Project
$e2uirements as identified in the Statement of Work#
*cceptance Information
(cceptance Do (cceptance
(cceptance &ate
Comments
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