A business plan should be created if the proposed project is a NEW service. Additionally if there is a change to a service please contact a Service Manager to determine if a revised business plan is needed.

• Deliverable: Business Plan
• Outcome: Submit to the Service Portfolio Management Team

The mini charter identifies key elements of the proposed charter.

• Deliverable: Mini Charter
• Outcome: Proposed mini charters posted to LiveSpace

The Leadership Team meets 3 times a year (May, October and February) to prioritize projects as Level 1, 2, or 3. They will also classify the project as Project or Project Lite.

• Deliverable: Prioritized Project Portfolio List
• Outcome:
  • PMO will create a project in Unanet
  • Project added to Project Dashboard

SGG candidate projects are submitted to the SGG in August. A second meeting with SGG will occur when the project is ready to begin.

• Deliverable: SGG Funding Request
• Outcome: Submit to IT Services Strategy Group

First time project managers can schedule a meeting with the PMO to review project process and deliverables.

• Deliverable: PM and Sponsor are assigned
• Outcome: Once identified the Project Manager should meet with the Sponsor and can begin the planning stage of the project.

Use the SCRUM checklist to determine if your project is a good candidate for a SCRUM approach. SCRUM is the most frequently used Agile approach at Stanford IT Services, but not the only approach. Often, Project Teams find that some sort of hybrid approach makes sense for them. Note that an Agile approach does not release the PM or the Project team from providing status updates on the Dashboard or to the larger Stanford community.

• Deliverable: Filled in checklist with comments, preferably a team approach is used to fill in the checklist.
• Outcome: A decision on Approach – SCRUM or Traditional Waterfall – or some well defined hybrid.

Functional managers assign actual resources in Unanet. ScrumMasters note that their resources will be assigned during parallel time periods.

• Deliverable: Status Updates on Project Dashboard and Unanet Forecasts
• Outcome: Unanet forecasts at this point should only assign resources to the ANYONE category

Project Kick-off meeting should include all project team members, including the sponsor, key stakeholders, service manager, Campus Readiness and ISO (if project will touch restricted or prohibited data). Additionally, if this is an SHC project, their architecture group should also be invited.

For Scrum, two additional components called User Modeling and story workshop are added to the kickoff meeting. (They can be separate meetings, too.) User Modeling is when the project team and stakeholders brainstorm potential users of the final product or service that is the outcome of the project. These users are then categorized and refined into 5-12 user roles. The Story Workshop is where stories (functional descriptions) are written from the users' perspective. The collection of user stories serve as the beginning of the Scrum Product Backlog (Scrum equivalent of requirements documentation.)

• Deliverable: Kick off project
• Outcome: Team is identified and project is launched

The archiving of project documentation is an important step in the project process. A folder will be created in DocuShare and all relevant project documentation should be posted there.

For Scrum, we suggest using a wiki tool (such as Confluence) in combination of an issue tracking tool (eg, Jira) to track and manage user stories and other requirements.

• Deliverable: Project documentation posted to appropriate project folder in DocuShare
• Outcome: Project documentation will be retained and archived.

The communications plan should convey how information is going to be conveyed to project sponsors, clients, and to other stake-holders, and the University community in general. Depending on the project, Communications Plan may include elements of promotion, training, and change management.

Communications to project stakeholders in a Scrum project occurs during the Iteration Review/Closing meeting held at the end of each iteration (every 1 – 4 weeks). Because Scrum aims to deliver a potentially shippable product increment at the end of each iteration, stakeholders are invited to Scrum Review meetings where an informal demo of the product increment is shown and feedback gathered. Other components of the traditional Communications Plan hold true and are still important for the Scrum projects.

• Deliverable: Communication Plan
• Outcome: Communication plan defined and reviewed by sponsor and project team

The full project charter should be defined with input from key stakeholders, the sponsor, and the project team.

• Deliverable: Full Project Charter
• Outcome: Defines the project scope, timeline and budget

Once the full charter is completed, the Project Sponsor and PMO to review. For an SHC project, once internal review is completed, discuss with SHC's PMO whether a presentation at the hospital QA meeting is appropriate.

• Deliverable: Full Charter Reviewed
• Outcome: Project Manager to post to DocuShare

If the project has restricted or prohibited data then ISO will need to assess. They should be included early in the project preferably in the project kickoff meeting. For SHC projects that contain restricted or prohibited data, SHC Security will be invited to attend IT Services PMO Security Reviews or receive the Stanford University Information Security Office reviews generated as part of the IT Services PMO process.

• Deliverable:
  • Review Stanford ISO Security Guidelines
  • Prepare Information Security Risk Assessment Questionnaire
  • Prepare Preliminary ASP Security Criteria & Questionnaire (outsource vendors)
  • If ISO makes interim decisions or findings, please request that these be issued in an email and that it includes the ISO ticket number.
  • For an SHC project, the review and related decisions, should be forwarded to SHC's security office for their review and approval.
• Outcome: Security Review is completed and results reviewed with the Sponsor. If there are outstanding findings they will be forwarded to internal audit.

For LPCH, a signed Hospital Project Agreement is required. The hospital liaison should assist in this process.

• Deliverable: Hospital Project Agreement
• Outcome: Completed agreement is posted to DocuShare

Project manager and Service Manager to review service delivery checklist together.

• Deliverable: Service Delivery Review
• Outcome: Post meeting minutes and checklist to project folder in DocuShare

Meeting must include Project Manager plus Operations Owner who will be managing the product/service in production.

• Deliverable: Support Strategies Planning (SSP)
• Outcome: SSP First Review form posted to Project DocuShare folder

Ordering, fulfillment and billing process is defined and communicated. Please contact PMO to arrange this process meeting.

• Deliverable: Process Definition
• Outcome: Ordering, fulfillment and billing process is defined and communicated

Revised QA toolkit coming soon.

• Deliverable: Test Plans Defined
• Outcome: Test plans, cases and results should be posted to the project folder in DocuShare

Meeting must include Project Manager plus Operations Owner who will be managing the product/service in production.

• Deliverable: Support Strategies Planning (SSP)
• Outcome: SSP Second Review form posted to Project DocuShare folder

Project manager and Service Manager to review service delivery checklist together.

• Deliverable: Production Transition Acceptance
• Outcome: Post meeting minutes and checklist to project folder in DocuShare

The production transition approval is to confirm that the service manager, operations owner, business owner and project sponsor approve the transition into production. This approval must be presented to the Change Advisory Board in order to receive a Change Management Request (CMR).

• Deliverable: Signed Production Transition Form
• Outcome: Confirmation that the proposed project has completed necessary steps to move into production.

Please incorporate required lead times in planning.

• Deliverable: Change Management Request (CMR) and Change Advisory Board Meeting (CAB)
• Outcome: The change management process is followed

Any new product or service should first be deployed to IT Services before being rolled-out to campus if possible.

• Deliverable: Pre Release
• Outcome: Issues from Pre Release Identified, addressed, and documented in DocuShare

Survey results to be compiled by project Manager and given to PMO

• Deliverable: Lessons Learned
• Outcome: Documents Posted to Project Folder in DocuShare

PMO to facilitate the Review meeting. This meeting should include key stakeholders and key members of the project team. For an SHC project, please include their architecture group.

• Deliverable: Post Implementation Review
• Outcome: Post Implementation Report posted to project folder in DocuShare

The project closing documents should be presented after the Project Post Implementation Review is completed.

• Deliverable: Project Closing Acceptance
• Outcome: Documents Posted to Project Folder in DocuShare

Ensure all completed documents are archived in the project folder. When the final documents are posted, notify the PMO, so they can move the folder.

• Deliverable: Completed documents Posted to Project Folder in DocuShare
• Outcome: The project folder will be moved to the closed projects section in DocuShare