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PMO PROGRAMME HEALTH CHECK

No.

Project Phase

1.1

Concept

1.2

Concept

1.3

Concept

1.4

Concept

2.1

Feasibility

2.2

Feasibility

2.3

Feasibility

2.4

Feasibility

3.1

Planning

3.1

Planning

3.3

Planning

3.4

Planning

3.5

Planning

4.1

Execution

4.2

Execution

4.3

Execution

4.4

Execution

4.5

Execution

4.6

Execution

5

Closure

GRAMME HEALTH CHECK

Key Areas
Strategic Alignment & Business Case
Sponsor Commitment
Business Process Impact Assessment
Interdependency Management
Resource Management
Risk Management
Benefits Management
Stakeholder Engagement & Communications
Scope (Requirements ) Management
Budget Management
Schedule Management
Contingency Planning
Quality Planning
Issue Management
Change Management
Procurement
Implementation Plan

Training Plan Governance Control PM Artifacts Management Total .

00% 0.02 17 33 4.00% 0.02 13 18 5.00% 0.03 9 15 4.00% 0.03 11 15 5.04 24 36 5.00% 0.00% 0.06 9 18 4.02 16 24 4.00% 0.04 11 15 5.00% 0.00% 0.00% 0.01 30% 30% 20% .10 5 15 5.00% 0.02 25 36 4.02 14 21 4.00% 0.Score Target Total Weight % Weighted Score 6 9 15.00% 0.00% 0.00% 0.07 23 36 10.00% 0.03 7 12 2.01 15 24 2.03 11 18 4.00% 0.04 17 24 10.

9 15 2.00% 0.01 16% 12 18 4.00% 64.00% 0.01 17 24 2.13% 100% .00% 0.03 4% 271 426 100.

Total Weighting Total Weighting Total Weighting .

Total Weighting Total Weighting .

1.2.2.5 .1 1.1 1.1. CONCEPT STAGE ID 1.4 1.2 1.1.2 1.2.2 1.1 1.2.3 ID 1.3 1.1.2.

4 .4 1.1 1.3 1.4.4.3.6 ID 1.3.4 1.1 1.3.3.4.5 1.3 1.2 1.4.3.ID 1.2 1.3.3 1.

5 .4.1.

1. CONCEPT STAGE Category STRATEGIC ALIGNMENT AND BUSINESS CASE Is the current programme clearly aligned to the business strategy and to strategic priorities? Does the programme reflect business needs within their objectives and supporting information. be they in The organisation understands how important the programme is to delivering value to the business and the Category SPONSOR COMMITMENT The programme sponsor and programme manager has the right process and content skills and complem The programme sponsor understands not only the process of delivering the programme but understands order to be able to make the right decisions when appropriate The programme sponsor are committed to the successful delivery of the programme and its business outc Is the business providing the necessary level of support? Is there sufficient executive support for the project? .

organisational? Have dependencies and constraints been documented? .Category BUSINESS PROCESS IMPACT ASSESSMENT Will there be an impact on business processes? Are they being planned for by the business? How and when will they be implemented? Do we know they will work? What impacts are likely to occur outside the company? Are they being planned for? Category INTERDEPENDENCY MANAGEMENT Are interdependencies between projects within the programme or other programs highlighted in the progr perspective? Is there a clear understanding of the interdependency risks and how they can compound each other? Is the nature of the interdependency clearly identified – technical. business processes.

Have dependencies been communicated and managed? .

Score Status 1 R 2 A 3 G 6 Score Status 1 R 1 R 1 R 1 R 1 R .

5 Score Status 1 R 1 R 2 A 1 R 2 A 1 R 8 Score Status 3 G 1 R 1 R 2 A .

1 8 R .

Key 1 No 2 Some 3 Yes .

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3 2.1.12 .11 2.8 2.1.4 2.1.1.1 2.1.6 2.5 2.1.1 2.1.2.1.1.7 2.2 2.1.1.10 2.1.9 2. FEASIBILITY STAGE ID 2.

3 2.3.3.4 2.4.4.4 2.5 .1 2.4.1 2.4 2.5 ID 2.3.ID 2.3 2.2 2.2 2.3.3.4.4.3 2.

2.4.6
2.4.7
2.4.8

ID
2.5
2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
2.5.6
2.5.7
2.5.8
2.5.9
2.5.10
2.5.11

2.5.12

2. FEASIBILITY STAGE

Category
RESOURCE MANAGEMENT AND INFRASTRUCTURE
Resources for the programme are available and identified. Are resources being used efficiently?
Infrastructure for the programme are available and identified
Are the required skills available for a successful programme?
Are there sufficient resources?
Are they the right resources?
Are they able to allocate sufficient time to the project?
Is there a sense of cooperation within the project?
Are the team being well managed?
Are the resources being used efficiently?
What is morale like in the team?
Are roles and responsibilities clearly defined? (including Stakeholders)
Are they an accurate reflection of what is really happening?

and are they being monitored? Are regular risk reviews undertaken? Category BENEFITS MANAGEMENT Were the benefits of the programme clearly identified at the start of the programme? Have they reviewed recently? How will the benefits realisation will be achieved? What systems and processes will be used to track progress and how the benefits will be quantified and m Are they still relevant? .Category RISK AND ISSUE MANAGEMENT Is there an up to date risk plan and key stakeholders involved in the plan? Are risk mitigation strategies in place and are regularly reviewed? Have key stakeholders been involved in developing the plan? Are there mitigation strategies in place.

Have new benefits been identified and are they built into the project outcome? Are the benefits being.g. Team Meeting) Are minutes kept for key meetings Are proper signed authorities in place for key decisions? Is there a decision register? Is there an action item log for the project? . the Steering key stakeholders Have all key stakeholders been identified? Do the stakeholders feel they are being kept up to date? Are there any general areas of concern in communication? Is that plan being implemented and expectations monitored? Is an Agenda prepared for key meetings? (E. measured? Have benefit delivery owners been identified? Category STAKEHOLDER ENGAGEMENT AND COMMUNICATIONS All stakeholders are informed of major changes in the programme and their input is sought? A plan & process exists for communicating progress and escalating issues to the Business. or will they be.

Is the action item log current and up to date? .

Score Status 3 G 2 A 3 G 1 R 2 A 3 G 2 A 1 R 2 A 1 R 2 A 2 A .

24 Score Status 3 G 1 R 2 A 3 G 2 A 11 Score Status 1 R 2 A 2 A 3 G 1 R .

2 A 3 G 3 G 17 Score Status 3 G 2 A 1 R 2 A 3 G 2 A 1 R 1 R 2 A 3 G 2 A .

1 23 R .

Key 1 No 2 Some 3 Yes .

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PLANNING STAGE ID 3.2.6 ID 3.2 3.4 3.1 3.3.3 3.1 3.5 3.1.1.2.2 3.1.2 3.1.1.2.1.3 .1 3.

5 3.3.2 3.2.6 3.3.3.10 3.2.3.1 3.6 .2.3.3.5 3.3.4 3.2.9 3.2.11 ID 3.7 3.3 3.8 3.4 3.3 3.2.2.2.

2 3.1 3.7 3.4.3 3.10 3.3.11 3.4.4 3.12 ID 3.3.3.9 3.4.4 3.8 3.4.4.3.3.5 3.4.6 .3.3.

6 3.5.7 .5.5.5.1 3.5 3.3 3.5.5.5.5 3.4 3.ID 3.2 3.

PLANNING STAGE Category SCOPE MANAGEMENT Was the scope well defined at the start of the project? Is there a scope variation process in place? Are there variations that have not been subject to that process? Can the team identify the cumulative impact in time and cost of the variations? Are actuals tracked against estimated impacts for variations? Has the project plan been adjusted to cater for variations? Category BUDGET MANAGEMENT Was the budget clearly agreed and approved at the beginning of the project? Is there a cost tracking system in place? Are costs being tracked? .3.

Are any costs not being tracked properly? Is the cost tracking up to date? Are costs being reconciled against corporate accounts? (IT) Are cost projections in place for the completion of the project? Have any cost variances been approved in writing? Have contingency funds been used? Have contingency funds been used for any other purposes? Was approval to use contingency received in advance? Category SCHEDULE MANAGEMENT The programme and underlying projects have a list of defined and identified tasks and the structure of the Milestones against which progress will be checked have been set appropriately and are on target? Are tools. processes and skills available for a successful programme? Is a suitably detailed schedule in place? Is it up to date? Does it reflect the current scope? .

Can the critical path be clearly identified? Are milestones being used to manage progress? Are there regular milestones to track progress or are there reporting cycles of the project that have no mil Is time being monitored through a time sheeting system? Is there a solid and realistic plan for the remaining work? Is there a structured method for tracking completion against schedule? Category CONTINGENCY PLANNING Is there a contingency plan in place if the implementation fails to meet the deadline? Has the plan been signed off by all concerned? Has the plan been tested? Are the impacts of a contingency plan understood by management? What is the timeframe to implement the plan? How long can the contingency arrangements last? What will happen then? .

and are they monitored? Does the plan have time allocated for rework after quality review? Is the test plan realistic (test strategy. test plan and test cases in place)? Are the appropriate people allocated to testing? Is testing inclusive of system.Category QUALITY PLANNING Is there a quality plan in place? Are deliverables subject to a quality plan? What actions happen after a quality review. performance and interface testing? .

Score Status 1 R 1 R 2 A 1 R 2 A 2 A 9 Score Status 3 G 2 A 2 A .

1 R 3 G 1 R 1 R 1 R 1 R 1 R 1 R 17 Score Status 3 G 3 G 3 G 3 G 2 A 2 A .

1 R 1 R 3 G 1 R 2 A 1 R 25 Score Status 3 G 2 A 1 R 2 A 2 A 1 R 11 .

Score Status 3 G 2 A 1 R 2 A 2 A 3 G 1 R 14 .

Key 1 No 2 Some 3 Yes .

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3 4.2 4.4.1. EXECUTION STAGE ID 4.1.1.1.4 .4 4.2.5 ID 4.2.2 4.1 4.2.1.2.3 4.1 4.2 4.1 4.

3 4.6 4.7 4.5 4.2 4.2.3 4.3.4 4.4.3.1 4.3.2.1 4.3.4 ID 4.2.8 ID 4.2.4.2 .4.

5 ID .3 4.4.4.4 4.5.8 ID 4.4.5.7 4.6 4.4 4.3 4.4.5 4.4.4.5.5.4.5 4.2 4.1 4.5.

6 4.6 4.4.6.2 4.1 4.6.5 4.4 4.6.8 .3 4.6.6.6.7 4.6.6.

other programmes. EXECUTION STAGE Category ISSUE MANAGEMENT Is there an up to date Issue Log and key stakeholders involved in the plan? Are Issue Actions in place and are regularly reviewed? Are issues managed to resolution? Is there an issue escalation process in place? Does it work? Is the issue log current and up to date? Category CHANGE MANAGEMENT Changes to the scope and plan of the programme follow the change management governance process an strategy? Are all programme changes evaluated for impact on the programme.4. the business cas realisation? Are requirements documented and signed off? Is there a documented change management plan for the project? .

Is there a change management log? Is the change management log up to date? Have the deliverables changed based on the change management requests? Are reasons for changes to requirements documented along with who approved the change? Category PROCUREMENT Are external resources being used? Are up to date contracts in place to manage those resources through to the end of the project? Is there a contingency to retain those resources beyond the scheduled end of the project if required? Does the project involve purchase of equipment or software. and if so is there a plan in place for contract Category IMPLEMENTATION PLAN Is there an implementation plan in place (assuming the project is well progressed)? What support will be provided during and after launch? .

and has this been tested? Category TRAINING PLAN Is there a training plan in place? Is there time to produce training materials? Are the trainers identified? Will staff be available for training? Is there a plan to pilot the training? Category . is the state of the data known? Will the data require manipulation.Who will authorize ‘go live’? Are there criteria for ‘go live’? RTB .Have SLA criteria changed or been developed ? If the implementation involves data conversion.Are there existing SLA criteria in place? RTB .

GOVERNANCE MANAGEMENT AND CONTROL Has the programme passed any governance review checkpoints? Are all decisions and their reasons rec Is the programme adhering to company policies and standards? Are changes to the scope. skills and processes to undertake the project successfull Who is monitoring compliance? Is the Marsh methodology (if it exists) being adhered to? Is there a project governance Board? . budget and schedule been subject to governance management and control? Is successful completion? Are the checkpoint documents up to date with the required signed off? Does the project team have the necessary tools.

Score Status 1 R 2 A 3 G 2 A 1 R 9 Score Status 1 R 2 A 3 G 2 A .

3 G 2 A 1 R 2 A 16 Score Status 2 A 3 G 1 R 1 R 7 Score Status 2 A 3 G .

1 R 1 R 2 A 3 G 2 A 1 R 15 Score Status 2 A 3 G 1 R 1 R 2 A 9 .

Score Status 2 A 3 G 1 R 1 R 2 A 3 G 3 G 2 A 17 .

Key 1 No 2 Some 3 Yes .

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1 5.1.6 .1 5.4 5.1.5 5.3 5. CLOSURE STAGE ID 5.1.1.2 5.5.1.1.

5. CLOSURE STAGE Category PM Artifacts Management Are documents held in a central project location? Is the location well organized to enable documents to be easily located? Is proper version control in place? Are the major documents generally well constructed? Is there a signed of Business Requirements Document (Business Case)? Is there a signed PID (Project Initiation document)? .

Score Status 1 R 1 R 2 A 3 G 2 A 3 G 12 .

Key 1 No 2 Some 3 Yes .