PROJECT MANGEMENT PROCESS

Company/Office CMA CGM

Department Digital HUB – Beirut Office
Author(s) Roula Helou
Classification Internal
 Agile Process – Sprint Cycle
Project Manager/ Technical Lead/Scrum
Product Owner/BA Solution Architect QA Manager
Scrum Master Lead

Upon approval of
the project charter

Makes sure that the

projects resources are
mobilized for the project

Sprint Cycle
Kicks off the Prioritize Users stories to
Implementation with the be within scope of the 1st
project team and launches iteration/ iteration Sprint
the Sprint planning based and define the sprint
on team velocity Backlog (3)

Reviews solution
Gathers security
architecture for the
requirements per Sprint/
delivery of
Released from SL (1)
Iteration/Sprint Scope in
coordination with TL
Leads the development
Breaks down all the tasks
phase, contributes to
into multiple stories and
development, and reviews
creates the Release Plan
Peer Code & Unit test to Designs test cases based
ensure viable output. on Users stories in
Provides feedback to the coordination with BA,
Defines needed Sprints per PM on issues/risks
Release based on the leads the test team to
impacting the project. test the sprint output,
prioritized Backlog and Document the
collects the Business reports to PM on the
development (5) progress of testing
owner’s approval

Updates the sprint Backlog

on Confluence and asks the Checks the tasks of Testing
development team to leads on the Sprint review
launch the Sprint Execution
(2)

After developing the

requirements

Adjusts, corrects code and

Calls for a Sprint Review to
Share feedback and adapts delivery to meet
demonstrate the output of
changes needed on the PO expectations, transfers
the sprint and collects the
output of the Sprint for Unit test and testing,
PO feedback and changes
report issues/risks to PM,
Updates document

Calls for a Sprint

Retrospective to share Is it the last Kicks off the
lessons learned and take sprint in the No implementation of the
necessary actions to release? next sprint cycle under
prevent repetitive issues the same release (4)
and incidents, Send
updated Sprint Report to Yes
PMO

(1) Each sprint is composed by: Sprint planning, Sprint execution, Sprint Review, Sprint Retrospective and Sprint Report
(2) PM starts with the first sprint logged for the project and each time a sprint is moved to production, the PM must start with deployment of the next sprint in fine
(3) Stories of each sprint can be selected based on priority
(4) A release can have one or multiple sprints in its. All sprints within a release must fit within the release’s start and end dates.
(5) SL will ensure that environment set up and security requirements are implemented, prepare and test the DR readiness with the concerned team.

Project Management Methodology - 2

 Agile Process – Release delivery
Product
QA Manager Owner/Business Project Manager Technical Lead
Analyst

A release is ready to
be delivered
A

Completes regression
Provides clearance on the
testing and gets the BO Ensures SL Clearance on the
Release Move to
clearance on the Release Release move to production
Production
Test Scripts results

Ensures the availability and

completion of the Technical Design
Document (including DBA,
Developer’s technical documents
& system documents) and submits
them for archiving

Plans runbook tasks with the Prepares Release package and

development team and get the runbook, Close changes phase,
proper approvals for the ensures move to Pre-Prod, get
production rollout clearance, and move to PROD.

Communicates to Stakeholders the

Release move to Production

Yes
Is it the last release?

No

Plans for the next release by

kicking off its related 1st sprint.

Completes the hand over for

related release scope of the new
application/service with AO for
daily monitoring

Gets PO’s confirmation on Post live

implementation of related release
scope

End of process

Project Management Methodology - 3

 Agile Process – Monitoring and Control
Project Manager PMO Project and Steering Committee

PO or any stakeholder
initiates a Project Change
Request

Gathers all the information about the

change from the PO and analyses its
impact

Assesses with the TL and the Project

(Scrum) Team and checks its impact on
Project Scope, Budget, and Timeline

Fills in the Change Request Form by

describing the proposed change,
highlights on the new project end date. Checks the Change Request and
Specifies the reason of change whether evaluates the project’s baseline (if any)
is it due to Business or Technical and
submits it to PMO or Program Manager

Approval
Decision
Ensures to take PO/Steering Committee
approval on the Change Request Outcome

Rejection/Deferring
to a later phase
Updates the Project Plan, baseline,
Asks from the PM to inform the PO/BA
Backlog, and Budget (if any)
the reason of rejection or submission of
the change request to a later phase
Asks SA to update solution architecture
(if any)
End of process On Weekly Basis

End of process
Reviews all projects’ Dashboards and
tries to find a solution for projects
behind schedule or budget
On Weekly basis

Updates all projects’ Dashboard by Checks the blockers & major issues and Contacts the related PO to solve the
highlighting the project’s major issues & escalates them to Project Committee to issues
risks and submits it to PMO for portfolio resolve them with the PO
reporting & monitoring

Updates all projects’ Dashboard by the Yes Issue solved

new changes
No

End of process Escalates the issues to the steering

Committee for solution

On daily Basis (2)

End of process
Updates the Burn Down chart on JIRA by Checks the Burn Down Chart and follows
changing the status of the completed up on the tasks that had to be completed
tasks (1) with the PM

End of process

(1) A Burn Down Chart is a graphical representation of work left to do versus time, it provides an updated status report on the progress of the project
(2) On daily basis, PM follows up on projects and escalates the issues to concerned parties and project/steering committees (if needed)
(3) PMO has the same role as the concerned committees mentioned, noting that PMO has an auditing role on the project process and artifact
Project Management Methodology - 4
 Agile Process – Project Closure
Project Manager Product Owner/BA Technical Lead Security Lead

At the End of the Project

Ensures monitoring of the

Reports on issues during Supports the Post Live, ensures system, Updates Projects
Gets post Live confirmation swift fixes of Product incidents,
warranty period and ensures Artifacts, and ensures
from Product Owner Updates Project’s Artifacts
testing of fixes documentation for solution
installation & maintenance

Ensures the Project transition

Makes sur that Architect to “IT Operations” and notifies
updates the project’s Artifacts “Systems” team for backup and
monitoring

Follows up on the delivery of all

pending Project’s tasks and
ensures the upload all project’s
Artifacts then Prepares a
Project closure report

Conducts a project closure

meeting with the PO and Rates the Satisfaction level and
project stakeholder, releases signs the closure report
them and documents the
lessons learned

Ensures that all project related

documents along with project
report are stored under the
project related library

Closes the project and updates

the project plan accordingly

Sends Recognition note to the

Project team and closes the
project

End of process

Project Management Methodology - 5

Project Management Methodology - 6