Time The project has a detailed Project is maintaining the start Management Project Schedule that includes and end dates of planned estimated hours to complete Sprints with a stable or tasks, major milestones, improving Velocity, deliverable due dates, progressively declining product predecessors, constraints and backlog with a low incidence of resources debt” “technical tasks” include items such Extending the length of a Sprint as procurements, deploying for any reason is a red flag for infrastructure, business process time management reengineering, training, planning The team effectively uses and coordinating interfaces, Velocity information gathered conversion testing and data during retrospective activities to conversion, communications plan future Sprint work with stakeholders, etc. These activities can be completed The project has a Project using either iterative or Schedule that includes the start sequential processes and end points of each Sprint, the identified resources for each Project is schedule” per the “on Sprint, additional tasks CDT approved baseline; see the necessary to complete the Project Approval Lifecycle (PAL) project including the estimated approval or most recent Special hours and necessary resources Project Report (SPR) to complete tasks,” major “other Schedule management milestones, deliverable due practices are being executed in dates, predecessors and accordance with the constraints documented approach (i.e. tasks” include items such Schedule Management Plan) as procurements, deploying including updates, progress infrastructure, business process tracking, resource assignments, reengineering, training, planning reasonable duration/effort and coordinating interfaces, estimates conversion testing and data Schedule variances are conversion, communications recognized as a risk before they with stakeholders, etc. These are realized; Project Manager activities can be completed (PM)/Project Director (PM)
Time Management The project has a detailed Project Schedule that includes estimated hours to complete tasks, major milestones, deliverable due dates, predecessors, constraints and resources tasks” include items such as procurements, deploying infrastructure, business process reengineering, training, planning and coordinating interfaces, conversion testing and data conversion, communications with stakeholders, etc. These activities can be completed using either iterative or sequential processes Project is “on schedule” per the CDT approved baseline; see the Project Approval Lifecycle (PAL) approval or most recent Special Project Report (SPR) Schedule management practices are being executed in accordance with the documented approach (i.e. Schedule Management Plan) including updates, progress tracking, resource assignments, reasonable duration/effort estimates Schedule variances are recognized as a risk before they are realized; Project Manager (PM)/Project Director (PM) Project is maintaining the start and end dates of planned Sprints with a stable or improving Velocity, progressively declining product backlog with a low incidence of “technical debt” Extending the length of a Sprint for any reason is a red flag for time management The team effectively uses Velocity information gathered during retrospective activities to plan future Sprint work The project has a Project Schedule that includes the start and end points of each Sprint, the identified resources for each Sprint, additional tasks necessary to complete the project including the estimated hours and necessary resources to complete “other tasks,” major milestones, deliverable due dates, predecessors and constraints tasks” include items such as procurements, deploying infrastructure, business process reengineering, training, planning and coordinating interfaces, conversion testing and data conversion, communications with stakeholders, etc. These activities can be completed
SIMM45G_2017-1205.docx