PM-8 Milestones and completion dates were planned, monitored, and met. PM-9 An appropriate project issue tracking mechanism was institutionalized in the project and documented issues as they arose, enabled communication of issues to proper stakeholders, documented a mitigation strategy as appropriate, and tracked the issue to closure. PM-10 The development methodology or system’s planned life-cycle methodologies (waterfall, evolutionary spiral, rapid prototyping, incremental, etc.) were appropriate for the system being developed. Business PM-11 The project had appropriate capacity, skill and plans to redesign Process business systems to achieve improvements in critical measures of Reengineering performance, such as cost, quality, service, and speed. PM-12 The reengineering plan had the strategy, management backing, resources, skills and incentives necessary for effective change. PM-13 Resistance to change was anticipated and prepared for by using principles of change management at each step (such as excellent communication, participation, incentives) and having the appropriate leadership (executive pressure, vision, and actions) throughout the reengineering process. Risk Management PM-14 A Project Risk Management Plan was created and followed. It contained procedures to identify and quantify risks and mitigation plans were developed, communicated, implemented, monitored, and complete. Change PM-15 A Change Management Plan was created and followed. The change Management management plans and procedures were communicated, implemented, monitored, and complete; and resistance to change was anticipated and prepared for. Communication PM-16 A Communication Plan was created and followed. The communication Management plans and strategies supported communications and work product sharing between all project stakeholders; and were effective, implemented, monitored and complete. Historical PM-17 Schedules provide adequate time and resources for planning, development, Performance review, testing and rework. PM-18 Historical data indicates that the project/department has been able to accurately estimate the time, labor and cost of software development efforts. State Oversight PM-19 State oversight was provided in the form of periodic status reviews and technical interchanges. PM-20 The State defined the technical and managerial inputs the subcontractor needed (reviews, approvals, requirements and interface clarifications, etc.) and had the resources to supply them on PM-21 State staff had the ultimate responsibility for monitoring project cost and schedule. schedule. Explanation:
PM-8 Milestones and completion dates were planned, monitored, and met. PM-9 An appropriate project issue tracking mechanism was institutionalized in the project and documented issues as they arose, enabled communication of issues to proper stakeholders, documented a mitigation strategy as appropriate, and tracked the issue to closure. PM-10 The system’s planned life-cycle development methodology or methodologies (waterfall, evolutionary spiral, rapid prototyping, incremental, etc.) were appropriate for the system being developed. Business Process Reengineering PM-11 The project had appropriate capacity, skill and plans to redesign business systems to achieve improvements in critical measures of performance, such as cost, quality, service, and speed. PM-12 The reengineering plan had the strategy, management backing, resources, skills and incentives necessary for effective change. PM-13 Resistance to change was anticipated and prepared for by using principles of change management at each step (such as excellent communication, participation, incentives) and having the appropriate leadership (executive pressure, vision, and actions) throughout the reengineering process. Risk Management PM-14 A Project Risk Management Plan was created and followed. It contained procedures to identify and quantify risks and mitigation plans were developed, communicated, implemented, monitored, and complete. Change Management PM-15 A Change Management Plan was created and followed. The change management plans and procedures were communicated, implemented, monitored, and complete; and resistance to change was anticipated and prepared for. Communication Management PM-16 A Communication Plan was created and followed. The communication plans and strategies supported communications and work product sharing between all project stakeholders; and were effective, implemented, monitored and complete. Historical Performance PM-17 Schedules provide adequate time and resources for planning, development, review, testing and rework. PM-18 Historical data indicates that the project/department has been able to accurately estimate the time, labor and cost of software development efforts. State Oversight PM-19 State oversight was provided in the form of periodic status reviews and technical interchanges. PM-20 The State defined the technical and managerial inputs the subcontractor needed (reviews, approvals, requirements and interface clarifications, etc.) and had the resources to supply them on schedule. PM-21 State staff had the ultimate responsibility for monitoring project cost and schedule. Explanation:
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