CONTRACTS AND PROCUREMENT
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Project_Charter_PPMSelectionProject.docx
University of Prosperity PPM Selection Project
University of Prosperity
Project Charter
University of Prosperity PPM Selection Project
PPM Selection Project
University of Prosperity
Source Selection Criteria | Page 12
Table of Contents
Project Charter:
3 Scope and High-Level Requirements 3
4 Roles and Responsibilities 4
9 Known Sources of Information 8
Introduction
The goal of the project is to provide the University of Prosperity with enterprise capabilities in the area of project and portfolio management (PPM). The PPM system will assist University of Prosperity by providing best in class technology, standardization and overall efficiency for project, program and portfolio management and execution. The PPM system specifically would assist in areas such as: resource and capacity management, portfolio management and reporting, scheduling management, financial management and tracking, issue tracking, and overall analysis and reporting. The scope of this project is limited to the PPM tool selection only, not the implementation.
Business Problem
The business problem for this project is presented as the gap between the existing state and a desired state of the University of Prosperity’s project and portfolio management capabilities. Although many problems turn out to have several solutions or ways in which to close the gap or correct the deviation, difficulties arise when the business problem is not accurately defined. Reference below the description of the business problems.
· Lack of strategic alignment across project portfolios: the University of Prosperity has a problem to prioritize projects by value and aligning resources to projects with strategic priorities.
· Limitation by not having a system of record (single source of truth) for reporting purposes. This problem translates into reports with not accurate information and reports produced not in a timely manner. Hence, decision-making is compromised and not optimal.
· Lack of a common streamlined process for project management, and not having tools, and methods, needed for project execution.
· Opportunities to optimize organizational productivity, including unpredictable processes and unstructured data
Scope and High-Level Requirements
The scope defines the boundaries in terms of where the project begins and ends. The scope description provided below describes what is to be taken into consideration for the selection of the PPM offering. It describes the services, functions, systems, solutions, or tangible products that the sponsor will consider while selecting the optimal PPM offering. This section also serves as preliminary requirements for the project. As part of that scope, the project’s high-level requirements are identified as the expectations by the University of Prosperity when spending time and effort to complete the project. Table 1 presents the project scope / high-level requirements and a description.
|
Scope / Hight-Level Requirements |
Description |
|
Strategic Alignment Across Project Portfolios |
Capability to align resources with project that are categorized as strategic and priority for the organization. This capability would optimize decision making and with full visibility for business impacts, at the University of Prosperity. Additionally, the organization would be able to recognize low value projects and avoiding such project would be one of the key objectives. |
|
Improved Decision Making & Accountability |
Key objective would be to provide business intelligence and reporting capabilities for the University of Prosperity. A key objective would be to enable a single source of record to produce such reports and business intelligence. In this scenario, the University of Prosperity would exercise accurate, timely, and optimized decision-making for project investments. |
|
Streamlined PMO Processes & Tools |
Enable a project management framework as a common streamlined process for project delivery for the University of Prosperity. At the same time allow individual projects to select the right delivery method by project type. |
|
Improved Organizational Productivity |
Enable implementation and support predictable processes and eliminate unstructured data entry and management. Finally, offer flexibility and configuration options to ensure the tool matches the way the University of Prosperity works. |
Table 1: Project Scope & High-Level Requirements
Roles and Responsibilities
Table 2 provides the name, roles, and responsibilities for the project.
|
Role |
Responsibility |
|
Project Sponsor |
· Identifies the Project Manager (PM) · Assists the PM to identify members of the Planning Team. · Provides input into the Procurement Management Plan, Request for Proposal. · Signs off on the Project Charter. · Provides overall business leadership to ensure the procurement requirements are met. |
|
Project Manager |
· Writes all elements of the Project Charter with input from appropriate Stakeholders, but primarily the Project Sponsor, the Business Owner(s), and the IT Sponsor. · Obtains sign-off on Project Charter from IT Sponsor and Project Sponsor. · Documents the Procurement Management Plan, Procurement Strategy, and Source Selection Criteria. · Ensures the overall Procurement Management effort is being executed in accordance with the Plan. · Ensures there are sufficient resources to execute this Plan and that the Procurement Management activities are being performed in a timely manner. |
|
IT Sponsor |
· Provides input to the Project Manager regarding the Request for Proposal & the Source Selection criteria. · Together with the Project Sponsor, sign off on the Project Charter. |
|
Procurement Manager and/or Contract Manager |
· Reports to the Project Manager · Overall responsibility for managing processes and activities outlined in the Procurement Management Plan. · Responsible for the overall Procurement Management effort and the Procurement repository containing the Procurement documents. · Ensures the Procurement process is organized, managed, and controlled and that any and all issues are identified and resolved in a timely manner in order to minimize rework. · Contributes to the development of Procurement documents. · Documents the Request for Proposal |
|
Procurement Analyst(s) and/or Acquisition Specialist |
· Assists the Project Manager and Procurement Manager in capturing, verifying, and communicating project procurement requirements. · Assists to document the Request for Proposal. |
Table 2: Roles & Responsibilities
Project Approach
Figure 1 shows the project approach and illustrates how the project team plans to address the business problem. The project approach offers a description for the activities and deliverables to be produced as part of this project. Figure 1 depicts the project approach.
Figure 1: Project Approach
The vendors in the PPM market are presented in Figure 2: “Magic Quadrant for Strategic Portfolio Management” by Gartner Corporation. The report will be available to you to complete this project and produce the required deliverables for this project and select the best PPM offering for the University of Prosperity. Below is a reference from the Garter report to depict the vendors and overall landscape of the PPM solutions in the market today.
Figure 2: Magic Quadrant for Strategic Portfolio Management (Gartner, 2022).
Procurement Scope
Procure a PPM solution to empower the University of Prosperity’s executives for optimal decision making as required including aligning and prioritization of the University’s projects. The PPM solution would provide project, program and portfolio managers the ability to manage and forecast resources across the collection of projects (current and future). Finally, the PPM solution will serve the University of Prosperity’s project management community to ensure project demand is realist and achievable given the capacity to complete project work.
Procurement Assumptions
Assumptions are made in the absence of fact and may pertain to resource availability, system availability, or existing conditions. Assumptions for this project are statements that are accepted as true without proof, and the list documented does not represent all possible assumptions. Table 3 presents the assumption for this project.
|
Assumptions |
Descriptions |
|
Schedule |
The project schedule is not flexible and the procurement activities, contract administration, and contract fulfillment must be completed within the established project schedule.
|
|
Cost |
The project budget has contingency and management reserves built in. However, these reserves may not be applied to procurement activities. Reserves are only to be used in the event of an approved change in project scope or at management’s discretion.
|
|
Scope |
All procurement activities and contract awards must support the approved project scope statement. Any procurement activities or contract awards which specify work which is not in direct support of the project’s scope statement will be considered out of scope and disapproved. |
|
Resources |
All procurement activities must be performed and managed with current staff. No additional staff will be hired or reallocated to support the procurement activities on this project. |
|
Technology |
This project requires a decision to BUY (Make or Buy Decision) a PPM offering from an outside service provider. The team is not qualified to Make or Build a PPM solution. |
Table 3: Assumptions
Deliverables and Schedule
This section defines the deliverables required for the “PPM Selection Project”. Additionally, provides the expected completion and schedule, by the week in the course, for each deliverable in scope. Table 4 shows all required deliverables and completion weeks, as part of this course.
|
Deliverable |
Completion Week |
|
Procurement Management Plan |
Week # X |
|
Procurement Strategy |
Week # X |
|
Request for Proposal |
Week # X |
|
Source Selection Criteria |
Week # X |
Table 4: Deliverable & Schedule
Known Sources of Information
Table 5 provides the sources of information you are expected to use to inform the required project deliverables presented in section 7. Table 5 is presented below and presents the source and description of the information and how it will be used.
|
Source |
Description |
Use |
|
Project Management Body of Knowledge (PMBOK) 6th and 7th Edition |
Source serves as a guidance and standards for project management practitioners |
The PMBOK serves as a reference to complete the required deliverables for PPM Selection Project. |
|
Magic Quadrant for Strategic Portfolio Management, Gartner Report |
The report helps strategic portfolio leaders and practitioners to ensure enterprise-wide strategy-to-execution alignment and adaptation. This research evaluates vendors offering strategic project management technologies supporting the progression of digital pursuits, and specific business objectives amid a dynamic business environment. |
Magic Quadrant for Strategic Portfolio Management, Gartner Report, serves as a reference to complete the required deliverables for the PPM Selection Project. |
Procurement Management Plan
Procurement Strategy
Request for Proposal
Source Selection Criteria
University of Prosperity
Project Charter – PPM Selection Project | Page 16
