/policies/,/policies/administrative/,/policies/administrative/uwhc/,/policies/administrative/uwhc/department-specific/,/policies/administrative/uwhc/department-specific/information-services/,/policies/administrative/uwhc/department-specific/information-services/is-procedures/,

/policies/administrative/uwhc/department-specific/information-services/is-procedures/ad-pro-011.policy

20170241

page

100

UWHC,UWMF,

Policies,Administrative,UWHC,Department Specific,Information Services,IS Procedures

Project Management Procedures (AD-PRO-011)

Project Management Procedures (AD-PRO-011) - Policies, Administrative, UWHC, Department Specific, Information Services, IS Procedures

AD-PRO-011



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Contents
Getting Started ........................................................................................................................................................................ 3
What’s Important .................................................................................................................................................................... 3
Communication ................................................................................................................................................................... 3
Leadership ........................................................................................................................................................................... 3
Clarity .................................................................................................................................................................................. 3
Project Management Terms and Definitions .......................................................................................................................... 3
Roles and Responsibilities ....................................................................................................................................................... 4
Project Phases, Sizes and Deliverables ................................................................................................................................... 6
Project Size Definitions ....................................................................................................................................................... 7
Required Project Deliverables by Phase ............................................................................................................................. 7
Initiation .................................................................................................................................................................................. 8
Project Phases - ServiceNow Task Creation ........................................................................................................................ 9
Project Manager Activities .................................................................................................................................................. 9
ServiceNow documentation ................................................................................................................................................ 9
Deliverables ....................................................................................................................................................................... 10
Planning................................................................................................................................................................................. 10
Project Manager Activities ................................................................................................................................................ 10
ServiceNow documentation .............................................................................................................................................. 11
Deliverables ....................................................................................................................................................................... 12
Execute .................................................................................................................................................................................. 12
Build .................................................................................................................................................................................. 12
Test .................................................................................................................................................................................... 12
Train .................................................................................................................................................................................. 12
Deploy ............................................................................................................................................................................... 13
Project Manager Activities ................................................................................................................................................ 13
ServiceNow documentation .............................................................................................................................................. 14
Deliverables ....................................................................................................................................................................... 14
Control .................................................................................................................................................................................. 14
Project Manager Activities ................................................................................................................................................ 14
ServiceNow documentation .............................................................................................................................................. 15



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Deliverables ....................................................................................................................................................................... 15
Close ...................................................................................................................................................................................... 15
Project Manager Activities ................................................................................................................................................ 15
ServiceNow documentation .............................................................................................................................................. 15
Deliverables ....................................................................................................................................................................... 16
Appendix A - Project Management Tools and Templates .................................................................................................... 17
Appendix B - Project Charter in ServiceNow......................................................................................................................... 18
Appendix C – Project Change Control ................................................................................................................................... 21
Introduction ...................................................................................................................................................................... 21
Goals ................................................................................................................................................................................. 21
Change Control Plan .......................................................................................................................................................... 22
Change Control Form ........................................................................................................................................................ 24
Appendix D - Glossary ........................................................................................................................................................... 25





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Getting Started
So you’ve been assigned to manage a project, congratulations! This guide will help you determine the most critical
things you have to do. Any tools that are not part of the Project Record in ServiceNow are maintained on the UWH- IS
Project Management Office Workspace:
https://workspaces.uconnect.wisc.edu/pages/viewpage.action?pageId=31982072

What’s Important
Your primary role as a project manager is to be a facilitator with the objective of ensuring that a project is completed on
time, within budget, and according to the requirements. Focus on Communication, Leadership and Clarity.
Communication
Over-communicate EVERYTHING. The project milestones, task expectations and meeting summaries are all things
which are critical for project success.
Leadership
There should be NO doubt who is in charge of a project, of a meeting, and who the go-to person is on a project. You
need to understand and own the project.
Clarity
Use a variety of methods (e.g. e-mail, telephone, face to face, etc.) to communicate with your stakeholders. The
more graphical the better – but as it relates to communication – MORE is better.
Project Management Terms and Definitions
(Reference: (2013). A guide to the project management body of knowledge (PMBOK guide), fifth edition. 5th ed. Newtown Square, Pa.: Project
Management Institute.)
1. Change Control – a process where changes to the project are identified, documented, approved or rejected.
2. Communication Plan – describes how, when, and by whom information about the project will be administered and
disseminated.
3. Functional Manager – a person with management authority over the project’s human resources.
4. Lessons Learned – the knowledge gained during a project which shows how project events were addressed or
should be addressed in the future with the purpose of improving future performance.
5. Milestone – a significant point or event in the project.
6. Portfolio – a collection of projects managed as a group to achieve strategic objectives.
7. Project Charter – a document that formally authorizes the project.
8. Project Manager – the person assigned to the project who is responsible for achieving the project objectives which is
accomplished by applying his/her knowledge, skills and abilities to the management of the project.
9. Project Plan – the document that describes how the project will be executed.
10. Risk – an uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives.
11. Scope – the description of the services and results to be provided by the project.
12. Sponsor – a person or group who provides resources and support for the project and is accountable for enabling
success.
13. Stakeholders – anyone who may be affected by or who may influence the project (positively or negatively). A Key
Stakeholder is anyone in a decision-making or management role who is impacted by the project outcome.






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Roles and Responsibilities

Role on Project Responsibilities
ALL Team Members

• Actively participate in meetings e.g. do not perform other work during the scheduled
meeting time
• Contribute to discussions and decisions is a constructive manner
• Be accountable
• Understand your responsibilities
• Provide project updates to your colleagues
• Act as a change agent for the project
• Proactively seek out team members outside of the meeting to discuss and resolve
issues whenever possible
• Proactively communicate project issues or risks to the project manager
• Notify the Project Manager if other priorities are taking precedence
Executive Sponsor

• Act as Project Champion
• Has ultimate authority and responsibility for the project
• Provides additional funds for scope changes when needed
• Serve as an escalation path
Project Sponsor
(Operational Lead)

• Act as Project Champion
• Approves deliverables
• Ensure that decisions meet organizational, regulatory, and/or legal requirements
• Advise and guide project managers
• Assist with priority setting & project conflict resolution
• Assist with the development of and support the change management plan
• Provide vision to the project
• Communicate project goals, objectives and status periodically to affected business
area(s)
Physician Champion


• Act as Project Champion
• Represent the provider perspective to the project
• Communicate project goals, objectives and status with physician community
• Advocate change with physicians
• Escalate issues and processes
• Assists project manager and team in resolution of problems as needed
• Ensure that decisions meet organizational, regulatory, and/or legal requirements
Physician Informaticist
• Attend the project kick off meeting
o At the project kick off meeting, determine whether you will attend all project
team meetings or be available as needed throughout life of the project for
provider related input/questions
• Respond in a timely manner to questions/concerns from project team members
• Advise on and assist in leading any provider related implementation efforts.
• Review all meeting minutes and project status reports
• Provide regular reports on assigned projects at Physician Informatics team meetings.
These should be in the format used by PMO for tracking project status in Service
Now.




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Project Manager

• Facilitate project charter completion
o Document the project’s requirements
o Define the project scope and deliverables
o Work with project sponsor to finalize project business case/need
• Work with functional managers to obtain project resources
• Partner with Physician Informaticist if assigned to the project
• Facilitate project team meetings
• Facilitate completion of the project schedule
• Develop and implement the project change control plan
• Manage overall project communications
• Manage overall project documentation including issues, decision, risks, action items,
change requests and status reports
• Act as the central source of project status (verbal and written) for the project team,
stakeholders and sponsor(s)
• Oversee project execution with regard to schedule, scope, budget, quality and risk
• Maintain accountability for quality and completion of project deliverables
• Coordinate resources for user training sessions and documentation
• Develop and implement user support plan
• Facilitate a Lessons Learned meeting with the project team and stakeholders
• Facilitate a Project Closure meeting to obtain written signoff on project completion
• Work with the project sponsor to recognize the team/individual achievements on
successful project completion
IS Functional
Manager/Supervisor
• Act as Project Champion
• Understand of the project’s goals and objectives
• Work with project manager to allocate resources to the project
• Serve as escalation path for human resource issues
IS Project Team Members
or System/Application
Owners

• Understand of the project’s goals and objectives
• Provide expertise in the area that you’re representing
• Assist in managing expectations by providing information related to system
capabilities
• Identify and report concerns, issues, constraints that are relevant to the project
• Assist in issue resolution
• Perform system build per the project requirements
• Perform testing/validation
• Complete assigned work within the timeline and quality
• Proactively communicate status of tasks to the project manager
• Participate in change control process
• Assist in development of training materials
• Provide end-user support at implementation
Business/Operational
Subject Matter Experts
(SME)
• Understand the goals and objectives of the project and impacts to your area
• Provide subject matter expertise to current and future state
• Identify and report concerns, issues, constraints that are relevant to the project
• Participate in testing
• Assist in identifying training needs
Stakeholders
• Understand the goals and objectives of the project and impacts to your area
• Provide Subject Matter Expertise to current state
• Make the project team and project management aware of any concerns, issues,



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constraints that are relevant to the project
• Participate in testing
IS Training Team
• Offer perspectives on what is needed for successful training (CBT, hands on,
classroom, etc.)
• Develop training materials for new process/software
• Hold training sessions for new process/software
QSI (if assigned)

• Coordinate with operational staff and documents current processes
• Coordinate with operational staff to define future state processes
• Support team in gap analysis between current and future state processes
• Help identify metrics and measurements for process changes
• Communicate defects and identify improvement when necessary

Project Phases, Sizes and Deliverables
All projects move through a series of project phases: Initiate Plan, Execute, Control and Close. Although the deliverables
and the duration of time spent in each phase may vary by the size of the project, there are a number of objectives or
deliverables which are required for each phase. The table below provides a description, activities and deliverables for
each phase of a project managed by a PMO project manager.





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Project Size Definitions
• Small project: The Total Estimated Hours for the project are ≥ 150 hours and/or 1 – 3 IS teams are involved.
• Medium project: The Total Estimated Hours for the project are 151 – 500 hours and/or 4 - 7 IS teams are
involved.
• Large project: The Total Estimated Hours for the project are > 500 hours and/or > 7 IS teams are involved.
Required Project Deliverables by Phase

≤150hrs
1-3 teams
151 – 500hrs
4-7 teams
>500hrs
>7 teams
PMO managed
projects
R = Required O = Optional/As Needed
INITIATE Small Medium Large PMO
Draft Charter R R R R
Governance Approval R R R R
Phase Gate Review n/a n/a n/a R
Project Risk Profile n/a n/a n/a R
PLAN Small Medium Large PMO
Finalized Charter with
Requirements
R - Brief R - Detailed R - Detailed R - Detailed
Milestone Timeline (visio) R R R R
Project Plan O R - Brief R - Detailed R - Detailed
Testing Plan R - Brief R - Detailed R - Detailed R - Detailed
Training Plan R - Brief R - Detailed R - Detailed R - Detailed
Support Plan R - Brief R - Detailed R - Detailed R - Detailed
Transition Plan O R - Brief R - Detailed R - Detailed
Change Management Plan O R - Brief R - Detailed R - Detailed
Communication Plan R - Brief R - Detailed R - Detailed R - Detailed
Stakeholder Register O R R R
Responsibility Matrix O O R R
Project Kick Off Meeting R R R R
Issues, Risks, Decisions R R R R
Project Governance/Steering O O R R
Monthly Status Report O R R R
Phase Gate Review n/a n/a n/a R
EXECUTE Small Medium Large PMO
Build documentation R R R R
Workflow documentation R R R R
Issues, Risks, Decisions R R R R
Go-Live Checklist or Cutover O R R R
Test Scripts documented R R R R
Test Plan executed R R R R
Change Management Plan
executed
O R R R
Training Plan executed R R R R
Support Documentation
completed
R R R R
Monthly Status Report O R R R



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Phase Gate Review n/a n/a n/a R
CONTROL Small Medium Large PMO
Support Plan Executed R R R R
Change Management Plan
Executed
O R R R
Issues, Risks, Decisions R R R R
Monthly Status Report O R R R
Phase Gate Review n/a n/a n/a R
CLOSE Small Medium Large PMO
Transition Plan Executed R R R R
Lessons Learned Completed O R R R
Project Closure Sign Off O O R R
PRJ Closed in ServiceNow R R R R
Monthly Status Report O R R R
Phase Gate Review n/a n/a n/a R
PMO Satisfaction Survey n/a n/a n/a R


Initiation
The first stage of an IS project focuses on identifying strategic initiatives and prioritizing these initiatives based on
input and guidance from our Operational partners. During the Initiation Phase a high level charter is documented in
ServiceNow (which is the Project (PRJ) record), affected project teams are identified, time estimates are completed,
and the governance workflow is completed. The major activities are listed below.
1. A project is submitted in ServiceNow and the Initiate task is created. The request serves as the first draft of the
Project Charter.
2. The Project is reviewed by the PMO for appropriate portfolio designation and governance requirements.
3. If the project is a clinical project, the PMO creates an assignment for the Operations group.
4. The Operations group reviews the project and determines whether it moves forward for estimation and governance
approval.
5. The PMO is notified regarding the operational approval decision.
a. If the project is not approved, the PMO or the manager of the Lead Group will communicate this decision
with the requestor and close the Project record.
b. If approved, the Lead Group is assigned.
i. The Lead Group is defined as the IS team who will have the main responsibility for supporting the
functionality once the project is complete. For a majority of the projects, this will be an application
or infrastructure team. However, the PMO will be designated as the Lead Group for projects which
involve a majority of the application and infrastructure teams such as the Health Link upgrade, TAC,
Agrace, etc.
6. The manager from the Lead Group validates the project request with stakeholder(s). The goal is to clarify the
project’s business, user, and functional requirements.
7. The manager from the Lead Group creates Estimation tasks for the affected teams.
8. The functional managers enter time estimates for their team based on the Project Charter details.
a. A time estimate is an approximation of the amount of effort that is required by each team to support the
project request.



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9. Once the task to assign governance is completed by the PMO, ServiceNow creates the Plan project task and a
subtask for Meetings, Analysis Work, Planning activities for the assigned Project Manager.
10. The PMO creates a Governance record(s) in Service Now for the appropriate approval committee(s).
11. The Project is presented at the appropriate Governance Committee(s).
12. Once approved, ServiceNow automatically creates additional project task records for the remaining phases: Execute,
Control, and Close.
a. If the project is not approved, the PMO or the manager of the Lead Group will communicate this decision
with the requestor and close the Project record.
Project Phases - ServiceNow Task Creation
The tasks created during the Initiation Phase are listed below. The major phases are considered project milestones.
1. Initiate
a. Verify Portfolio is correct and value Skip Governance field if needed
b. PMO Review & Determine Ownership
c. Assign Supporting Team(s) for Hour Estimation
d. Add Governance Committee record(s)
2. Plan
a. Meetings, Analysis work, Planning activities
3. Execute
a. Build
b. Test
c. Train
d. Deploy
4. Control
a. Project Support
5. Close
Project Manager Activities
The involvement of the project manager in the Initiation phase will vary from project to project. If you are assigned
to the project during this phase, your responsibilities may include:
1. Assist with Project Request/Charter completion
2. Facilitate the completion of time estimation tasks
3. Track Time
4. Complete Project Risk Profile (PMO only)
5. Prepare Gateway Review (PMO only)
ServiceNow documentation
 Phase – Initiating/Not Started
 State – Pending
 State Reason – Not Yet Started
1. Project Charter updates
2. Governance Records (PMO only)
3. Project Risk Profile (PMO only)
4. Time tracking



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Deliverables

Planning
Planning is the single most important phase of a project! During the Planning Phase you will define the solution,
provide details to the Project Charter and create plans to meet project objectives. Project Team meetings should
focus on analysis and design during this phase. By the end of planning, the in scope and out of scope deliverables
should be finalized and approved by the project sponsor.
The Planning Phase must identify the project’s milestones and approval must be received by the project team,
sponsor, customer, and key project stakeholders prior to moving into build. Plans prepared by team members for
areas such as communications, test, and security, are rolled up into the project plan which is coordinated by the
project manager. The team's goal during this phase is to document the solution to a degree that the team can
produce and deploy the solution in a timely manner.
Diligent work in the Planning Phase should mitigate risks and increase chances for success. The project team will
continue to identify all issues and risks throughout the lifecycle of the project.
Project Manager Activities
1. Create project folder on the U: Drive with subfolders of:
a. Build
b. Meetings
c. Project Management
d. Testing
e. Training
f. Workflows
2. Ensure all stakeholders have access to the Project folder on the U: Drive as appropriate
3. Work with functional managers to get resources assigned
a. May include selection / onboarding of consultants
4. Meet with Project Sponsor / Stakeholders to review project request
5. Identify operational stakeholders
a. Document contact information (optional for small projects)
6. Schedule Kick-off meeting
7. Facilitate Kick-off meeting
a. Create agenda and send it out at least 2 days prior to the meeting
b. Review the Charter and Project Scope
i. The Charter can be exported from ServiceNow by right-clicking on the gray header bar at the top
of the project Export PDF (Portrait).
c. Discuss milestone dates and the communication plan
d. Identify Project metrics



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e. Review team expectations
8. Schedule recurring project team meetings
9. Facilitate project team meetings
a. *Frequency and duration will be different for small, medium and large projects
b. Create and distribute meeting agenda at least
2 days prior to each meeting
c. Use the project agenda report in ServiceNow to:
i. Review open action items
ii. Review open issues
iii. Review open decisions
d. Document and distribute meeting minutes within 5 business days of each meeting
10. Finalize Schedule
a. Small projects: use Visio to document a milestone timeline
b. Medium projects: use Visio to document a milestone time and create a brief schedule in MS Project
c. Large projects: use Visio to document a milestone time and create a detailed schedule in MS Project
11. Finalize Scope / Charter
a. Gather Requirements
12. Identify and document Issues, Risks, Action Items, and Decisions
13. Develop a Change Control Plan (Appendix C – Project Change Control Plan)
a. Small projects: optional
b. Medium projects: brief plan
c. Large projects: detailed plan
14. Implement Change Control Form as needed
a. If there is a deviation from the Scope Baseline a formal review, including impact to the project’s scope,
schedule, and budget, should occur with the project stakeholders.
ServiceNow documentation
 Phase - Planning
 State – Work In Progress
 State Reason – In Progress
2. Create a Plan subtask for each analyst to complete their time tracking
3. Add the Go-Live date
4. Communication Plan – level of detail will vary based on size of the project. For example, a small project may only
include team meetings and end user notification
a. See the “Communication Plan Template.doc” and the “UW Health Committees.pdf” on the PMO Tools &
Templates workspace page.
https://workspaces.uconnect.wisc.edu/pages/viewpage.action?pageId=32539793
5. Test Plan – level of detail will vary based on size of the project
6. Training Plan – level of detail will vary based on size of the project
7. Action Items
8. Decisions
9. Issues
10. Risks
11. Status reporting (monthly)
a. Small projects: optional
b. Medium and Large projects: required
12. Time tracking
13. Create project plan and schedule
a. *Level of detail will vary based on the size of the project




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b. Work with project team to define project tasks and durations
i. Identify build related tasks
ii. Assign team members to each task
c. The PMO recommends using ServiceNow for all Project Tasks.
i. The tool you use may depend on the size of your project.
ii. If another tool is used, the project milestone dates should be kept current in ServiceNow.
Deliverables

Execute
During the Execution Phase work is being done to meet the business needs identified in planning and ensure quality
of the deliverable. Coordinate people and resources to carry out the plan. Testing during this phase is an iterative
process. The team focuses on triaging, resolving and preparing the solution for production release.
Build
In the Build phase, in scope deliverables and unit tests are completed. Build may run iteratively and
concurrently with Testing.
Test
The Testing phase is where validation of the in scope deliverables will occur. Testing may also occur
iteratively and in conjunction with the Build phase. Clearly defined acceptance criteria needs to be met
before testing can be considered complete.
Train
The Training phase is where end users are trained on new functionality. This can be delivered via different
methods including, but not limited to: handout, training guide, recorded video, computer based training, 10
minute tip, staff meetings, Manager / DYAD meetings, Health Link PRN, classroom, etc.



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Deploy
The Deploy phase moves the deliverables into a production state and seldom runs concurrently with any
other phase.
Project Manager Activities
General
1. Facilitate project team meetings
a. Create and distribute meeting agenda at least
2 days prior to each meeting
b. Use the project agenda report in ServiceNow to:
i. Review open action items
ii. Review open issues
iii. Review open decisions
c. Documents and distribute meeting minutes within 5 business days of each meeting
2. Facilitate necessary project approvals or decisions through appropriate committees
3. Facilitate future state workflow documentation
4. Facilitate Scope Change requests (see Appendix C)
Build
5. Create a Build Tracker template
6. Schedule build session(s) as needed for project analysts
Testing
7. Schedule Testing Session(s)
a. Application/Unit Testing
b. Usability Testing or End User Validation
c. Integrated Testing
d. Ensure all affected teams are included (IS and non-IS teams)
e. For large projects with multi-day testing sessions, send Outlook invitation as All Day and Free.
Project team members will need to block their calendars for the sessions they are attending.
8. Create testing scripts templates
9. Work with project team to identify testing scenarios
10. Facilitate testing session
11. Document testing issues
12. Facilitate issue resolution (e.g. assign owners)
Training
13. Ensure training tasks are completed
14. Assist trainer as needed
Deploy
15. Communicate go-live date to appropriate support teams (Help Desk, Health Link Support Team, etc.)
a. Overview of project
b. List of anticipated issues for the Help Desk
c. Attach training documentation
d. Create a Knowledge Base record in ServiceNow with the information above.
16. Create support documentation for onsite staff supporting the go-live
17. Create cutover checklist template (optional for small projects)
18. Schedule cutover to PRD; reserve room as appropriate
19. Plan data/metric collection
20. Schedule go live status meetings




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21. Develop the go-live support plan e.g. command center, remote support, etc.
22. Command Center
a. Schedule room as early as possible
b. Reserve go-live cell phones (from 8007 Admin staff)
23. Create support shift schedule
a. Submit ServiceNow request for phone or computer installation in the room if needed
b. Publish command center contact information
ServiceNow documentation
 Phase - Executing
 State – Work In Progress
 State Reason – In Progress
1. Project tasks
2. Action Items
3. Decisions
4. Issues
5. Risks
6. Status reporting (monthly)
7. Time tracking
8. Project Plan and Schedule updates
a. Based on approved Change Requests (see Appendix C)
Deliverables


Control
During the Monitor and Control Phase you are measuring the process throughout the initiative; reporting on
performance, managing changes, issues, and risks. Supporting goals include: providing support to the affected end
users, stabilizing the deployment, and transitioning the project to operations and support.
Project Manager Activities
1. Collect data
2. Execute support plan
3. Track go live issues



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4. Facilitate go live status meetings

ServiceNow documentation
 Phase – Monitoring/Controlling
 State – Work In Progress
 State Reason – In Progress
1. Action Items
2. Decisions
3. Issues
4. Risks
5. Status reporting (monthly)
6. Time tracking
Deliverables



Close
During the Closure Phase formal acceptance of the project is received. The product or service has been delivered,
verified, accepted, and closed. Phase best practices are designed to gather the maximum knowledge, momentum, and
good will from a project in ways that can benefit future projects. Post Implementation Reviews, lessons learned and
the final celebration are just some of the practices that directly or indirectly build a strong foundation for the next
challenge.
Project Manager Activities
1. Schedule and facilitate Lessons Learned and Project Transition meeting with stakeholders
2. Develop transition plan
3. Transition to operations
4. Obtain sign-off
5. Coordinate closing of tasks with Project Team
ServiceNow documentation
 Phase – Closing
 State – Closed Complete
 State Reason - Completed
1. Status reporting (monthly)
2. Time tracking
3. Ensure all open issues have separate requests in ServiceNow as appropriate
4. Ensure all tasks, issues, decisions, and action items are closed
5. Close the PRJ record



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Deliverables






















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Appendix A - Project Management Tools and Templates

Find a complete list of resources on the PMO Workspace:
https://workspaces.uconnect.wisc.edu/pages/viewpage.action?pageId=32539793










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Appendix B - Project Charter in ServiceNow
You can use the Project Charter / Request Form on the PMO workspace for the projects that take longer to define.





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Appendix C – Project Change Control
Introduction
Changes are an expected part of managing a project. A standardized Project Change Control procedure ensures that
changes to the project scope, budget or schedule are managed and tracked; the impacts and risks of suggested change
requests are identified and weighed before the change is put into effect; and only those change requests that are in the
best interest of the project are approved.

The Change Control Plan is completed in the Planning phase of the project and should be reviewed with the Project
Team, Stakeholders, and Sponsor. Once the project baselines for scope, schedule, and budget are created, the Change
Control Plan is operational. However, the Change Control Plan can be implemented at any time during the project as
needed.
Best Practice: if the change request is a medium or high risk and is approved, the Project Risk Profile should be redone to
reflect the potential change in risk for the scope, schedule, or budget.
Goals
The goals of a Change Management Plan are to:
• Define who has the authority to approve the change requests
• Define the change request life cycle
• Define project team and stakeholders roles and responsibilities






[space left blank intentionally]











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Change Control Plan
UW Health Information Services Project Change Control Plan
Project Name: Project Manager:
Change request approval authority
Determine who will be responsible for approving changes that will affect the project’s scope, schedule, or budget.
This can be the Sponsor and/or a Change Control Board (CCB). The CCB may consist of the project sponsor,
project stakeholders, project team members, and/or the project manager.
Change request life cycle

Roles and responsibilities
Project Manager
• Completes the Change Request Form and/or facilitates its completion
• Enters the Change Request as a DEC in ServiceNow
• Clarifies change request if necessary
• Facilitates the completion of the impact analysis
• Schedules the change request for review by the Project Sponsor(s) or Change Control Board (CCB)
• Makes necessary updates to project plan
• Keeps requester apprised of request status
Project Team analysts
• Researches and clarifies request as needed
• Identifies alternative solutions
• Assists the project manager with the Impact Analysis completion
o Estimates time and resources required to add the change to the project's scope
o Identifies where added tasks fit into project plan



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Sponsor
• Reviews the change request including the impact analysis
• Either approves the request, denies the request or places the request on hold
• Ensures any required additional resources are available
Change Control Board
• Reviews the change request including the impact analysis
• Either approves the request, denies the request or places the request on hold

























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Change Control Form
1. PROJECT CHANGE REQUEST DESCRIPTION (completed by the Requestor or Project Manager)
Requestor: Request Date: Change #: DEC000xxxx
Type of Change: ☐ Application ☐ Hardware/Infrastructure/UC ☐ Security ☐ Training ☐Other ____________
Priority: ☐ Low ☐ Medium ☐ High ☐ Mandatory
Description of the Requested Change



Reason for Change e.g. benefit to users, patients, regulatory, etc.
2. IMPACT ASSESSMENT (completed by Project Manager and/or analyst(s))
Description of work needed to support the Change Request


Impact to project deliverables if change is not approved

Application / Infrastructure Teams impacted by the Change Request

Estimated Impact on: Increase Neutral Decrease
Budget Will cost $ ?? No change Will save $ ??
Work Effort/Resources Requires ?? hours No change Will save ?? hours
Schedule Add ?? days to timeline No change Shortens timeline
Risk of the Change to the Project Baselines:
☐ Low (No impact to budget or schedule; minimal impact on resources)
☐ Medium (Impacts budget OR schedule; moderate impact on resources)
☐ High (Impacts budget AND schedule; high impact on resources)
3. REVIEW AND APPROVAL (completed by the Project Manager)

Reviewed by: _________________________________________ Date: ______________
(This could be a Steering Committee, Sponsor, or the CCB)




Comments:





☐ Approved;
Implement with Project
☐ Not Approved;
Do Not Implement
☐ Approved for Future;
Log as Optimization Request



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Appendix D - Glossary
Term Definition
Baseline
The approved version of a deliverable, such as scope and timeline (or schedule), that can be changed
only through formal change control procedures and can be used as a comparison.
Change Control A process where changes to the project are identified, documented, approved or rejected.
Communication Plan
Describes how, when, and by whom information about the project will be administered and
disseminated.
Decisions A conclusion or resolution reached after consideration
Functional Manager A person with management authority over the project’s personnel resources.
IS Project Team Members
Members of IS who provide the expertise in the area that they are representing. Assist in managing
expectations by providing information related to system capabilities. Perform system build and
participate in testing/validation.
IS Training Team
Offer perspectives on what is needed for successful training. Develop training materials and hold
training sessions.
Issues An important topic or problem for debate or discussion
Large Project A project that is greater than 501 hours and or 7+ IS teams involved
Lessons Learned
The knowledge gained during a project which shows how project events were addressed or should be
addressed in the future with the purpose of improving future performance.
Mediuim Project A project that is between 151-500 hours and or 4-7 IS teams involved
Milestone A significant point or event in the project.
Phase Gate Review
The phase gate review process is a methodology where the PMO examines deliverables at the end of
each project phase to assure the project team is ready to progress successfully to the next stage. The
phase gate review process is designed to provide guidance to the project manager and indirectly to
project teams on how to best ensure they are successful.
Physician Champion
A person or group who represents the provider perspective to the project. They communicate,
advocate change and escalate issues to the physician community.
Physician Informacist A person or group who advises and assists in leading any provider related implementation efforts.
PMO Satisfactory Survey A survey to gage how the PM did on the project in the eyes of the project team
Project Charter A document that formally authorizes the project.
Project Manager
The person assigned to the project who is responsible for achieving the project objectives which is
accomplished by applying his/her knowledge, skills and abilities to the management of the project.
Project Plan The document that describes how the project will be executed.
Project Risk Profile
A risk profile is a quantitative analysis of the types of threats an organization, asset, project or
individual faces
Responsibility Matrix
A document outlining who on the project team is responsible for what, and what expectations they are
required to meet.
Risk An uncertain event or condition that, if it occurs, has a positive or negative effect on project objectives.
Scope The description of the services and results to be provided by the project.
Small Project A project that is less than 150 hours and or 1-3 IS teams involved
Sponsor
A person or group who provides resources and support for the project and is accountable for enabling
success.
Stakeholder
Anyone who may be affected by or who may influence the project (positively or negatively). A Key
Stakeholder is anyone in a decision-making or management role who is impacted by the project
outcome.
Status Report
A document constructed by the PM to ensure that the objectives of the project are being met by
monitoring and measuring progress regularly to determine variances from the plan
Subject Matter Expert A person who provides subject matter expertise to current and future states.
Support Plan A support plan is a detailed document outlining how the product/output will be supported post go live.
Testing Plan
A test plan is a document detailing the objectives, target market, internal beta team, and processes for
a specific test for a software or hardware product. The plan typically contains a detailed understanding
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Timeline
A graphic representation of the passage of time as a line. A timeline will often call out milestones or
important pieces of a project with date correspondence.
Training Plan
A training plan is a detailed document that guides the planning and delivery of instruction. Whether
training people one-on-one or in groups, in person or online, a well-developed training plan allows you
to prepare for and deliver thorough and effective classes
Transition Plan
A transition plan is a detailed document outlining how the future work will be moved from the project
team to the permanent team.