Draft Status Report New

7/29/2019 Draft Status Report New

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PROC-20101129A

STATEWIDE BUSINESS PROCESS PROCEDURE

Project Management Status Reporting

Draft

Office of the Chief Information Officer

Department of Administration

State Information Technology Services Division

PO Box 200113

Helena, MT 59620-0113

Tel: (406) 444-2700

FAX: (406) 444-2701

DEPARTMENT OF ADMINISTRATION

Janet R. Kelly, Director

STATE INFORMATION TECHNOLOGY SERVICES DIVISION

Richard B. Clark, Chief Information Officer

Brian Schweitzer

Governor

State of Montana


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S T A T E W I D E P R O C E D U R E : P R O J E C T M A N A G E M E N T S T A T U S

R E P O R T I N G

P A G E 3

DRAFT STATEWIDE PROCEDURE:PROJECT MANAGEMENT STATUS REPORTING

EFFECTIVE DATE: APPROVED:

I. Procedure Purpose

This Statewide Procedure defines the steps that agencies shall follow to deliver status information

of an agency reported project to the State IT PMO. The information shall be presented to

enterprise funding authorities and other interested parties with the results of the project.

This Procedure implements the requirements of the State of Montana Information Technology

Project Management Policy and MCA 2-17-521(4)(c).

II. Applicability

This Procedure applies to agencies and third-parties (such as contractors or other service

providers), who provide project management services related to the planning, implementation and

closeout of IT projects.

III. Scope

This Procedure applies to IT projects funded through the Long Range IT Plan (LRITP) or as

required by the State of Montana Chief Information Officer (CIO), Office of Budget and ProgramPlanning (OBPP), or Legislative Finance Committee (LFC).

IV. Definitions

Term Definition

Status Report A report required during the course of a project which documents the

current status of the project.

Data A subset of information in an electronic format that allows it to be retrieved

or transmitted. Reference theNational Information Assurance (IA)

Glossary.Variance A quantifiable deviation, departure, or divergence away from a known

baseline or expected value. For the purpose of this procedure, Variance

shall be graphically depicted with a (triangle) or delta symbol.

Reference theGuide to the Project Management Body of Knowledge

(PMBOK Guide)-Fourth Edition.
http://www.cnss.gov/Assets/pdf/cnssi_4009.pdfhttp://www.cnss.gov/Assets/pdf/cnssi_4009.pdfhttp://www.cnss.gov/Assets/pdf/cnssi_4009.pdfhttp://www.cnss.gov/Assets/pdf/cnssi_4009.pdfhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.cnss.gov/Assets/pdf/cnssi_4009.pdfhttp://www.cnss.gov/Assets/pdf/cnssi_4009.pdf


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P A G E 4

Term Definition

Variance Criteria Criteria established for measurement of Variance.

Organizational

Process Assets

Any or all process-related assets, from any or all of the organizations

involved in the project that are or can be used to influence the projects

success. These process assets include formal and informal plans, policies,

procedures, and guidelines. The process assets also include the

organizations knowledge bases such as lessons learned and historical

information.

Reference theGuide to the Project Management Body of Knowledge

(PMBOK Guide)-Fourth Edition.

Refer to the separate document, Asset Usage Handling Instructions: Confidential Information

for information-related definitions.

Refer to theStatewide Information System Policies and Standards Glossaryfor a list of local

definitions.

Refer to the Guide to the Project Management Body of Knowledge (PMBOK Guide)-Fourth

Editionand the Dictionary of Project Management Terms published by ESI International for

project management definitions. Where terminology is in conflict, the definitions within the

PMBOK Guide shall take precedence.

V. Roles and Responsibilities

The following roles and responsibilities support this procedure:

Agency Project

Manager

Project manager as defined in the agencys Project Management Plan. The

Project Manager submits the Status Report to the IT PMO.

State IT Project

Management

Office (IT PMO)

Tracks, reviews, and retains Status Reports for use in other enterprise

documents; analyzes for process improvement; and identifies potential

training needs and facilitates as appropriate.

VI. Requirements

Information contained in the Status Report delivered to the IT PMO shall be used in the

development of enterprise-required documents.

Reference the separate document, Asset Usage Handling Instructions: Confidential

Information for guidance on originating, securing, transmitting, and storing non-public

information which may be included in the deliverables identified in this procedure.
http://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://itsd.mt.gov/content/policy/policies/Administration/Statewide_Glossary_IS_Policies_and_Standards.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Statewide_Glossary_IS_Policies_and_Standards.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Statewide_Glossary_IS_Policies_and_Standards.pdfhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://itsd.mt.gov/content/policy/policies/Administration/Statewide_Glossary_IS_Policies_and_Standards.pdfhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspx


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P A G E 5

A. Information Management

The information within individual Status Reports are Information Assets1, owned by individuals

within their respective agencies. Unless specified otherwise by the agency, the agency head or

equivalent executive officer is the Information Owner2.

IT PMO-operated information system usage and performance data, information, and statistics

shall be owned and maintained by IT PMO.

B. Reporting

Agencies shall develop and submit Status Reports to the IT PMO for all reported projects in

accordance with the requirements defined in Appendix A. Project status shall signify current

status of the schedule, scope and budget of the project. The Status Reportshall:

Describe the results variance (i.e., the difference) between the current status and

the last status report based on the information requirements published by the IT PMO

(See Appendix A).

1 Reference Asset Usage Handling Instructions: Confidential Information.

2 Ibid.


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P A G E 6

VII. Enterprise Review Process

The goal of Status Reporting is to provide the stakeholders with information by which the current

results of the project can be evaluated and approved, and if needed, courses of action can be

developed, recommended, and implemented. The Enterprise Review Process (Figure 1)

establishes the procedural relationship between reporting project results and review by

executives. This process is the basis for IT PMO reporting requirements and actions.

Figure 1 Enterprise Review Process

The process has six phases, four of which are addressed within this procedure:

1 - Establish Information Requirements (This procedure)

2 - Collect Information (This procedure)

3 - Analyze Information(This procedure)

4 - Distribute Finished Analysis(This procedure)

5 - Evaluate Results

6 - Deliberations

This procedure specifies the actions taken to accomplish Phases 1 through 4, above.


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P A G E 7

VIII. Procedure

A. Phase 1Information Requirements

The IT PMO shall maintain and publish a list (Appendix A) of information required within

agency Status Reports. This list shall be updated as required. The required information shall bebased upon the documentation defined within the PMBOK Guide.

Figure 2 Information Requirements Phase

State IT PMO procedural steps:

1. Develops information requirements.

2. Reviews requirements with the CIO and the PMOAG.

3. Disseminates final information requirements via email to all project managers of

record and the PMOAG.


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P A G E 8

B. Phase 2Collect Information

Figure 3 Collection Phase

The following procedure shall be used to develop and deliver an agency project Status Report. In

accordance with the requirements defined in Appendix A, the project manager on behalf of the

agency shall:

1. Classify the information within the Status Report according to the agencys

information management requirements.

2. Deliver the Status Report to the IT PMO, which meets the information requirements

published by the IT PMO as Appendix A.

3. Deliver Asset Usage Handling Instructions for any confidential information3.

4. Deliver the Status Reportvia email to the IT PMO [email protected].

Upon receipt of the Status Reportthe IT PMO shall:

1. Verify that the report meets the information requirements:

a. If it does, the report state is accepted.

b.

If it does not, the report state is not accepted.2. Acknowledge receipt of an accepted report, and the Collection Phase is complete.

3. On error, or if the report is not accepted, resolve discrepancies with the submitter.

3 Ibid.
http://c/Local_Documents/My_MT_Documents/8-Policy%20Projects/Proj_Mgmt/Closeout%20Procedure/[email protected]://c/Local_Documents/My_MT_Documents/8-Policy%20Projects/Proj_Mgmt/Closeout%20Procedure/[email protected]://c/Local_Documents/My_MT_Documents/8-Policy%20Projects/Proj_Mgmt/Closeout%20Procedure/[email protected]://c/Local_Documents/My_MT_Documents/8-Policy%20Projects/Proj_Mgmt/Closeout%20Procedure/[email protected]


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P A G E 9

Upon completion of the Collection Phase, the information shall be analyzed within the Analysis

Phase.

C. Phase 3Analyze Information

Figure 4 Analysis Phase


1. Enter report data into the database.

2. Perform trend analysis based on the criteria in Appendix B.

3. Identify (any) anomalies needing clarification from project managers.

4. Resolve any anomalies with project managers, and update database.

5. Review the database looking for items that were efficient/effective in the process of

managing the IT projects.

6. Identify areas for potential improvement.

7. Identify items for inclusion within the public Project Management Knowledge Base.

8. Periodically review the data base and Knowledge Base to identify trends:

a. Areas where efficiencies could be gained

b. Potential problems

c. Best practices

9. If an area for improvement is noted, work with the process owners and other

stakeholders to formulate recommendations for process changes.


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P A G E 1 0

D. Phase 4Distribute Finished Analysis

Figure 5 Distribution Phase


1. Assemble finished analysis reports.

a. Provide for CIO review of report information.

b. Correct factual errors.

c. Obtain CIO approval of the finished reports.

2. Present to stakeholders.

a. Reports will be submitted to the CIO Office.

b. For LFC reportable projects, CIOs Office will submit reports to the LFC

3. Post finished analysis as required.

a. Hard copy of reports shall be archived within the IT PMO in accordance with

Records and Information Management Procedures

b. Electronic copy of reports will be parsed and presented to mature PM

practices within the state.


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P A G E 1 1

IX. Change Control and Exceptions

TheStatewide Procedure: Development of Statewide Information Technology Procedures and

Guidelines Procedureshall govern procedure changes or exceptions. Submit requests for a

review or change to this instrument by Action Request form (at

http://itsd.mt.gov/content/policy/policies/Administration/action_request.doc ). Submit requests

for exceptions by anException Request form (at

http://itsd.mt.gov/content/policy/policies/Administration/exception_request.doc ). Changes to

policies and standards will be prioritized and acted upon based on impact and need.

X. Closing

Direct questions or comments about this instrument to the State of Montana Chief Information

Officer atSITSD Service Desk(athttp://servicedesk.mt.gov/ess.do ), or:

PO Box 200113

Helena, MT 59620-0113(406) 444-2700

FAX: (406) 444-2701

XI. References

A. Legislation

Title 2, Chapter 17, Part 5, MCA, et al.

B. Policies, Directives, Regulations, Rules, Procedures,

Memoranda

DRAFT Statewide Policy: Information Technology Project Management

Statewide Policy: Establishing and Implementing Statewide Information

Technology Policies and Standards

Statewide Procedure: Development of Statewide Information TechnologyProcedures and Guidelines

Procedurehttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Procedure.pdf

C. Standards, Guidelines

Guide to the Project Management Body of Knowledge (PMBOK Guide)-

Fourth Edition
http://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/action_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/action_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/action_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://data.opi.mt.gov/bills/mca_toc/2_17_5.htmhttp://data.opi.mt.gov/bills/mca_toc/2_17_5.htmhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Procedure.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Procedure.pdfhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://www.pmi.org/PMBOK-Guide-and-Standards/Standards-Library-of-PMI-Global-Standards-Projects.aspxhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Procedure.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Enabling_IT_Policy.pdfhttp://data.opi.mt.gov/bills/mca_toc/2_17_5.htmhttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/exception_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/action_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/action_request.dochttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdfhttp://itsd.mt.gov/content/policy/policies/Administration/Procedure_and_Guideline_Development.pdf


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P A G E 1 2

XII. Administrative Use

Product ID: PROC-20101129a

Proponent: Chief Information Officer

Publisher Office of the Chief Information Officer

Published Date:

Version Date: 11/29/2010

Custodian: State of Montana Chief Information Officer

Approved Date:

Effective Date:

RIM Class: Record

Disposition Instructions: Retain for Record

Change & Review

Contact:

SITSD Service Desk(athttp://servicedesk.mt.gov/ess.do )

Review: Event Review: Any event affecting this instrument may

initiate a review. Such events may include a change in

statute, key staff changes or a request for review or change.

Scheduled Review Date:
http://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.dohttp://servicedesk.mt.gov/ess.do


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P A G E 1 3

A P P E N D I X A

These requirements are established starting MMmm DD, YYYY. All prior versions are

superseded.

Status Report Information Requirements

Each Status Report shall contain information to satisfy the following:

Project Management Process Performance

Project Baseline ()

Summary of changes from current and previous project baseline during report period

Scope Performance Variance ()

Scope variance from the last Baseline Project Management Plan.

Statement of forecasting method(s) used to derive the Variance(s)

Summary of approved project changes

Current status of high issues and risks

Schedule Performance Variance ()

Schedule variance from the last Baseline Project Management Plan.


Work completed during the period

Work to be completed next

Cost Performance Variance ()

Cost variance from the last Baseline Project Management Plan.


Costs incurred.

Performance Variance ()

Analysis of past performance,

Current status of high issues and risks

Health of the project where:


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P A G E 1 4

o Green signifies project is on track and/or minimal variance from project

management plan.

o Yellow signifies warning to stakeholders, consider corrective actions or

monitor previously determined corrective actions and/or moderate

variance from project management plan.

o Red signifies problem to stakeholders, immediate corrective action(s)

required and/or major variance from project management plan.

Include the Lessons Learned that were identified by the agency during period:

o Causes of Variance(s)

o Root Cause of issues

o Reasoning behind chosen corrective action(s)

o Information distribution/communication

Report Delivery

Project managers shall meet the following delivery requirements:

1. Reporting Deadline: Close of business the first Monday of each month.

2. Project managers shall provide the report in an electronic format readable by the state

standard application.

3. Project managers shall provide the report in an electronic format that allows for word

processor merging or cut-and-paste of discrete data items.


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P A G E 1 5

State IT Project Management Office

Report Requirements

The IT PMO shall deliver reports to meet the following reporting and analysis requirements.

Executive Process

This information is developed to meet State of Montana executive decision-maker and

stakeholder requirements.

1. Legislative Finance Committee (LFC) on a quarterly basis or as required.

a. Project Baselineb. Key Project Individuals

c. Project Phased. Healthe. Funding

2. Office of Budget and Program Planning (OBPP)

a. Key Project Metrics during the reporting period

3. State of Montana Chief Information Officer (CIO) on a monthly basis or as required.

a. Key Project Metrics during the reporting period.

b. Lessons learned during the reporting period

i. Causes of Variance(s)

ii. Root Cause of issues

iii. Reasoning behind chosen corrective action(s)

iv. Information distribution/communication

Originating-Agency Quality Process

These requirements originate with one or more agencies to support (any) agency quality

management programs, and shall be individually defined by those agencies.

1. Comparison of Agency standing vis--vis the mean/average in agency-define criteria.

2. Other, in agency-defined criteria.


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Information Risk Management

The Project Status Report shall include;

1. On exception significant changes to the initial Statement of Impact to the overall risk

posture of the organization. These changes (if any) to the Statement of Impact shallbe used to inform the overall statewide information risk posture.

a. Included in the changes to the Statement of Impact, assurance that the

organization has adjusted the information risk management program

appropriately.

Note: A significant change in impact is a change that could reasonably be expected to be

of concern to the funding and political approvers. This information is obtained in

consultation with the agencys Information Security Manager. ReferenceSection 2-15-

114, MCA, and Statewide Policy: Information Security Programs.
http://data.opi.mt.gov/bills/mca/2/15/2-15-114.htmhttp://data.opi.mt.gov/bills/mca/2/15/2-15-114.htmhttp://data.opi.mt.gov/bills/mca/2/15/2-15-114.htmhttp://data.opi.mt.gov/bills/mca/2/15/2-15-114.htmhttp://data.opi.mt.gov/bills/mca/2/15/2-15-114.htmhttp://data.opi.mt.gov/bills/mca/2/15/2-15-114.htm


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A P P E N D I X B

Trend Analysis CriteriaLast Update: MMmm, DD, YYYY

The following represents the criteria used to analyze the project closeout reports by the IT PMO

for use in its deliverables.

1. Baseline Measures

a. Number of approved baselines during period.

2. Scope Measures

a. Number of planned deliverables during period.b. Number of deliverables delivered during period.

c. Number of scope changes during period.

3. Schedule Measures

a. Number of milestones in original schedule during period.

b. Number of baseline milestones delivered on time to baseline during period.

4. Cost Measures

a. % difference between the cost and the cost estimate during period.b. Number of approved changes to cost estimate during period.

c. Number of re-baseline budget estimates during period.

5. Performance Measures