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Centrum Samooceny IT

 26.01.2008
Listy kontrolne
Arkusz kontrolny
Arkusz kontrolny jest stosowany do przeglądu dojrzałości zarządzania w danym obszarze. Poniżej przedstawiono poglądowy arkusz kontrolny dotyczący weryfikacji dojrzałości organizacji w obszarze zarządzania projektami. W trakcie procesu wdrożenia IT Governance podobne arkusze, jednak dokładniejsze i dostosowane do sytuacji danej organizacji, są tworzone dla każdego obszaru objetego procesami COBIT. Arkusze pomagają w określeniu mocnych i słabych stron organizacji oraz potwierdzeniu czy IT odpowiednio wspiera cele biznesowe.

Project & Portfolio checklist

Project Characteristics
  • Do Project Management Processes exist for planning, organizing, monitoring and controlling all aspects of the project? Please describe.
  • Are projects divided into sub-processes/phases? Is there an organisation responsible for monitoring the realization of the sub-process/phase objectives? Please describe and give examples.
  • Are project tasks accurately identified, estimated, documented, and monitored? Please describe and give examples.
  • Do quality attributes exist within the Project Management Process? E.g. approvals, documentation, preventative & corrective action, reviews, traceability, training, verification, etc
  • Are projects completed late or over budget?
Project Initiation and project plan development
  • Who is responsible for managing all of the interdependencies amongst the project processes? Has a project manager been appointed and defined with accountability, authority and responsibility for managing the project?
  • What the Project Plan does consist?
  • What project interfaces exist? (Are the identified in the Project Plan and how are they managed? E.g. Quality Plan/Quality approach; liaison with customer/stakeholders; reporting lines; functions within the project organisation).
  • Over and above the project organisation, does the project consist of project interaction teams? E.g. risk management teams, measuring project performance, project communication plan. How it's look like?
Project Scope
  • Is the project scope clearly defined and approved by stakeholders?
  • Does the scope change frequently during the project? Are the changes in the scope reflected in the project schedule or costs?
  • Has a project scope been developed? Is there supporting evidence of alternative approaches and solutions?
Project Schedule
  • What is the format of the project schedule? Have key events, milestones, progress evaluations, critical and near-critical activities been identified in the schedule?
  • Prior to finalizing the schedule, was the customer/stakeholder involved in a review for approval?
  • How often is the schedule revised?
Project Cost
  • Have project costs been clearly identified and documented? If so, by whom?
  • Is the project budget consistent with the project requirements, assumptions, risks and contingencies? Is this documented?
  • How are the project costs managed to ensure that the project is completed within the original budget constraints?
  • What is the process for project purchasing/ expenditure requirements?
Project Resource
  • Has resource planning and control been applied on the project?
  • How does the project ensure that the remaining resources are sufficient to meet the project objectives?
  • Are accountability, authority, responsibility and job descriptions defined and documented? How often is the project organisational structure reviewed for validity and adequacy?
  • Was selection criteria prepared for staff allocation? (Has education, knowledge and experience been accounted for allocation of project staff? Has the project manager been involved in the appointment of key team members?)
Documentation & Information & Communication
  • Does purchasing documentation exist for the project?
  • How does the project manage the following: Preparing, Collecting, Classifying, Distributing, Filing, Updating and, Retrieving information
  • Is the project communication plan monitored and reviewed to ensure it continues to meet the needs of the project?
  • Have the customer requirements been included into the purchasing/ procurement documents?
  • Do project meetings consist of meeting agendas?
Project Risk
  • How are these risks managed?
  • Does the project plan consist of a contingency plan?
  • How often are risks identified through the project life cycle?
  • What techniques are being used in the project to prioritise, manage and record the identified risks and their resolutions?
Learning from the Project
  • At project closure, does the originating organisation collate, store, update and retrieve information from the project?
  • At project closure, are reviews performed of project performance, highlighting experience from the project and is the customer involved?
TK
 


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