Maintain the program of projects, related to the portfolio of IT-enabled investments.  Co-ordinate the activities and interdependencies of multiple projects, manage the contribution of all the projects within the program to expected outcomes, and resolve resource requirements and conflicts.

Establish and maintain a project management framework that defines the scope and boundaries of managing projects, as well as the method to be adopted and applied to each project undertaken. The framework and supporting method should be integrated with the program management processes.

Establish a project management approach commensurate with the size, complexity and regulatory requirements of each project. The project governance structure can include the roles, responsibilities and accountabilities of the program sponsor, project sponsors, steering committee, project office and project manager, and the mechanisms through which they can meet those responsibilities (such as reporting and stage reviews). Make sure all IT projects have sponsors with sufficient authority to own the execution of the project within the overall strategic program.

Obtain commitment and participation from the affected stakeholders in the definition and execution of the project within the context of the overall IT-enabled investment program.

Define and document the nature and scope of the project to confirm and develop amongst stakeholders a common understanding of project scope and how it relates to other projects within the overall IT-enabled investment program. The definition should be formally approved by the program and project sponsors before project initiation.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Approve the initiation of each major project phase and communicate it to all stakeholders. Base the approval of the initial phase on program governance decisions. Approval of subsequent phases should be based on review and acceptance of the deliverables of the previous phase, and approval of an updated business case at the next major review of the program. In the event of overlapping project phases, an approval point should be established by program and project sponsors to authorize project progression.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Establish a formal, approved integrated project plan (covering business and information systems resources) to guide project execution and control throughout the life of the project. The activities and interdependencies of multiple projects within a program should be understood and documented. The project plan should be maintained throughout the life of the project. The project plan, and changes to it, should be approved in line with the program and project governance framework.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Define the responsibilities, relationships, authorities and performance criteria of project team members, and specify the basis for acquiring and assigning competent staff members and/or contractors to the project. The procurement of products and services required for each project should be planned and managed to achieve project objectives using the organization’s procurement practices.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Eliminate or minimize specific risks associated with individual projects through a systematic process of planning, identifying, analyzing, responding to, monitoring and controlling the areas or events that have the potential to cause unwanted change. Risks faced by the project management process and the project deliverable should be established and centrally recorded.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Prepare a quality management plan that describes the project quality system and how it will be implemented. The plan should be formally reviewed and agreed to by all parties concerned and then incorporated into the integrated project plan.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Establish a change control system for each project, so all changes to the project baseline (e.g., cost, schedule, scope, quality) are appropriately reviewed, approved and incorporated into the integrated project plan in line with the program  and project governance framework.

There are no PSGs published for this topic; however, the topic is under review for future PSGs

Identify assurance tasks required to support the accreditation of new or modified systems during project planning, and include them in the integrated project plan. The tasks should provide assurance that internal controls and security features meet the defined requirements.

Measure project performance against key project performance scope, schedule, quality, cost and risk criteria. Identify any deviations from the plan. Assess the impact of deviations on the project and overall program, and report results to key stakeholders. Recommend, implement and monitor remedial action, when required, in line with the program and project governance framework.

Require that, at the end of each project, the project stakeholders ascertain whether the project delivered the planned results and benefits. Identify and communicate any outstanding activities required to achieve the planned results of the project and the benefits of the program, and identify and document lessons learned for use on future projects and programs.

There are no PSGs published for this topic; however, the topic is under review for future PSGs