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Information Technology (IT) Project Manager
Published
Time-Based Apprenticeship
Industries
O*Net Code
11-3021.00
Rapids Code
1048
Req. Hours
5880
State
DC
Created
Jul 16, 2021
Updated
Jul 16, 2021
Time-Based Skills
24 skill sets | 186 total skills
Project Strategy & Life Cycle: Observation of Process - 200 req. hrs
Generate and refine a preliminary project concept definition
Determine the business need and feasibility of the project
Identify project sponsors who will help obtain resources
Create a written business case
Create a first cut project charter
Identify an appropriate project life cycle (phases, tracks of work & deliverables) and estimate phase transition dates
Summarize the project life cycle in a PowerPoint/Visio drawing
Perform Post-it note exercise
Create a release strategy
Obtain formal approval from the project sponsor
Confirm management authorization to begin planning
Capture issues in an issue log
Perform Initiate/Concept phase exit quality gate review
Project Strategy & Life Cycle: Process Tools and Techniques - 100 req. hrs
Business case template
Life Cycle Chart
Project Charter template
Post-it note workshop to identify project mission, life cycle phases, tracks of work and deliverables
Issue log
Quality gate review
Defined Roles and Organization: Observation of process - 200 req. hrs
Given a project charter, recruit project team members
Create a project team organization using matrix (strong or weak) concepts
Develop and deliver a presentation describing roles/responsibilities of the project manager, sponsor, skill center managers, project leaders, team members and stakeholders
Identify project stakeholders
Identify project sponsor
Verify that sponsor understands his/her role in the process
Identify and document organizational and process issues
Close all issues for the phase regarding org structure, roles and process
Defined Roles and Organization: Process Tools and Techniques - 100 req. hrs
Project/Matrix organization chart template
Roles and responsibility assignment template
Issue log template
Stable Scope and Requirements: Observation of process - 700 req. hrs
Given an approved business case create a high level Statement of Work (SOW) or project charter
Identify Product Scope document by using: 1) a simple requirements document or 2) QFD breakdown listing performance requirements at primary, secondary and tertiary levels as required
Document product specifications (i.e., objective measures of requirements) as required per QFD approach
Map product requirements to stakeholder objectives and identify gaps
Identify issues and gaps related to functionality (i.e., requires that can be delivered versus requirements requested)
Identify Project Scope by creating work breakdown structure (WBS.)
Drill down WBS to the activity level
Verify that WBS contains all project phases and tracks of work
Review project scope with appropriate stakeholders
Identify all open scope and requirements issues
Close all scope and requirements issues for the phase
Per QFD approach, develop a strategy to ensure that requirements are mapped, checked and managed in each of the implementation phases prior to phase exit
Stable Scope and Requirements: Process Tools and Techniques - 100 req. hrs
Statement of Work (SOW) template QFD requirements list (A.K.A. House of Quality) or simple requirements document
Work Breakdown Structure (WBS) template
Issue Log
Requirements management tools
Change Control: Observation of Process - 80 req. hrs
Select the appropriate change order form/tool
Develop a presentation describing the change order process
Explain the change order process to all team members and stakeholders
Formalize requested changes of scope and requirements by using the change order process
Change Control: Process Tools and Techniques - 20 req. hrs
Change order template
Planned Commitments: Schedule Development - 100 req. hrs
Project WBS activities entered into appropriate scheduling tool
All activities assigned accountable "owners"
All activities estimated for most likely durations or for highly uncertain activities, durations are estimated using three point approach
Effort driven activities are estimated by hours/days and prioritized. Required resources are estimated
Logic ties are assigned linking all activities creating a network to enable calculation of total float
The project schedule is calculated through all phases and tracks of work
The project critical path is identified
Resources are assigned and the project is rescheduled based upon resource constraints (See Resource Loading below)
Phase transition milestones are highlighted (See Quality Planning below)
Project contingency time is added as required (see Risk Management below)
The project schedule is reviewed against stakeholder requirements
The project schedule is reviewed against product requirements
The team feels ownership of the schedule
Schedule issues are closed during the planning phase(s)
Baseline dates are set
The project schedule is published and communicated to stakeholders
The change control/change order process is applied to the project schedule following the planning phase(s)
Rolling wave planning (i.e., progressive detailing) is performed during the execution phases as required
Planned Commitments: Risk Management - 100 req. hrs
Anticipating Problems Workshop is delivered. A document listing prioritized risks, owners and removal/mitigation strategies is produced
For high uncertainty activities, Monte Carlo techniques or three point estimates are applied to determine required schedule contingency
Planned Commitments: Resource Loading (medium to larger scale projects) - 100 req. hrs
Assign resources to WBS activities using the assumption of the "normal and efficient use of resources"
Produce an exception report showing resource shortfalls
Resolve resource/staffing issues to ensure the project has adequate headcount
Lock schedule, scope and resources so that a challenging but achievable schedule is created
Review resource requirements with stakeholders and secure approval
Secure resource commitments to the project from functional skill areas/contractors (see Budget below)
Planned Commitments: Quality Planning - 100 req. hrs
A process of Quality Gates and phase reviews are scheduled at phase exit dates
Sufficiency criteria for each phase are identified with appropriate metrics
Planned Commitments: Budget - 100 req. hrs
Enter Project Cost Elements and budget into Portfolio Dashboard tool
Assign rates to Cost elements
Extend project costs over a time phased budget and create Budget at Complete (BAC)
Review summary time phased budget with stakeholders
Create business case
Receive budget approval and authorization to begin work
All budget issues resolved
Planned Commitments: Set Baseline Metrics - 100 req. hrs
Calculate Total float for each activity
Create S Curve of activity completions
Create quality gate sufficiency metrics (including requirements) for each project phase
Create S Curve of Project Budget
Develop baseline reporting metrics using graphical tools are created for key deliverables such as configurations, data records, testing, reports, forms, etc.
Planned Commitments: Communications and Change Management - 100 req. hrs
A communications plan is created for medium to large scale projects
A change management plan is created for project leading to significant organizational change
Planned Commitments: Process Tools and Techniques
Work Breakdown Structure
Requirements document and or QFD requirements worksheet
Activity duration estimate using three point estimate approach
Activity effort estimate using three point estimate approach
Project Scheduling software
Monte Carlo Techniques/Three point estimates
Anticipating Problems Workshop
Quality Gates, sufficiency criteria and metrics
Budget/EAC
Total Float
Critical path
S Curve of activity completions
Budget S curve
Performance Measurement: Observation of Process - 700 req. hrs
Project team meetings occur regularly. Performance metrics are presented at those meetings and performance shortfalls are flagged
Project metrics are used in project reviews with the project sponsor and senior stakeholders
Tracking of the schedule adherence is performed routinely.
Variances are flagged
Baseline and actual star/finish dates and percent complete are recorded on a scheduling tool
The project schedule is recalculated each week highlighting projected variances versus plan and total float
Activity completion S-Curves (actual versus plan) are used and updated on a weekly basis
Budget S-curves (actual versus plan) are updated on at least a monthly basis
The Estimate at Complete (EAC) forecast is compared with Budget at Complete (
BAC) to identify cost variances
Appropriate reporting metrics using graphical tools are created and maintained for key deliverables such as configurations, data records, testing, reports, forms etc.
Resource gap reports/metrics are produced highlighting resource shortfalls
Project performance metrics are posted openly and publicly to all stakeholders
Forecasts are produced for scope, schedule and budget at regular intervals
The issue log is updated routinely
Project metrics are used effectively to trigger escalation and corrective action
Risk removal and mitigation plans are tracked routinely
Project Manager keeps the customer well informed
Quality metrics are utilized (see Phase Reviews and Quality management)
Performance Measurement: Process Tools and Techniques - 100 req. hrs
Project management scheduling and resource management software tools such as MS Project
Critical path and total float
Excel: Activity completion S-Curve actual versus plan
Excel: Budget S-Curve actual versus plan (EAC versus BAC)
Excel graphical tools such as stop light charts and run down curves for configurations, data records, testing, reports, forms etc. as required Escalation/Corrective action
Phase Reviews, Quality Management & Quality Gates: Observation of Process - 500 req. hrs
Phase exit review milestones are integrated into the project plan
Phase exit criteria are identified, measured for sufficiency and openly reported
Phase exit reviews (i.e. quality gate reviews) occur and areas of insufficiency are rigorously identified as open issues
Phases are reported as complete only when sufficiency is actually achieved
Sufficient quality processes are built into the development of project deliverables. These processes include quality steps such as identification and documentation of requirements, unit testing, integration testing, test metrics, configuration management and change control
Key product deliverables produced within each phase are mapped to the original requirements of the project and/or the Statement of Work (SOW) and the business case. Gaps are identified and formally managed as issues throughout the project life cycle
Appropriate testing practices are part of the project life cycle (methodology)
Phase Reviews, Quality Management & Quality Gates: Process Tools and Techniques - 100 req. hrs
Quality Gates
Quality Functional Deployment (QFD)
Quality Process Management
Testing
Issue Management and Corrective Action: Observation of Process - 900 req. hrs
An issue log is used to record and review issues
Issues are reviewed regularly at team meetings
Issues are followed up and discharged in a timely manner
Tough issues are not hidden but openly and aggressively confronted
The project manager follows up with team members who own deliverables that are falling behind plan in a timely manner
The project manager rigorously works with team members who are operating behind plan to develop and implement recovery strategies
Issues are escalated as required
The project manager keeps the customer and project sponsor well informed
Issue Management and Corrective Action: Process Tools and Techniques - 100 req. hrs
Issue log
Issue management
Corrective action
Escalation
Project Leadership and Communications: Observation of Process - 1100 req. hrs
Provides adequate direction and work instructions to team members
Inspires and motivates team members
Confronts tough issues (as opposed to dodging those issues)
Spends time leading the team
Secure decisions from team members and stakeholders
Demonstrates stability and consistency in his/her direction
Runs team meetings effectively
Delegates and holds team members accountable
Facilitates crisis resolution effectively
Uses project metrics appropriately
Uses good judgment
Maintains the "appropriate" level of stress on the project environment, not too much & not too little
Performs "Integration" management and coordination effectively
Manages project risks effectively
Secures corrective action as required
Ensures appropriate project communications exist
Project Leadership and Communications: Process Tools and Techniques - 100 req. hrs
Integration management
Crisis management
Decision making
Communication
Corrective action
Multi-Project Management/Skill Center Management: Observation of Process - 80 req. hrs
Creates a prioritized list of existing projects
Updates monthly/quarterly high level multi-project schedule update report
Creates and documents a process for handling new project requests
Creates a Resource Breakdown Structure (RBS)
Inputs projects into scheduling tool by phase
Loads resources into project scheduling tool (High Level only)
Resolves multi-project resource issues
Produces resource assignment/loading and exception reports
Utilizes multi-project change control effectively
Receives project status reports from project managers and updates multi-project scheduling model
Organizes formal meetings for resource/project reprioritization
Technical Instruction
The Project Management Framework - 40 req. hrs
Introduction
The Project Management Context
Project Management Processes
