• COMMONWEALTH OF VIRGINIA


  •   
  • FileName: BalancedScorecardSupportingWritersGuide_CITS Committee Review.pdf [preview-online]
    • Abstract: COMMONWEALTH OF VIRGINIAProject Management DivisionProject Proposal &Charter Writer’s Guide7/16/2008Version 1 PROJECT MANAGEMENT DIVISIONProject Proposal & Charter Writer’s GuideVITAIT Investment & Enterprise Solutions Directorate

Download the ebook

COMMONWEALTH OF VIRGINIA
Project Management Division
Project Proposal &
Charter Writer’s Guide
7/16/2008
Version 1
PROJECT MANAGEMENT DIVISION
Project Proposal & Charter Writer’s Guide
VITA
IT Investment & Enterprise Solutions Directorate
Project Management Division
11751 Meadowville lane
Chester, Virginia 23836
Phone 804.416.6182
Table of Contents
Project Proposal ........................................................................................ 1
General Information ........................................................................ 1
Questions/POCs ............................................................................. 2
Business Problem ........................................................................... 3
Project Purpose .............................................................................. 4
Service Areas.................................................................................. 6
Project Description .......................................................................... 6
Strategic Justification ...................................................................... 9
Estimated Project Development Schedule .................................... 11
Cost Benefit Analysis (CBA) ......................................................... 11
Estimate of Execution Expenditures and Funding......................... 13
Estimate of Operations Expenditures and Funding....................... 14
Project Risk................................................................................... 15
Project Charter......................................................................................... 17
General Information ...................................................................... 17
Points of Contact........................................................................... 17
Executive Summary ...................................................................... 18
Project Purpose ............................................................................ 19
Project Business Objectives.......................................................... 20
Project Description & Scope ......................................................... 22
Major Milestones ........................................................................... 25
Measures of Success.................................................................... 26
Project Authority............................................................................ 27
Project Organization...................................................................... 29
Project Resources......................................................................... 32
Approvals ...................................................................................... 33
C O M M O N W E A L T H O F V I R G I N I A
How to Use this Guide
T
he primary objective of the Commonwealth Project Proposal & Charter Writer’s Guide is
to assist Project Sponsors, Project Managers and other agency representatives to
effectively write a Project Proposal and Project Charter in order to obtain approval for
development. The Project Proposal and Charter templates used in this guide are
extracted from the Commonwealth’s Portfolio Management tool (ProSight), which is the
mandatory repository for project documentation. The writer’s guide provides an overview of
each section in the Project Proposal and Charter and identifies key elements of information that
should be included in those sections. In addition, the Writer’s Guide provides examples of how
that information would, in a best practices situation, be provided. Finally, each section of the
guide contains references to questions from the Commonwealth’s Balanced Scorecard. Agency
staff responsible for preparing Project Proposals and Charters will be able to quickly identify what
questions from the Balanced Scorecard are going to be used during evaluation of each section and
the required information to answer those questions.
Project Proposal
General Information
T
he project proposal template is located in the Commonwealth’s Portfolio Management
tool ProSight. In the General Information section of the proposal, provide basic
information about the project including: Project Title – The proper name used to identify
this project; Project Working Title - The working name or acronym that will be used for
the project; Proponent Secretariat - The Secretariat to whom the proponent agency is assigned or
the Secretariat that is sponsoring an enterprise project; Proponent Agency – The agency that will
be responsible for the management of the project; Prepared by – The person(s) preparing this
document; Date Prepared - The date this document is initially prepared.
1
C O M M O N W E A L T H O F V I R G I N I A
Questions/POCs
A
nswer the following questions by marking Yes or No and provide a brief response as
appropriate. List the principal individuals who may be contacted for information
regarding the project.
2
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• All stakeholders associated with the project along with point of contact
information. Major stakeholders should be included and represented by customer
(user) representative(s).
Note: A stakeholder, for purposes of the proposal, is any party who affects, or
can be affected by the agency’s project. Stakeholders may include any or all of
the following: citizens, supervisory boards, advisory boards, agency staff, staff
from other state agencies, institutions of higher education, local governmental
bodies, Secretaries, the Governor and the General Assembly.
• The name and point of contact information for the appropriate governing body
for an enterprise investment if applicable (for example, the Virginia Enterprise
Applications Program).
Business Problem
T
he Business Problem is a question, issue, or situation, pertaining to the business, which
needs to be answered or resolved. State in specific terms the problem or issue this
project will resolve. Often, the Business Problem is reflected as a critical business issue
or initiative in the Agency’s Strategic Plan or IT Strategic Plan.
3
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Stakeholder interests associated with the business problem.
Note: Stakeholder interests are impacts or interrelationships with affected
business processes and supporting systems and/or specific goals and objectives
associated with the project.
• A specific legal or regulatory citation if the investment supports an activity or
business process that is mandated by a federal or state legal or regulatory
requirement. For example, if the investment supports a business process that is
mandated by the Code of Virginia or the Budget Bill, cite the specific section of
the law and include a brief quotation.
• A detailed explanation of the business problem and how that problem is directly
tied to a business need from the Agency Strategic Plan.
• An explanation of any changes to the business need that was identified on the
Investment Business Case template during the Select Phase.
• An explanation of the specific agency-level business processes as they relate to the
business problem, if applicable.
• An explanation of the specific enterprise wide business processes as they relate to
the business problem, if applicable.
• A statement on how a solution to the business problem will or will note promote
collaboration with other agencies, localities or other government entities.
Project Purpose
E
xplain the business reason(s) for doing this project. If the Project Analysis Worksheet
was completed, the Project Purpose (Section B) from the worksheet provides
information to support completion of this section.
1. Project Business Objectives
Define the specific Business Objectives of the project that correlate to the strategic initiatives
or issues identified in the Commonwealth or Agency Strategic Plan. Every Business
Objective must relate to at least one strategic initiative or issue and every initiative or issue
cited must relate to at least one Project Business Objective.
4
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Business objectives tied to business needs identified in the Agency Strategic Plan.
• Identification of any enterprise wide business processes.
• Identification of any business objectives that promote collaboration in the
Commonwealth
2. Constraints
Constraints are items that by their nature restrict choice. Identify Constraints that will
influence the selection of a solution to resolve the Business Problem. Constraints can include
but are not limited to: time, funding, personnel, facilities, and management limitations.
Constraints are evaluated but not scored on the Balanced Scorecard.
5
C O M M O N W E A L T H O F V I R G I N I A
Service Areas
S elect Service Areas this investment supports by clicking on the "Add" button (below
right). From the pop-up box, choose from the list of your agency service areas. Ensure
you click 'OK' at the bottom of the pop-up list box. After the Service Areas have been
added, indicate the Primary Service Area by double clicking on the cell in the "Weight"
column. Describe how the investment supports the Service Area by clicking on the Service
Area name and then press the "Edit" button; enter the description in the "Annotation" box.
If the service area is identified in the Governor's Performance Goals, type "Governor's
Performance Goals" in the annotation box also. Service Areas are evaluated but not scored
on the Balanced Scorecard.
Project Description
D
escribe the project approach, the specific solution, customer(s) served, and expected
benefits. The approach is the overall strategy for solving the Business Problem. The
solution should identify in specific terms how the project is accomplished and include
information about the general timing and cost of major procurements or purchases. If
the Project Analysis Worksheet was completed, the Preliminary Project Description (Section C)
and the Recommendation (Section G) on the worksheet provide information to support
development of the Project Description.
6
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Stakeholders and their specific interests with this IT investment.
Note: A stakeholder, for purposes of the proposal, is any party who affects, or
can be affected by the agency’s project. Stakeholders may include any or all of
the following: citizens, supervisory boards, advisory boards, agency staff, staff
from other state agencies, institutions of higher education, local governmental
bodies, Secretaries, the Governor and the General Assembly. Stakeholder
interests are impacts or interrelationships with affected business processes and
supporting systems and/or specific goals and objectives associated with the
project.
• An explanation of any changes to the stakeholders and their interests from the
Project Business Alignment template used during the Select Phase.
• Stakeholder roles, responsibilities, and expected participation in project
development.
Note: Stakeholder participation will vary from project to project. Some
stakeholders may be directly involved on steering committees or have direct
oversight over Project Managers while other stakeholders merely watch and
observe and wait for the final product. Agencies must be able to identify
stakeholders and how they will participate throughout the Project Management
lifecycle.
• An explanation of any changes to the stakeholder benefits (values) from the last
formal approval action.
• A more detailed statement of stakeholder value as compared to the original value
identified in the Investment Business Case template.
• A list of business activities that will be impacted by the IT project
7
C O M M O N W E A L T H O F V I R G I N I A
• The impact on business activities. Agencies must quantify what the impact
(positive or negative) will be on the business activity.
Note: IT projects will generally impact business process speed, required
resources, output quality or output capacity. Agencies must be able to quantify
the impacts to business processes by documenting specific operational
efficiencies around speed, resources, quality and capacity such as:
• Reduced number of steps per transaction
• Reduced resources required per transaction
• % Reduction in paperwork
• Reduced number of manual tasks
• Improved transaction processing time
• Reduced error rates
• % improvement
Explain how the quantified values were derived. A range for an operational
efficiency is acceptable if a specific value cannot be identified.
• A statement as to why any negative impacts to business activities are acceptable
(if applicable).
• A specific legal or regulatory citation if the investment supports an activity or
business process that is mandated by a federal or state legal or regulatory
requirement. For example, if the investment supports a business process that is
mandated by the Code of Virginia or the Budget Bill, cite the specific section of
the law and include a brief quotation.
• A business problem that can be directly tied to a business need from the Agency
Strategic Plan.
• An explanation of any changes to the business need that was identified on the
Investment Business Case template during the Select Phase.
• An explanation that describes how the IT solution to the business problem is tied
to the Agency business architecture.
• The net economic impact that the proposed investment will have on the
Commonwealth or a designated region within the state.
Note: Economic impact should be quantified. Examples include (not all
inclusive):
• % increase or decrease in businesses or # of new businesses
• % increase or decrease in jobs or # of new jobs
• GDP
8
C O M M O N W E A L T H O F V I R G I N I A
• % increase or decrease in construction
• An explanation that describes how the agency used the Enterprise Business
Architecture to identify organizations with similar processes and evaluate their
solutions to the same or similar business problem.
Strategic Justification
I
dentify how the project is consistent with the Commonwealth and Agency Strategic or IT
Strategic Plan. If the project is not consistent, explain why the project is being proposed.
1. Briefly, describe how this project supports or is consistent with the Commonwealth of
Virginia Strategic Plan for Technology. If it does not support the Commonwealth of
Virginia Strategic Plan for Technology, explain why this project proposal is being
submitted.
2. Explain where and how this project is identified in the Agency IT Strategic Plan most
recently approved by the Chief Information Officer. If it is not identified in the plan,
explain why this project proposal is being submitted.
3. Briefly, describe how the planned solution complies with Commonwealth Enterprise
Architecture Standards. If it does not comply with the Commonwealth Enterprise
Architecture Standards, explain why this Project Proposal Document is being submitted,
and identify which Commonwealth Enterprise Architecture Standard(s) are not being
met.
9
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A description of how the project supports the Commonwealth of Virginia
Strategic Plan for Information Technology.
• An explanation of why the project does not support Commonwealth of Virginia
Strategic Plan for Information Technology (if applicable).
• A statement describing where and how the project is identified in the Agency IT
Summary (within the Agency Strategic Plan).
• An explanation of why the project is not in the Agency IT Summary (within the
Agency Strategic plan (if applicable).
• An explanation of how the IT solution to the specific business problem is tied to
the Agency business architecture.
• An explanation of the specific enterprise wide business processes being addressed
with the project if applicable.
• A statement describing how the proposed solution has been evaluated for
compliance with the Commonwealth Information Technology Resource
10
C O M M O N W E A L T H O F V I R G I N I A
Management (ITRM) Standards and Policies regarding Enterprise Technical
Architecture, Accessibility and Security.
Estimated Project Development Schedule (Major
Milestones)
I
Identify major Project Milestones for planning, execution, and closeout..
• Project Charter Approved
• Project Plan Completed
• Project Plan Approved
• Project Execution – Started
• Project Execution Completed
• Project Closed Out
Milestones in the proposal are evaluated but not scored on the Balanced Scorecard.
Cost Benefit Analysis (CBA)
P
rovide an economic justification for the project based upon the Cost Benefit Analysis and
the expected return on investment.
11
C O M M O N W E A L T H O F V I R G I N I A
1. Financial Estimate
Use the Cost Benefit Analysis tool to provide an economic justification for the project. Identify
the estimated funding resources required to complete the project and then identify the funding
requirements to operate or maintain the product(s) or service(s) developed from the project.
2. Cost Benefit Analysis Summary
a. Summarize the results of the Cost Benefit Analysis. Explain why the expected monetary and
non-monetary benefits validate the expenditure of resources for this project. Describe saving
achieved and separate savings from cost avoidance.
b. Summarize the results of the Return on Investment Analysis. Provide ROI for 5 years and
10 years. If the project does not have a positive expected return on investment, explain why
this project proposal should be approved.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
12
C O M M O N W E A L T H O F V I R G I N I A
• A description of the quantified benefits that the project will achieve.
Note: Agencies must be able to quantify the benefits to stakeholders by
documenting specific performance measures such as:
• Reduced transaction time
• Increased on-time delivery
• Reduced average wait time
• More accurate and available information
• Reduced resolution and response time
• Increased order fill rate
• Improved quality of material
• Increased accessibility to services
• % improvement in an area of value
Explain how the quantified values were derived. A range for a performance
measure is acceptable if a specific value cannot be identified.
• An explanation of any changes to the stakeholder benefits (values) from the last
formal approval action.
• A more detailed statement of stakeholder value as compared to the original value
identified in the Investment Business Case template.
• An explanation as to why any negative value to a stakeholder is acceptable.
• An explanation of the financial return on investment (ROI) and what the value
indicates.
Note: If the proposed investment leverages funding from the federal
government or from the private sector, the impact must be shown in the ROI
calculation.
• A summary of the Cost Benefit Analysis (CBA) with a statement identifying cost
avoidance and/or savings as a result of the project.
Estimate of Execution Expenditures and Funding
P
rovide an Estimate of the Expenditures and Funding required for execution and close out
of the project.
13
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A completed estimate of execution expenditures and funding.
Estimate of Operations Expenditures and Funding
P
rovide an Estimate of the Expenditures and Funding for Operations and Maintenance of
the asset(s) delivered upon project completion.
14
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A completed estimated funding for the first four years of operations and
maintenance (O&M).
• An explanation of how has the agency intends to fund O&M (General fund, non-
general fund, etc.).
Project Risk
A
fter completing a Preliminary Risk Analysis Worksheet for this project, determine the
level of risk for the project and the risk score. The Risk Summary table below will
automatically fill out after completing the Preliminary Risk Analysis form.
15
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A summary of the Preliminary Risk Analysis Worksheet identifying the
comparative levels of risk, complexity and benefits associated with this IT project.
• A total risk score.
16
C O M M O N W E A L T H O F V I R G I N I A
Project Charter
General Information
T
he project charter template is located in the Commonwealth’s Portfolio Management tool
ProSight. In section A. of the charter, provide basic information about the project
including: Project Title – The proper name used to identify this project; Project Working
Title – The working name or acronym that will be used for the project; Proponent
Secretariat – The Secretariat to whom the proponent agency is assigned or the Secretariat that is
sponsoring an enterprise project; Proponent Agency – The agency that will be responsible for the
management of the project; Prepared by – The person(s) preparing this document..
Points of Contact
L
ist the principal individuals who may be contacted for information regarding the project
project.
17
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• All stakeholders associated with the project along with point of contact
information. Major stakeholders should be included and represented by customer
(user) representative(s).
Note: A stakeholder, for purposes of the charter, is any party who affects, or can
be affected by the agency’s project. Stakeholders may include any or all of the
following: citizens, supervisory boards, advisory boards, agency staff, staff from
other state agencies, institutions of higher education, local governmental
bodies, Secretaries, the Governor and the General Assembly.
• The name and point of contact information for the appropriate governing body
for an enterprise investment if applicable (for example, the Virginia Enterprise
Applications Program).
Executive Summary
T
he Executive Summary is required when Sections C thru G of the charter are excessively
long. In two or three paragraphs, provide a brief overview of this project and the
contents of this document.
18
C O M M O N W E A L T H O F V I R G I N I A
The Executive Summary is evaluated but not scored on the Balanced Scorecard.
Project Purpose
E
xplain the business reason(s) for doing this project. The Project Purpose (the Business
Problem and Project Business Objectives) is in the Project Proposal, Section B.
Business Problem
The Business Problem is a question, issue, or situation, pertaining to the business, which
needs to be answered or resolved. State in specific terms the problem or issue this project will
resolve. Often, the Business Problem is reflected as a critical business issue or initiative in the
Agency’s Strategic Plan or IT Strategic Plan.
19
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A detailed explanation of the business problem and how that problem is directly
tied to a business need from the Agency Strategic Plan.
• An explanation of any changes to the business need that was identified on the
Investment Business Case template during the Select Phase.
Project Business Objectives
D
efine the specific Business Objectives of the project that correlate to the strategic
initiatives or issues identified in the Commonwealth or Agency Strategic Plan. Every
Business Objective must relate to at least one strategic initiative or issue and every
initiative or issue cited must relate to at least one Project Business Objective.
20
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Business objectives tied to business needs identified in the Agency Strategic Plan.
Assumptions
Assumptions are statements taken for granted or accepted as true without proof.
Assumptions are made in the absence of fact. List and describe the assumptions made in the
decision to charter this project.
21
C O M M O N W E A L T H O F V I R G I N I A
Assumptions in the charter are evaluated but not scored on the Balanced Scorecard.
Project Description & Scope
Project Description
D
escribe the project approach, specific solution, customer(s), and benefits. The Project
Description is located in the Project Proposal.
22
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Stakeholders and their specific interests with this IT investment.
Note: A stakeholder, for purposes of the charter, is any party who affects, or can
be affected by the agency’s project. Stakeholders may include any or all of the
following: citizens, supervisory boards, advisory boards, agency staff, staff from
other state agencies, institutions of higher education, local governmental
bodies, Secretaries, the Governor and the General Assembly. Stakeholder
interests are impacts or interrelationships with affected business processes and
supporting systems and/or specific goals and objectives associated with the
project.
• An explanation of any changes to the stakeholders and their interests from the
Project Business Alignment template used during the Select Phase.
• An explanation that describes how the IT solution to the business problem is tied
to the Agency business architecture.
• A clearly defined description of the specific IT solution.
• A concise list of project management deliverables
• The net economic impact that the proposed investment will have on the
Commonwealth or a designated region within the state.
Note: Economic impact should be quantified. Examples include (not all
inclusive):
• % increase or decrease in businesses or # of new businesses
• % increase or decrease in jobs or # of new jobs
• GDP
23
C O M M O N W E A L T H O F V I R G I N I A
• % increase or decrease in construction
Project Scope
The Project Scope defines all of the products and services provided by a project, and
identifies the limits of the project. In other words, the Project Scope establishes the
boundaries of a project. The Project Scope addresses the who, what, where, when, and why
of a project.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A clearly defined description of the entire scope of the IT project.
• An explanation of the specific enterprise wide business processes being addressed
with the project if applicable.
• A statement on how a solution to the business problem will or will note promote
collaboration in the Commonwealth.
24
C O M M O N W E A L T H O F V I R G I N I A
Major Milestones
P
rovide a list of Project Management Milestones and Deliverables (see the Project
Proposal). This list of deliverables is not the same as the products and services provided,
but is specific to management of the project. An example of a Project Management
Milestone is the Project Plan Completed.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A list of the major management milestones. The list must include at a minimum
the following milestones:
• Project Charter Approved
• Project Plan Completed
• Project Plan Approved
• Project Execution Started
• Project Execution Completed
• Project Closed Out
25
C O M M O N W E A L T H O F V I R G I N I A
Measures of Success
P
rovide a summary of the Measures of Success . List the Business Objectives,
Performance Goal for each business objective, and briefly describe the Methodology for
how the Performance Goal is measured
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Identification of the impact on business activities. Agencies must quantify what
the impact (positive or negative) will be on the business activity.
Note: IT projects will generally impact business process speed, required
resources, output quality or output capacity. Agencies must be able to quantify
the impacts to business processes by documenting specific operational
efficiencies around speed, resources, quality and capacity such as:
• Reduced number of steps per transaction
• Reduced resources required per transaction
26
C O M M O N W E A L T H O F V I R G I N I A
• % Reduction in paperwork
• Reduced number of manual tasks
• Improved transaction processing time
• Reduced error rates
• % improvement
Explain how the quantified values were derived. A range for an operational
efficiency is acceptable if a specific value cannot be identified.
• A complete list of project performance measures (measures of success).
Note: Assessment must include the following:
• Performance measures for project success, which assess whether or not the
project is maintaining cost, schedule and scope requirements.
• Performance measures for product success, which assess whether or not the
investment is meeting the business need.
Project Authority
D
escribe the authority of the individual or organization initiating the project, any
management constraints, management oversight of the project, and the authority
granted to the Project Manager.
Authorization
Name the project approval authority that is committing organization resources to the project.
Identify the source of this authority. The source of the approval authority often resides in
code or policy and is related to the authority of the individual’s position or title.
27
C O M M O N W E A L T H O F V I R G I N I A
Approval authority in the charter is evaluated but not scored on the Balanced Scorecard.
Project Manager Appointment
Name the Project Manager and define his or her role and responsibility over the project.
Depending on the project’s complexities, include how the Project Manager will control
matrixed organizations and employees.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
28
C O M M O N W E A L T H O F V I R G I N I A
• Identification of a Commonwealth qualified project manager.
Oversight
Describe the Commonwealth or Agency Oversight controls over the project.
Oversight in the charter is evaluated but not scored on the Balanced Scorecard.
Project Organization
Project Organization Chart
Provide a graphic depiction of the project team. The graphical representation is a hierarchal
diagram of the project organization that begins with the project sponsor and includes the
project team and other stakeholders.
29
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• A detailed graphic depiction of the project management organization.
Organization Description
Describe the type of organization used for the project team, its makeup, and the lines of
authority.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
30
C O M M O N W E A L T H O F V I R G I N I A
• A description of the project management organization to include the participants,
lines of authority and the roles and responsibilities.
Note: An effective project management organization includes all personnel
who provide guidance and oversight from the ITIB down to the lowest level
necessary at the agency level to manage the project. An effective management
organization for a Major IT project must include the ITIB, PMD, an
IAOC/Steering Committee, Project Sponsors, and Program and Project
Managers at a minimum. The Project Charter must clearly identify authority
and responsibility of project personnel.
Roles and Responsibilities
Describe, at a minimum, the Roles and Responsibilities of all stakeholders identified in the
organizational diagram above. Some stakeholders may exist whom are not part of the formal
project team but have roles and responsibilities related to the project. Include these
stakeholders’ roles and responsibilities also.
31
C O M M O N W E A L T H O F V I R G I N I A
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
• Stakeholder roles, responsibilities, and expected participation in project
development.
Note: Stakeholder participation will vary from project to project. Some
stakeholders may be directly involved on steering committees or have direct
oversight over Project Managers while other stakeholders merely watch and
observe and wait for the final product. Agencies must be able to identify
stakeholders and how they will participate throughout the Project Management
lifecycle.
Project Resources
I
dentify the initial funding, personnel, and other resources, committed to this project by the
project sponsor. Additional resources may be committed upon completion of the detailed
project plan.
In this section, specifically address the following points which will be evaluated using the
Balance Scorecard:
32
C O M M O N W E A L T H O F V I R G I N I A


Use: 0.4507