i.4 Overview of This Book

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In the first chapter, we provide a high-level overview of the SPMO. We discuss what the mission of an SPMO should be and describe the roles and responsibilities of members of an SPMO. We discuss the software program management service areas the SPMO should address, such as performance reporting, financial management, issue management, vendor management, quality management, and so on. Finally, we describe a governing body for projects, the Business Requirements Oversight Committee (BROC), and explain the roles and responsibilities of the BROC membership.

Chapter 2 discusses the process of initiation of a new project within the SPMO. It covers the roles and responsibilities of the people working with the SPMO: the Sponsor, the Project Manager, and the Core Team. This chapter, as with all subsequent chapters through Chapter 9, describes each step in the corresponding SEP phase roadmaps and the prescribed actions taken by the project Core Team to complete the project. We discuss how the Core Team uses a Project Framework Rules Document to make key decisions and document those decisions. Finally, we close the chapter with a discussion of the Target Completion Notice, User Requirements Document, and the Project Planning and Documentation Guide.

Chapter 3 provides an overview of the project analysis and planning process. A High-Level Solutions Document is covered, and various evaluation techniques for risk mitigation are discussed. We cover project tailorability issues, defining the work necessary for successful completion of the project, performing data analysis, technical analysis, requests for proposals, budgets, schedules, estimations, change management processes, approval requirements, and so on. Each of the documents required in this phase is covered in detail.

Chapter 4 is an overview of the detailed design process. A presentation of quality and human factors issues surrounding quality management is provided. Detailed discussion of the development of specifications for system, infrastructure, software requirements, interface requirements, and performance requirements is covered. The latter part of this chapter covers creation of the various development plans needed for successful completion of the design process.

Chapter 5 discusses the construction phase of the development process. Herein, the user manuals, test plans, and software are created by various teams under the overall direction of the project core team. Coverage of the development processes, test planning and test case development, product assurance, deliverables, and certification requirements are included in this chapter.

Chapter 6 covers the actual testing of the project deliverables. Various techniques for managing a test process are explained. There is also an overview in this chapter of some key test issues that should be accounted for by the Project Manager and the Test Manager before and during the test cycle.

Chapter 7 discusses implementation of the system once the testing process has been completed. Issues regarding development and execution of training are covered in this chapter, and there is some discussion on how to properly prepare for a product rollout in an enterprise.

Chapter 8 explains the issues of product and user support. During the life cycle of the product, most of the cost incurred for the project will be in this phase of the process, and some discussion of techniques on how to mitigate such costs is included.

Chapter 9 explains how to properly bring a project life cycle to an end. It discusses what should be saved, why it should be saved, how to archive such material, and what can be learned from the past history of the product.

Chapter 10 provides some real-world insight into the day-to-day issues that Project Managers face. It provides some guidance on when and how to give and take, how to select the proper methodology for the project, and other things deemed project wizardly in nature.

Chapter 11 is devoted to best practices. In this chapter, material from a leading contractor/vendor is presented to explain the various 'bestpractices' consideration that will make your project stand out from others.

Chapter 12 brings together some thoughts on how this book can help you be a more effective manager of people. Some of the most important issues any project manager will have to cope with revolve around honing people skills and effectively interacting with and motivating them to achieve desired results.

Appendix A of this book provides illustrations of all the SEP phase roadmaps in a single place for ease of future reference, as well as some additional processes that are needed to fully implement the SPMO function.

Appendix B provides detailed answers to the chapter review questions. Appendix C explains how to install the software that accompanies this book and how to tailor it to suit your organizational needs. For now, let's focus on the actions within the SPMO and what the SPMO staff 's responsibilities are in helping the project requestor get a project started.

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