User Manual - Gate Model for IS Projects



User Manual - Gate Model for IS Projects

1 General 1

2 Scope 2

3 Gate Model Description 2

4 Summary per Phase/Gate 3

Appendix 1 4

Gate 0 Checklist 4

Gate 1 Checklist 5

Gate 2 Checklist 6

Gate 3 Checklist 7

Gate 4 Checklist 8

Gate 5 Checklist 9

Gate 6 Checklist 10

Gate 7 Checklist 11

General

The ABB Gate Model for IS Projects[1] is the procedure for IS investment control.

The purpose is to provide the guiding processes for managing the transformation of business opportunities into business solutions through the use of information technology. These solutions will:

• Supporting ABB strategies and value creating objectives

• Driven by business needs and managed as an investment

• Consistently delivering the expected benefits

• Delivering faster, with less cost, fewer problems and lower maintenance costs

The Gate Model ensures visibility and accountability for management and provides management assurance and support for IS project managers at key milestones within their project. It is expected that good project practices are used throughout the execution of project, however the Gate Model does not describe how to execute the project, it describes what the project must do to enable business risk and investment decisions to be made. The users of the Gate Model should be seen as business managers and solution-providers rather than pure process-followers. All IS Projects are approved by the appropriate management authority level. The IS investment approval follows the general investment approval levels applicable in ABB[2], in addition to any further Div/BA/Country and BAU levels.

Scope

The Gate Model is consistently applied for all IS projects[3] in ABB that

• Intend to improve the way we work,

• Deliver business solutions based on new or optimized processes and their supporting information systems

Examples:

• Enterprise Management support (e.g. ERP migration)

• IS efficiency improvements (e.g. consolidation)

• eBusiness projects

• Front-end and sales force automation projects

• Supply Chain Management projects

• Project Management projects

Following are not process improvement projects:

• Customer delivery projects – governed by project management processes

• Product & Technology Development projects – governed by Gate Model for product and technology development. 9AAD104000 (due for release Q2003)

Gate Model Description

A Gate is a decision point in a project where the achieved results are evaluated from a business and strategic point of view and the Business Case is reassessed to determine whether to continue the project or not. [pic]

1. The Gate definition

The objective of Gate Meetings is to ensure investment is still viable and that the management and project manager are aligned to the objectives for the next phase and overall project goals. A decision to continue may of course include alterations to the project such as changed scope or plan (Figure 1). Any decision to proceed will include appropriate financial approval from management (as STECO member)

Each Gate consists of two parts, a Gate Assessment and a Gate Meeting.

The Gate Assessment is done by the project team to ensure that all relevant information is available to enable a decision to be made at the Gate Meeting itself. The purpose of the Gate Meeting is to confirm not to analyze, any analysis and review should be done prior to the meeting, checklists for each gate are provided to assist this process. (see appendix 1)

Gates and Phases are shown in Figure 2. The major investment decisions are typically done at G2 and G5 (where there is infrastructure investment, this is typically done at G4). The Business Case, which is the basis for these decisions, must be updated accordingly during the project.

[pic]

2. The Gates, the Phase names, and the achievements for each Gate

Summary per Phase/Gate

The checklists describe the requirements for each project gate. The complete checklists are used in the Gate Meetings. Deliverables use published templates or equivalent, best practice examples should be used where no template is available . The table below shows the typical deliverables of an IS project and to which gates they apply.

[pic]

Table 1 Overview of typical deliverables during an IS project

Appendix 1

Gate 0 Checklist

|Gate Checklist | | |Gate 0 |

| |Start of: |Gate Objective |

| |Scope Phase |Confirm that an early review of the idea and purpose has been done and |

| | |basic questions for the proposed project are addressed |

|All Gate Meeting Participants and Steering Committee members clearly |Project costs measurement is in place |

|identified and informed about their roles |Involvement of other organizations has been discussed and other potential |

|Project sponsor has appropriate investment authority |user identified |

|Current situation analyzed (process, information system and skills) and |Risk factors identified and judged |

|business needs identified |Organization can afford the investment in the next phase and the expected |

|Business opportunity analyzed to determine its feasibility and business value|investment for the whole project |

|Steering committee and the project sponsor are briefed on the scope, |Skilled resources required for the next phase identified and committed by |

|objectives, timeline and budget (typically a project charter) |all participating units |

|Buy-in and commitment from business management/representatives established |Steering committee approves passing this gate and proceeding with the |

|Preliminary business case is built and all stakeholders informed |project? |

| |The project details will be entered into the project register |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 1 Checklist

|Gate Checklist | | |Gate 1 |

|End of: |Start of: |Gate Objective |

|Scope Phase |Requirements Phase |Confirm that agreement is achieved on project scope, objectives, budget and|

| | |timeline. |

|Current situation analyzed (process, information system and skills) and |Project costs updated |

|business needs identified |Risk factors identified and judged |

|Business opportunity analyzed to determine its feasibility and business value|Organization can afford the investment in the next phase and the expected |

|Critical requirements collected from stakeholders |investment for the whole project |

|Steering committee and project sponsor agree to the updated scope, |Skilled resources required for the next phase identified and committed by |

|objectives, timeline and budget |all participating units |

|Buy-in and commitment from business management/representatives established |Steering committee approves passing this gate and proceeding with the |

|Business case is updated and all stakeholders informed, economic benefits and|project? |

|costs quantified |The project details will be updated in the project register |

|Existing solutions in ABB reviewed together with correct IS experts | |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 2 Checklist

|Gate Checklist | | |Gate 2 |

|End of: |Start of: |Gate Objective |

|Requirements Phase |Design Phase |Confirm that the Business Case and requirements are agreed upon and that |

| | |the project is described in sufficient detail to proceed |

|All steering committee members participated in this gate meeting including |Business Case assumptions and results refined and validated by a controller|

|project sponsor |and stakeholders |

|User requirements specification defined, prioritized and agreed on by all |Project costs updated |

|relevant stakeholders |Any new involvement of other organizations has been discussed and |

|Additional IS requirements defined and prioritized |additional potential users identified |

|Applicable ABB IS Architecture and Standards are identified and added to the |Risk factors re-evaluated |

|technical requirements |Organization can afford the investment in the next phase and the expected |

|Make or buy options assessed |investment for the whole project |

|Steering committee and project sponsor agree to the updated scope, |Skilled resources required for the next phase identified and committed by |

|objectives, timeline and budget |all participating units |

|Buy-in and commitment from business management/representatives maintained |Steering committee approves passing this gate and proceeding with the |

|Interactions with other projects been identified, integrated in the work plan|project? |

|and related risks considered |The project details will be updated in the project register |

|Business case is updated to reflect final scope and budget and all | |

|stakeholders informed, economic benefits and costs quantified | |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 3 Checklist

|Gate Checklist | | |Gate 3 |

|End of: |Start of: |Objective |

|Design Phase |Development Phase |Confirm that there is agreement on system design and IS architecture. |

| | |Confirm the Business Case and that activity planning is done and all |

| | |consequences on timing, cost and potential risk are analyzed, also confirm |

| | |appropriate architecture experts have been consulted |

|IS design is completed and IS application vendors selected |Steering committee and project sponsor agree to the final scope and |

|Reusable solution components in ABB identified and included in the design |objectives, and revised timeline and budget |

|ABB IS Architectural assessment done |Buy-in and commitment from business management/representatives is |

|Test, integration test and pilot approach is defined |maintained |

|High level concepts for implementation strategy, operations and support |Interactions with other projects been re-assessed and related risks |

|requirements have been worked out |considered |

|IS Infrastructure requirements are identified and addressed |Business case is updated and all stakeholders informed, economic benefits |

|Verified critical design issues by a prototype |and costs quantified |

|Best practices are included in the design |Existing solutions in ABB reviewed together with correct IS experts |

|Actions been defined to mitigate the risks/resolve the issues and the related|Project costs updated |

|negative cash impacts have been considered in the Business Case |User costs for implementation and operations are understood and accepted by|

|A Supply Manager been involved when negotiating with vendors, the Project |stakeholders |

|Manager has ensured Supply Chain Management Process compliance for all |Risk factors re-evaluated after design |

|project procurements? |Organization can afford the investment in the next phase and the expected |

|Design is in line with the requirements specification and agreed scope |investment for the whole project |

|Design impact considered in the business case update |Skilled resources required for the next phase identified and committed by |

| |all participating units |

| |Steering committee approves passing this gate and proceeding with the |

| |project? |

| |The project details will be updated in the project register |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 4 Checklist

|Gate Checklist | | |Gate 4 |

|End of: |Start of: |Objective |

|Development Phase |Validation Phase |Confirm that the developed and tested solution is ready for piloting. In |

| | |large or complex projects it should include test experts. |

|Integration & test plans & protocols are defined |Steering committee and project sponsor agree to updates to scope, |

|User manuals & user training material are ready |objectives, timeline and budget |

|Operation & maintenance material is ready |Business case is updated to reflect the developed solution and all |

|Beta test plan is done (if appropriate) |stakeholders informed, economic benefits and costs updated |

|Hosting locations for operations and support are identified |Project costs updated |

|Infrastructure Service Level Agreements are defined and costed (the pilot |User costs for implementation and operations are understood and accepted by|

|must be run under the same conditions as the to come productive environment –|stakeholders |

|just on a smaller scale) |Risk factors re-evaluated |

|Detailed process including final alignment with other processes is documented|Organization can afford the investment in the next phase and the expected |

|Roll-back plan in case that the pilot fails, or G5 is not passed, is done |investment for the whole project |

|Implementation and support strategy decided and reviewed with stakeholders |Skilled resources required for the next phase identified and committed by |

|and with IS infrastructure? |all participating units |

| |Steering committee approves passing this gate and proceeding with the |

| |project? |

| |The project details will be updated in the project register |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 5 Checklist

|Gate Checklist | | |Gate 5 |

|End of: |Start of: |Objective |

|Validation Phase |Implementation Phase |Confirm that by the solution is verified by the pilot test and that the |

| | |plan for implementation and the business case are realistic. |

|All steering committee members participated in this gate meeting including |Data sources are populated |

|project sponsor |Actions been defined to mitigate the risks/resolve the implementation |

|Pilot assessment and Error Finding list reviewed and completed |issues and the related negative cash impacts have been considered in the |

|Implementation plan finalized |Business Case |

|Site implementation material published |Interactions with other projects in implementation been identified and |

|Communication material published |related risks considered |

|Implementation readiness assessed and approved |Business case is updated and all stakeholders informed, economic benefits |

|Implementation plan is realistic regarding time for user training, migration |and costs quantified |

|from old solutions and proper change management activities |Project costs updated |

|Operations and Support in place |User costs for implementation and operations are updated from the pilot |

|Training prepared |experience and are understood and accepted by stakeholders |

|Certify the IS solution for Industrial IT (where appropriate) |Implementation risk factors re-evaluated |

|Planned benefit documented in Business Case been confirmed with the |Organization can afford the implementation investment in the next phase |

|participating organizations in the pilot |Skilled resources required for the next phase are identified and committed |

|Participating organizations are committed to the implementation plan, both |by all participating units, especially locally |

|from cost and resource aspects |Steering committee approves passing this gate and proceeding with the |

|Detailed process including final alignment with other processes is documented|project? |

| |The project details will be updated in the project register |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 6 Checklist

|Gate Checklist | | |Gate 6 |

|End of: |Start of: |Objective |

|Implementation Phase |Benefits Delivery Phase |Confirm that implementation plan is completed and formally close the |

| | |project and ensure that operational elements are in place |

|Plan to monitor usage, benefits and stakeholder satisfaction is active |Project has been properly handed-over to the Product Manager (no |

|Plan to monitor operations and support performance is active |outstanding project issues left and project resources have been released) |

|Project documentation is properly archived |Business case is revised and the basis for benefits measurement agreed with|

|Handover to process/product manager is ready |all stakeholders |

|Experiences collected and actions defined for continuous improvement |Project costs updated and close project cost center |

|Experiences from the project been collected and shared with the rest of the |Gate 7 date agreed (typically 6-12 months after Gate 6) |

|organization |Steering committee approves passing this gate and closing the project |

|Operational performance/cost, has been reviewed and improvement identified |All stakeholders, including the steering committee, are fully briefed on |

|Actual level of usage and benefits have been compared to the usage forecast |project closure |

|in the business case |Group Application Register is updated |

|Actions been defined/queries been raised to improve the stakeholders |The project details will be updated in the project register |

|acceptance/satisfaction? Based on the regular stakeholders satisfaction | |

|monitoring | |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Gate 7 Checklist

|Gate Checklist | | |Gate 7 |

|End of: |Objective |

|Benefits Delivery Phase |Confirm that business case is on track by evaluating status of the |

| |implemented solution. Also confirm that lesson learned have been acted upon|

|Experiences collected, incl. actual benefits and compared to the business |Feedback from users regarding ideas for improvements and higher benefit are|

|case |captured |

|Lessons learned collected and respective actions defined for future projects |The project details will updated in the project register |

|Actions been defined/queries been raised to improve the stakeholders |Project sponsor has been informed |

|acceptance/satisfaction? |Steering committee approves passing this gate and completing the project |

|All potential benefits gained from usage of the product been realized at all | |

|sites | |

|Support process is working well | |

|Sign Off |

|Project Title: |Project ID: |Date: |

|Project Manager: |Project Sponsor: |

Revisions

|Rev. Ind. |Page (P) Chapt. |Description |Date Dept./Init. |

| |(C) | | |

|B | |Draft for GM3.0 |03.05.2002 |

| | | |GP-PMI - PeHo |

|C | |Draft for GM3.1 |2003-01-22 |

| | | |CIO-ISA – kk, RS |

|D | |Draft for GM 3.1 |2003-02-06 |

| | | |CIO-ISA, PL |

|E | |Including feedback from ISI(Joseph Leinders, Thomas Schmidt), ISA(Roland |2003-02-25 |

| | |Pettersson, Hakan Olsson) |CIO-ISA, PL |

|F | |Expanded explanation of Gate Model in relation to good project practice, |2003-02-27 |

| | |eliminated repetition between deliverables and activities in Gate summaries, |CIO-ISA, PL |

| | |added ‘end of’ and ‘start of’ phase labels to each Gate summary, added | |

| | |explanation of optional and mandatory to deliverables table | |

|G | |Reduced number of deliverables required (table and Gate summaries updated |2003-03-07 |

| | |accordingly) |CIO-ISA, PL |

|H | |Added G1 after input from PT division |2003-03-20 |

| | | |CIO-ISA, PL |

|I | |Change name, revised checklists to reflect input from IS Council |2003-04-01 |

| | | |CIO-ISA, PL |

|J & K | |Draft for BA IS review prepared |2003-04-04 |

| | | |CIO-ISA, PL |

|L | |Public revision |2012-12-14 |

| | | |GF-IS AK |

-----------------------

[1] Gate Model for IS Projects will be referred as Gate Model in the rest of the document

[2] Reference Group Directive 13.2 – appendix 1

[3] A Project:

- has clear scope, objectives, budget and time frame

- has dedicated resources and responsibility

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