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This framework provides management with a structure to measure and control information technology in accordance with generally accepted criteria incorporated in the guideline Control OBjectives for IT (COBIT) published by the Information Systems Audit and Control Association (ISACA).



PO10  Managing Projects
Control over the IT process of ...
managing projects
    that satisfies the business requirement
    to set priorities and deliver on time and within budget
     
      is enabled by
      • the organisation identifying and prioritising projects in line with the operational plan and the adoption and application of sound project management techniques for each project undertaken

        and takes consideration

        • business management sponsorship for projects
        • program management
        • project management capabilities
        • user involvement
        • task breakdown, milestone definition and phase approvals
        • allocation of responsibilities
        • rigorous tracking of milestones and deliverables
        • cost and manpower budgets, balancing internal and external resources
        • quality assurance plans and methods
        • program and project risk assessments
        • transition from development to operations
           

Record of Assessment
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  Control Objective:
Manage Projects. 
*
 Project Management Framework
*
 User Department Participation in Project Initiation
*
 Project Team Membership and Responsibilities
*
 Project Definition
*
 Project Approval
*
 Project Phase Approval
*
 Project Master Plan
*
 System Quality Assurance Plan
*
 Planning of Assurance Methods
*
 Formal Project Risk Management
*
 Test Plan
*
 Training Plan
*
 Post-implementation Review
 NOTES: (works best with IE)
  Conclusions:
* Non-existent 
Project management techniques are not used and the organisation does not consider business impacts associated with project mismanagement and development project failures.
* Optimised 
A proven, full life-cycle project methodology is implemented and enforced, and is integrated into the culture of the entire organisation. An on-going programme to identify and institutionalise best practices has been implemented. There is strong and active project support from senior management sponsors as well as stakeholders. IT management has implemented a project organisation structure with documented roles, responsibilities and staff performance criteria. A long-term IT resources strategy is defined to support development and operational outsourcing decisions. An integrated programme management office is responsible for projects from inception to post implementation. The programme management office is under the management of the business units and requisitions and directs IT resources to complete projects. Organisation-wide planning of projects ensures that user and IT resources are best utilised to support strategic initiatives.
* Managed and Measurable 
Management requires formal and standardised project metrics and "lessons learned" to be reviewed following project completion. Project management is measured and evaluated throughout the organisation and not just within IT. Enhancements to the project management process are formalised and communicated, and project team members are trained on all enhancements. Risk management is performed as part of the project management process. Stakeholders actively participate in the projects or lead them. Project milestones, as well as the criteria for evaluating success at each milestone, have been established. Value and risk are measured and managed prior to, during and after the completion of projects. Management has established a programme management function within IT. Projects are defined, staffed and managed to increasingly address organisation goals, rather than only IT specific ones.
* Defined Process 
The IT project management process and methodology have been formally established and communicated. IT projects are defined with appropriate business and technical objectives. Stakeholders are involved in the management of IT projects. The IT project organisation and some roles and responsibilities are defined. IT projects have defined and updated milestones, schedules, budget and performance measurements. IT projects have formal post system implementation procedures. Informal project management training is provided. Quality assurance procedures and post system implementation activities have been defined, but are not broadly applied by IT managers. Policies for using a balance of internal and external resources are being defined.
* Repeatable but Intuitive 
Senior management has gained and communicated an awareness of the need for IT project management. The organisation is in the process of learning and repeating certain techniques and methods from project to project. IT projects have informally defined business and technical objectives. There is limited stakeholder involvement in IT project management. Some guidelines have been developed for most aspects of project management, but their application is left to the discretion of the individual project manager.  
* Initial / Adhoc 
The organisation is generally aware of the need for projects to be structured and is aware of the risks of poorly managed projects. The use of project management techniques and approaches within IT is a decision left to individual IT managers. Projects are generally poorly defined and do not incorporate business and technical objectives of the organisation or the business stakeholders. There is a general lack of management commitment and project ownership and critical decisions are made without user management or customer input. There is little or no customer and user involvement in defining IT projects. There is no clear organisation within IT projects and roles and responsibilities are not defined. Project schedules and milestones are poorly defined. Project staff time and expenses are not tracked and compared to budgets.
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