General
The purpose of this SOP is to establish a consistent and structured approach to project management within the organization (herewithin referred to as “AdvaCare”). This SOP outlines the step-by-step procedures to effectively manage projects from initiation to closure, ensuring successful outcomes, efficient resource utilization, and stakeholder satisfaction.
This SOP applies to all projects undertaken in AdvaCare, however, the focus of this SOP is mostly on simple to moderate complexity projects, as very complex projects require more planning and structuring. The team members involved in project execution and oversight include:
● project managers / department managers
● final approver
● stakeholders
Classification of Projects
There are many various projects that are handled in AdvaCare, with the main differentiating factor being the complexity of a project.
There are 3 types of projects based on complexity:
● Simple Projects: projects with straightforward tasks and minimal interdependencies, limited scope, resources and team members. Usually simple projects have a relatively short duration, and are typically completed within a few weeks.
For example, a project to run QBR Meetings, a project to finalize a new Vendor for a certain product or product range, a project to enter additional data into the ERP database, or a project to make minor updates and improvements to an existing website.
● Moderate Complexity Projects: projects with some interrelated tasks and moderate coordination requirements, usually with a duration of several months.
For example, a project to develop and execute a new Marketing Campaign, a project to create and launch a new ERP module, or a project to launch a new product range.
● Complex Projects: projects with multiple interdependencies and intricate workflows, involving significant resources, multiple teams, extensive planning and complex requirements.
For example, a project to develop and launch a new Website or a new ERP system.
This SOP will focus mostly on the Project Management process for Simple and Moderate Complexity Projects.
Roles & Responsibilities
It is important that every team or department member involved in the project understands their own role and responsibilities, and roles and responsibilities of other participants.
The main roles of any project in AdvaCare are:
1. Project Manager
2. Final Approver
3. Project Owner
4. Stakeholder
Detailed description of each role and their responsibilities are listed below.
Project Manager Role and Responsibilities
Project Manager Role: Responsible for overall project initiation, planning, execution, and successful delivery/closing by the set Due Date. In most of the cases with Simple and Moderate Complexity Projects, Department Manager plays the role of a Project Manager. Department Supervisor or any member of the department can also play the role of a Project Manager if directed by Department Manager.
Project Manager Responsibilities:
● Define project objectives, deliverables, and success criteria, identify the stakeholders of the project.
● Create the environment for the project in the ERP and file repository in Shared Drives, as well as any documentation required for the project.
● Follow the process of managing the project’s life cycle as described in this SOP.
● Develop and maintain the project plan, including the Work Breakdown Structure, schedule, and resource allocation.
● Monitor project progress, address issues, and track changes to the project scope, schedule, and resources.
● Provide guidance and support to the stakeholders of the project, control quality and schedule of deliverables, ensure all the pre-set processes are followed by all team members.
● Ensure effective communication among team members and stakeholders.
● Ensure the completion of the project within the predetermined time frame and high quality of the results.
IMPORTANT:
The role of the Project Manager is the most important and complex. Fulfilling this role requires a certain mindset of proper planning and control of everything done for the project. No process required for project execution can be left to stakeholders to decide, unless it is discussed and approved by the Project Manager. The concept of control and being able to drive the project to completion in all aspects is crucial to successful project management.
Final Approver Role and Responsibilities
Final Approver Role: Refers to the person who has the final say in the confirmation of completion of the project. Final Approver can be the same as the Project Manager, or can be different.
For example, if Department Supervisor is the Project Manager then Department Manager can be the Final Approver. In cross-departmental projects, Manager of another department can be the final approver, or Director can be the final approver of larger scale projects.
In Complex Projects Final Approver is in essence the Product Manager of a project, or in other words, the person who knows what the final result needs to be like, what the final “product” needs to be, or what final goals need to be achieved. Product Manager in Complex Projects plays a very important role in all stages of the project life cycle and is involved in every decision, however, in Simple and Moderate Complexity Projects Final Approver should not be fully involved in project Initiation, Planning or Execution and only needs to check and approve (or disapprove) the final “product” (or final deliverable).
For example, if the project is to prepare and run a new Marketing Campaign, Marketing Dept. Manager would be the Project Manager and BD Dept. Manager would be the Final Approver. It means that Marketing Dept. Manager is fully responsible for delivering the final result of good quality, but BD Dept. Manager can provide initial guidance and check and approve (or disapprove) the final result. BD Department Manager in this example should not play the role of the Project Manager and control every step of the project, guide every process and check every deliverable.
Final Approver Responsibilities:
● Provide guidance to the Project Manager during the initiation of the project, if necessary.
● Check the final “product” (or final result) of the project and make sure that it answers the project requirements.
● If the project result doesn’t meet the requirements, request the revisions until the final “product” is approved.
Project Owner Role and Responsibilities
Project Owner Role: The term “Project Owner” in AdvaCare is used to describe the stakeholder responsible for completion of a certain task under a project. In essence Project Owner is the owner of a task assigned to them. The Project Owner will complete their part of the project, making sure to collect all the assets which might be needed from other stakeholders of the project. In essence, Project Owner is the manager of the task assigned to them, or a manager of part of the project (implying a smaller scale than Project Manager, who manages the whole project).
Project Owner Responsibilities:
● Execute the assigned tasks within the defined schedule and quality standards.
● Manage the completion of the assigned tasks within the defined time frame, including collecting the assets from any stakeholder involved in the project. Project Owner is ultimately responsible to collect deliverables from any stakeholder involved, to complete the assigned task on time.
● Ensure the quality of the assigned task and all related deliverables (if any).
● Report progress, issues, and risks to the Project Manager and other stakeholders.
● Follow the process of working on the tasks as directed by the Project Manager.
● Follow the approval process as directed by the Project Manager.
● Participate in project meetings and contribute to decision-making processes.
● Share knowledge and lessons learned with the Project Manager and team members.
● Suggest improvements of the process to the Project Manager.
● Move the tasks through the stages of the project pipeline to indicate the progress of tasks.
Stakeholder Role and Responsibilities
Stakeholder Role: The term “Stakeholder” applies to any participant or a team member of a project. In project management this term refers to the group of people who need to do some tasks for the project. Stakeholders can include various individuals, teams, or departments that play a role in executing tasks and contributing to the project's success. They may have different responsibilities, expertise, and contributions to the project. It's a broad and inclusive term that encompasses anyone who has a part in the project, irrespective of their specific roles or backgrounds.
Any stakeholder can become a Project Owner when tasks are assigned to them, but in AdvaCare this term is mainly used to address the team members that need to prepare an asset/deliverable for the task assigned to a Project Owner or play a supporting role in task completion.
The term “stakeholder” is also inclusive of any freelancers that are hired to prepare an asset/deliverable.
Stakeholder Responsibilities:
● Execute assigned tasks or prepare the assets/deliverables required by Project Owners within the defined schedule and quality standards.
● Collaborate with the Project Owners or Project Manager in preparing assets/deliverables.
● Report progress, issues, and risks to the Project Owner and other stakeholders.
● Participate in project meetings and contribute to decision-making processes.
● Follow the approval process as directed by the Project Owner and make revisions when required.
● Share knowledge and lessons learned with the team members.
Managing a Project
Managing a project can be broken down into 4 main stages:
1. Initiation: The stage when Project Manager identifies the need of a project, its scope, goals and objectives, and project stakeholders.
2. Planning: The stage when Project Manager plans the project and its workflow, defines the steps and deliverables, prepares the necessary tasks and subtasks in the ERP.
3. Execution: The stage when Project Owners/Stakeholders are working on the assigned tasks and taking the necessary actions to deliver the results. The progress is monitored and controlled by the Project Manager.
4. Closure: The stage of assessing the results, making process adjustments and closing the tasks and subtasks in the ERP.
Initiation
Initiation is the first stage of a project life cycle. During this stage, Project Manager identifies the need of a project, its goals and project stakeholders. Identifying the need for a project and initiating it is crucial for every project manager to do effectively. Perception, proactivity and leadership are required for initiating a project.
The need of a project can be identified at any time and can come from different sources:
● An idea that comes to Department Manager of how to improve a process;
● Another Department Manager requests an improvement or an update to be done or addressed;
● Company Director requests something to be done or sets certain annual goals;
● A stakeholder or department member makes a suggestion or recommendation on process improvement.
Once the need of a project is identified, the Department/Project Manager must immediately perform two main actions:
1. Create a project or task in Odoo ERP, even if it is not intended to start until later on, to be able to review future projects when reviewing the backlog in Grooming sessions and decide when to start the planning stage. In more basic terms, tasks for future projects are created in advance so to remember to come back to the project in future.
2. Create a file repository in Shared Drives, for the storage of all documents involved in the project. Creating a folder or even a dedicated drive (when necessary) is crucial to organizing the work on a project correctly. All files related to a project must be saved in the Shared Drives in an organized and clear way, for any stakeholder’s reference.
Note: Complex Projects require a much more detailed approach to Initiation stage, which might include preparation of the main project documentation, such as:
● RACI Chart: a way to identify project teams' roles and responsibilities.
Refer
here
for AdvaCare RACI chart template.
● Project Charter: a formal document that states the project objectives, scope, stakeholders and deliverables, and provides Project Managers with written authority to begin work.
Refer
here
for AdvaCare Project Charter template.
● Kick-off Meeting (presentation): communicates the project goals and objectives to ensure the project team and all stakeholders are clear on what the new project is for.
Refer
here
for AdvaCare Kick-off Meeting template.
Creating a Project/Task in the ERP
1. Once the need of a project is identified, create a new environment in the ERP where the project and related assignments will be planned and executed, and project progress will be tracked.
The environment of a project in the ERP depends on several aspects:
● What is the type of the project? Is it a Simple Project, a Moderate Complexity Project or Complex Project?
● Does the project require multiple Departments involvement?
● Which topic does the new project belong to? Will it fit the current Projects structure in the ERP?
If the new project is a Simple Project, does not require involvement of other Departments and can fit into an existing Project of a department in the ERP, then create a new Task inside the existing Project. Further breakdown of such projects in parts can be accomplished by creating subtasks later on.
If the new project is a Moderate Complexity Project, or requires multiple Departments involvement, or the topic doesn’t belong to any existing project and cannot be included into any, then create a new Project in the ERP. Further breakdown of such projects in parts can be accomplished by creating multiple parent tasks and subtasks.
If the new project is a Complex Project, it might require creation of several Projects in the ERP dedicated to different parts of the project, because each part of the project will require multiple parent tasks with a lot of subtasks.
For example, for the project dedicated to development and launch of a new website, it would be required to create at least two Projects in the ERP - a Project dedicated to Design (assets and content preparation), and a Project dedicated to Development (IT side).
To recap, once the environment of the project is determined, create either a new task (in an existing project) or open a new Project in the ERP.
The detailed process of creating a new Project and a new Task is described in
Projects Module SOP
.
2. Once the Project or Task is created in the ERP, Project Manager needs to tag the Project and Task:
● If a new Task was created for the project, then add the tag “Story” to indicate that this is the main Task of the new project and contains the overview of what needs to be done.
● If a new Project is created, create a new Task in this Project and add a tag “Story” to indicate that this is the main Task of the new project and contains the overview of what needs to be done.
This main Task (Story) can stay assigned to the Project Manager and serve as a reference for creating further structure of the project in the ERP or for tracking further steps.
Note: even if the project is to be started later on, the Project Manager must complete the Initiation stage at this time. If for some reason it is not possible at the same time as creating the Task/Project, Project Manager must assign themselves an Activity at this moment to come back to the project and continue filling out the Main Task Description.
3. Copy the Main Task Description Template into the newly created task description.
Main Task Description Template:
Project Manager: [Name of Department Manager/Project Manager/Specialist]
Final Approver: [Name of Specialist/Department Manager/Project Manager]
Project Type: [indicate whether the Project is Simple, Moderate Complexity or Complex]
Project Goals:
[One or several goals of the project]
Stakeholders:
[Name 1]
[Name 2]
[Name 3]
...
Due Date:
[Date of when the project should be completed]
Sprint Iteration Duration:
[Duration of each Sprint, for example 1 week]
Kick-Off Sprint Meeting Date:
[Date of when the project officially starts]
Work Breakdown Structure:
Project Flow: (detailed description of each step of the project)
1. [Step 1]
2. [Step 2]
3. [Step 3]
...
Tasks Structure:
1. [Task Name
Task Link:
Project Owner:
Due Date: ]
2. [Task Name
Task Link:
Project Owner:
Due Date: ]
...
Deliverables: (list below as applicable)
- [Deliverable 01]: [Responsible Person Name]
- [Deliverable 02]: [Responsible Person Name]
- [Deliverable 03]: [Responsible Person Name]
Deliverables Approver:
- [Deliverable 01]: [Name]
- [Deliverable 02]: [Name]
- [Deliverable 03]: [Name]
Approval Process:
[Detailed steps of the deliverables approval process]
Linked Elements:
[Name of the file]: [Link]
[Name of the file]: [Link]
4. At the Initiation stage, Project Manager needs to define and fill out the following fields in the Main Task Description Template:
● Project Manager: Responsible for overall project initiation, planning, execution, and successful delivery/closing by the set Due Date. In most of the cases with Simple and Moderate Complexity Projects, Department Manager plays the role of a Project Manager. Department Supervisor can also be a Project Manager if directed by Department Manager.
● Final Approver: Refers to the person who has the final say in the confirmation of completion of the project. Final Approver can be the same as the Project Manager, or can be different.
For example, if Department Supervisor is the Project Manager then Department Manager can be the Final Approver. In cross-departmental projects, Manager of another department can be the final approver, or Director can be the final approver of larger scale projects.
● Project Type: Indicate the type of the new project (Simple, Moderate Complexity or Complex).
● Project Goals: Define the goals and objectives of the project.
For example, the goal of a project could be to improve a process inside of the department by entering the information into ERP database, or to acquire new customers in a new market by executing a new Marketing Campaign.
● Stakeholders: Identify stakeholders who will participate in the completion of the project, execute project tasks and deliver the assets. Decide the stakeholders based on the project requirements and employees skills. If the required deliverables cannot be prepared in-house, add freelancers to the list of stakeholders, addressing them by their role.
For example, “Copywriter”, “3D Model Designer”, “Frontend Developer”, etc.
● Due Date: Represents the date when the Project is planned to be completed. At this stage, the target date can be filled out. The date can be changed later on during the Planning stage, when the Manager will plan out the details of the project.
5. Save the task. The rest of the Main Task Description will be filled out during the Planning stage.
6. If the project is not meant to enter the Planning stage immediately after Initiation, then Project Manager
must
set themselves an Activity in the Main Task chatter to come back to it and start the Planning stage later on. Activity is to be set with the Due Date at least one week before the execution is planned to start, as the proper planning of Simple and Moderate Complexity Projects might take at least one week.
Planning
Planning is the most important stage of any project, it involves detailed planning and preparation for the project’s execution. It follows the Initiation stage and is focused on breaking down the project's work into manageable tasks. During this stage, Project Manager defines the overall project flow, prepares the requirements of the project, breaks down the project into steps, creates tasks and subtasks, defines the deliverables and the detailed workflow of each deliverable (QA process of each part of the project, implementation process of each task).
When Project Manager is ready to start the project, before talking to the Team or carrying out any further actions, Project Manager needs to plan the project flow and deliverables and fill out the remaining points of the Main Task Description.
In essence, the Planning stage of a new project in Agile methodology is the process of backlog creation and refinement. During this stage, Project Manager creates a “product backlog”, which consists of the list of tasks and subtasks that need to be addressed in the project, breaks down a project into smaller tasks, estimates efforts, and ensures that the backlog items are well-defined and ready for implementation.
The key to running any project successfully is being able to identify all the steps and dependencies, prepare the clear requirements and determine the project flow during the Planning stage. During this stage the Project Manager prepares the information and requirements needed by stakeholders to be able to complete the tasks and prepare correct deliverables. If the Manager fails to plan out the project in advance and provide clear requirements to the stakeholders, the project will fail. Proper planning is crucial to achieving project goals within the preset deadlines and delivering high quality results.
The Planning stage can be divided into 3 main steps:
1. Filling out the details in the Main Task Description
2. Creating Tasks/Subtasks of the project
3. Conducting the Kick-Off Sprint Planning meeting
Note: Complex Projects require a much more detailed approach to Planning stage, which might include preparation of the main project documentation, such as:
● WBS document: Refer
here
for AdvaCare WBS document template
● Schedule Plan (Gantt Chart): Refer
here
for AdvaCare Gantt Chart template
● Risk Plan
● Budget Plan
● Project Plan: time (schedule), people (budget) and scope (risks)
The details of each of 3 steps are described below.
Filling out the Main Task Description
Planning of a project is impossible without breaking down the project into steps and manageable tasks, and recording this information. If the project breakdown exists only in the Project Manager’s head, it creates ambiguity and misunderstandings, which lead to a failed project with low quality deliverables, delayed deadlines and inefficient processes. Therefore, the most important part of the Planning stage is filling out the details in the Main Task Description.
Detailed process of filling out the remaining items in the Task Description Template (which were not filled out in the Initiation stage) is described below.
Open the Main Task Description of the project prepared during the Initiation stage.
Fill out the following fields:
1. Sprint Iteration Duration: Depending on the complexity of the project, Sprint Duration can be 1 week or 2 weeks. This time frame represents how often the Project Manager will run Sprint Planning meetings, or address the project progress in the departmental Sprint Planning meetings. If the project has a lot of moving parts at the same time, then it is advised to set Sprint Iteration Duration to 1 week.
2. Kick-Off Sprint Meeting Date: The date when the Project will officially start. Kick-Off Sprint Meeting is the meeting where the Project Manager will introduce the project to the team and explain the requirements to each stakeholder.
3. Work Breakdown Structure: The main part of task description and planning of a project in general. Work Breakdown Structure (WBS) is the breakdown of the project into smaller, manageable tasks/subtasks. It is used to develop a hierarchical structure outlining the interdependencies between tasks/subtasks and assign resources and estimated duration of each task/subtask. Work Breakdown Structure consists of 2 parts:
a) Project Manager must first write out the steps of the project in subsequent order in the “Project Flow” sub-section. Describe the project flow, what goes first/second/third/etc. Think of all the points that need to be completed and what connections or dependencies might appear. Write very detailed steps which are easy to understand and follow for any team member or any other person who does not know anything about the project.
b) After the steps breakdown Project Manager will be able to decide the tasks/subtasks structure and who will be responsible for each task/subtask. Fill out the “Tasks Structure” sub-section.
● Task Name: Fill out the names of future tasks/subtasks. The names of tasks/subtasks can be not final names at this point, the names can be revised later after tasks are created.
● Task Link: can be left unfilled at this point. The links will be added later after tasks are created.
● Project Owner: the person responsible for completion of each task/subtask within the Sprint Iteration or agreed time frame. The Project Owner will complete their part of the project, making sure to collect all the assets which might be needed from other stakeholders of the project.
● Due Date: the date when each task/subtask is due, or, in other words, when the Project Owner needs to deliver the assignment or final deliverable.
4. Deliverables: List the deliverables, or assets, required for project completion, and the names of each Stakeholder responsible to deliver them. For example, if a project requires designs which need to be prepared by a designer, or content which needs to be written by a Marketing Specialist responsible for content writing. Deliverables can be completed by Project Owners or by other Stakeholders which have the required skill set to prepare the assets. When the assets are needed from other Stakeholders and cannot be prepared by the Project Owner, then it is Project Owner responsibility to request the deliverable, give detailed instructions and requirements to the Stakeholder, as well as control the timeline and quality of the deliverable.
Note: If a deliverable preparation needs to be outsourced, it is important to include the step of identifying the right freelancer in the Project Flow and Tasks Structure. Identifying the right freelancer, negotiating the cost of the deliverable, getting the budget approved will take time and resources which need to be considered during the Planning stage. This step will also require a Project Owner who will manage this process, and clear directions on how to handle this assignment.
5. Deliverables Approver: Each deliverable must be approved by the Project Owner or the Project Manager, or a person from another department. It is important to list the people who need to approve the deliverables to create the accountability and clear approval structure, so that each Stakeholder knows who to deliver the asset to for checking.
Note: If several team members need to approve the deliverable, then list several names in this section.
6. Approval Process: This section must include details about the process of approval of the deliverables of the project. It does not need to be detailed if the approval process is simple, but for some projects the approval process can be complex and include several stages, when different stakeholders need to check and approve each asset. Project Manager must fill this section in a detailed and concise way for projects where several people need to check the assets or deliverables; each Stakeholder or Manager involved needs to understand the workflow of who checks what and when, and who it goes to after they confirm the deliverable. If left undefined, this process can become confusing and lead to delayed deadlines and subpar quality of the deliverables.
Note: a complex Approval Process requires time allocation and should be considered when defining the Due Date of a project.
7. Linked Elements: List of the documents required for project completion and/or folders where the documents are saved/will be saved. If there are documents that need to be created by the Project Manager, create them at this time and add them to the list with the links. All documents used for the Project must be created from and saved in the Shared Drives, with no exceptions. It is preferable to have all the documents in online formats such as gsheet or gdoc.
Note: it is important that there is a dedicated folder in Shared Drives for any deliverables or documents related to the project, and it needs to be defined or created at this stage if it was not created during Initiation stage. The folder structure must be considered, it needs to follow the company format and be located in the right place in Shared Drives.
Double check the fields filled out during Initiation stage to make sure that nothing needs to be revised. If something has changed, revise the task description accordingly. Make sure the Due Date of the project is revised if necessary. At this point, the Main Task Description must be complete, full and accurate.
Once the Main Task Description is completed, Project Manager can start creating the tasks/subtasks to prepare for the Kick-Off Sprint meeting and Execution stage.
Creating Tasks/Subtasks of the Project
1. Create Tasks and Subtasks that were planned and listed in the Main Task Description. The names of Tasks/Subtasks can be adjusted if necessary.
The names of Tasks/Subtasks must be clear and concise.
Follow the directions for naming Tasks/Subtasks:
● Clear and Descriptive: The task name must be clear and descriptive, giving an immediate understanding of what the task involves.
● Concise: Keep the task name concise and to the point. Avoid overly long names that may become unwieldy and hard to read.
For example, Task name should not contain a full sentence.
● Action-Oriented: Use action verbs to indicate what needs to be done.
For example, "Process Customer Orders" or "Review Monthly Reports"
● Specificity: Be specific in the task name to avoid confusion.
For example, instead of "Update Records", use "Update Customer Contact Information".
● Hierarchy: If tasks are organized hierarchically, use a structure that clearly indicates the relationship between tasks and subtasks.
For example, when naming a Subtask use the structure "Task Name > Subtask Name".
● Format: Each word in the task name must be capitalized.
For example, instead of “Main campaign > Southeast asia”, use “Main Campaign > Southeast Asia”.
2. Move the new Tasks/Subtasks to the relevant stages: if tasks/subtasks are to be started in the next Sprint Iteration, move them to Sprint stage; if tasks/subtasks are created for the future Sprint Iterations, move them to Backlog stage.
3. Keep the newly created tasks/subtasks assigned to the Project Manager at this point.
4. Fill out the task descriptions of the new Tasks/Subtasks which were moved to Sprint stage. Task descriptions must contain the following overall structure:
● Description: A detailed explanation of what needs to be done and how to do it. This part can contain parts of the Work Breakdown Structure from the Main Task Description, with added details relevant to this particular part of the project, steps that need to be taken by the Project Owner, guidelines for the Project Owner on how to fulfill the assignment.
● Acceptance Criteria: List the requirements for the deliverables (if any) and criteria that will be used to evaluate the results. The requirements for the deliverables need to be as detailed as possible.
● Linked Elements: Add all the documents/folders needed to work on the task.
Tasks/Subtasks Description Template:
Description of the newly created tasks/subtasks must follow the template:
Description:
Project Owner: [Name of the person responsible for completion of the task]
Task Instructions:
(detailed description of what needs to be done, including steps, requirements, guidelines and directions for completing the task)
Deliverables: (list below as applicable)
- [Deliverable 01]: [Responsible Person Name]
- [Deliverable 02]: [Responsible Person Name]
- [Deliverable 03]: [Responsible Person Name]
Deliverables Approver:
- [Deliverable 01]: [Name]
- [Deliverable 02]: [Name]
- [Deliverable 03]: [Name]
Approval Process:
[Detailed steps of the deliverables approval process]
Acceptance Criteria:
(list of criteria of task completion or deliverables completion)
Linked Elements:
[Name of the file]: [Link]
[Name of the file]: [Link]
5. Fill out the ‘Deadline’ field of each task/subtasks with the Due Date of each task, and add relevant Tags. Each task/subtask must have the department tag and “Task” tag.
Note: If the Project is broken down into Tasks correctly, the Deadline will most likely be the same as the length of the Sprint Iteration, unless Project Manager determines otherwise. The Deadline must include the time required for Approval Process.
6. Assign the tasks in the Sprint stage to relevant Project Owners who will be responsible for these tasks.
7. If the schedule allows, fill out the task/subtasks descriptions for all tasks in the Backlog stage. Otherwise, these task descriptions will need to be filled out when it is time to move them to the Sprint stage (before the Sprint meeting, during the Backlog Grooming session).
8. After all the tasks/subtasks are created, filled out and assigned to the relevant Project Owners, Project Manager must double check the Main Task Description and adjust anything that has changed, so that Main Task Description has the most accurate information and the final breakdown of tasks.
9. Once the Main Task Description is checked and revised if necessary, Project Manager can move on to the next step of the Planning stage, which is the Kick-Off Sprint Planning meeting.
Conducting Kick-Off Sprint Planning Session
Sprint Planning session is in essence a part of the Project Planning stage. Project Manager must schedule the Kick-Off Sprint Meeting session (first meeting about the project) to explain to all Stakeholders the overall project information, project goals, and cover every assignment in detail. If the Department is running weekly Sprint meetings, the Kick-Off meeting of a new project can be combined with the next weekly Sprint meeting.
The Kick-Off Sprint meeting of a new project is no different than any other Sprint meeting, except that in the first meeting of a new project the Project Manager must go through the Main Task Description of the new project, provide context and overview of the new project, as well as go through each newly created task and give detailed explanation to the assigned stakeholders and Project Owners.
Detailed process of conducting a Sprint Planning session is described in
Conducting Sprint Planning Session SOP
.
After the meeting is conducted, the project moves to the Execution stage.
Execution
The Execution phase, also known as the "Sprint" itself, is when the team works on the tasks identified during the Planning phase. The project enters the Execution phase with the first sprint where tasks are executed, and progress is made towards completing the selected backlog items. The focus during the Execution phase is on completing the tasks within the sprint's time frame.
Every team member during the Execution phase has a set of responsibilities which must be followed strictly to ensure the completion of the project.
The Execution stage will take as many Sprint iterations as needed to complete the project. Before every Sprint iteration, Project Manager must conduct Backlog Grooming sessions as described in
Conducting Backlog Grooming Session SOP
, and ensure that for every single assignment there is a relevant task with detailed Task Description.
Project Manager must ensure that the Due Date set during the Planning stage is met.
Team Members Responsibilities during Execution stage
Project Manager
● Monitoring task progress
● Providing guidance and support to team members when needed
● Identifying and addressing any issues or obstacles that impede progress
● Gathering feedback and insights for further improvement or adjustments to the backlog
● Conducting Daily Stand-up meetings to collect the updates on completed work, planned work and any obstacles or issues (when necessary)
● Ensuring that every team member is following the workflow, guidelines of each task assigned, as well as the established approval process
Note: If there is a deviation from the established process, Project Manager must evaluate whether the new process is correct or not. If the new process is better than the established one, then Task descriptions must be revised to reflect the changes. If the new process is not correct, it is Project Manager responsibility to address the issue with the relevant stakeholder and ensure that the established process is followed.
● Preparing any additional tasks/subtasks with detailed task description
● Ensuring quality of the completed deliverables
● Monitoring project progress against the established schedule and milestones
● Taking corrective actions to bring the project back on track as necessary
● Marking the tasks as Done when they are completed and approved
● Assigning Activities to get tasks completed if necessary
● Adapt to changes in the project workflow and adjust the Main Task Description to reflect the changes
Project Owner
● Completing the tasks within the sprint’s time frame
● Managing the execution of tasks to fulfill the sprint goal
● Sending timely and detailed messages in tasks chatter to keep all Stakeholders informed of the progress of the assignment, as well when requesting any deliverables/support/advice
● Following the established workflow
● Providing quality results and following QA process as established by the Project Manager
● Managing every aspect of the assignment, including getting assets from other stakeholders if assets are required, on time and of good quality
Note: if Project Owner requires assets to be prepared by another Stakeholder, it is Project Owner responsibility to follow up with the Stakeholder and get whatever is required to complete the task within the sprint’s time frame.
● Moving the assigned tasks into relevant stages (from “To Do” to “In Progress”, from “In Progress” to “Revision”)
Note: tasks stages must reflect the actual status of the tasks. Tasks should not be left in “To Do” stage until they are completed. Likewise, tasks should not be left in “In Progress” stage if they are completed.
● Reassigning tasks to the relevant Stakeholders when required
Note: the task must be reassigned when Project Owner submits the deliverables to the approver, or when Project Owner needs to get an asset from a Stakeholder.
● Assigning Activities to Stakeholders and completing their own Activities on time
Stakeholders
● Providing the deliverables and assets when required by Project Owners
● Revising the assets provided if necessary, according to the established QA process
● Assisting in any other way to achieve tasks completion within the sprint time frame
● Completing assigned Activities
Closure
Closure is the last stage of the project life cycle. During this stage, Project Manager must verify that all project deliverables meet the defined acceptance criteria, and the Project meets the stated goals. Note that goals can, and most likely will, be adjusted throughout the project to remain flexible while still structured. Therefore, the goals have to be consistently updated when adjusted.
During this stage, Project Manager must submit the final result of the project to the Final Approver and receive the confirmation. Final Approver is ultimately responsible for ensuring accuracy, while Project Manager is responsible for the overall deliverables of the project.
Closure stage typically includes the following steps:
1. Approval and Review: During the final approval process in the Closure stage, Project Manager reviews the completed project deliverables against the predefined acceptance criteria, and submits the final result to Final Approval.
2. Revisions and Adjustments: If Project Manager or Final Approver identify areas that require revisions, adjustments, or improvements, these changes are requested and documented.
3. Revisions Process: Project Manager goes through a process that includes defining the scope of the revisions, assessing the impact on the project timeline and resources, and updating the necessary project documentation. This step implies Backlog Refinement and Grooming to include the requested revisions into the upcoming Sprint. Project Manager must give higher priority to the required revisions compared with other tasks/assignments of each stakeholder.
4. Implementation of Revisions: The project team implements the requested revisions during the Sprint, based on the feedback and requirements provided by Final Approver and Project Manager.
5. Re-Approval or Final Approval: Once the revisions are completed, the updated deliverables are reviewed again by the Final Approver.
6. Project Closure: After the revisions have been made and the updated deliverables have been approved, the project can proceed with the remaining closure activities, such as documentation and archiving.
Once the project is completed, Project Manager must move any remaining tasks to the Done stage. The Project in the ERP can be archived after all the tasks are completed and moved to the Done stage.
Every project in AdvaCare must be completed. It is unacceptable to leave any project that was started uncompleted or dropped.