SPS Project Management Methodology

The SPS Project Management (PM) methodology is closely aligned with the Project Management Institute (PMI) project management framework. Extensive and comprehensive in nature, the PMI framework is the "gold standard" from which to measure project management success.

The SPS PM methodology begins with the PMI framework and tailors it to meet our customer's needs and unique business environment. Fundamental to the SPS PM methodology are the five (5) pillars of successful project management:

1. Scope Definition
2. Project Management Plan (PMP)
3. Requirements Traceability Matrix (RTM)
4. Risk Management
5. Change Management

Supportive of these initiatives is the incorporation of the Rational Tool Application Suite for providing the tools required to streamline and automate the PM processes. Ensuring that these artifacts and activities are properly developed and communicated is responsibility of the SPS Project Manager (PM).

All SPS PMs are PMI-Certified Project Managers. SPS believes in the PMI framework and, to this end, delivers the most highly qualified PM professionals to ensure our customer's success. We realize that the most important functions of sound project management are to ensure:

• Management is aware of all activities related to the project
• Proper and thorough communication occurs between the staff and customer
• Customer expectations are effectively managed
• Projects are completed within cost and schedule constraints
• Projects are completed in compliance with an Agency's existing System Development Methodology, if applicable

Our project management approach is based on the principle of "best practice" project management-incorporating processes and techniques that are appropriate for the environment, culture, and special conditions found in the client organization. Our processes and procedures provide a disciplined, iterative approach to initiating, planning, controlling, and reporting of the tasks and responsibilities of the project. Our goal is to ensure the production of high-quality products that meet the needs of its end-users, within a predictable schedule and budget, making the best use of time, techniques, and people.

Pillar I - Scope Definition

Upon inception of any project, and with the development of the project charter, the initial scope of the project is outlined. Of paramount importance to the project's success is a properly defined and agreed upon scope of work. The scope of work drives all subsequent phases of the project and is the cornerstone in maintaining a cohesive vision of the project outcomes among all stakeholders. SPS staff has significant experience in defining and communicating the project scope. The SPS process for properly defining the project hinges on a thorough understanding of the following factors:

• Customer's desired project outcomes
• Available resources
• Project environment
• Schedule

To obtain the knowledge required to assess these factors, SPS employs several types of customer interactions to assess and measure customer satisfaction, beginning with close liaison with customer personnel during task order planning. Planning interactions include participation in tailoring life cycle processes and products; establishing the desired granularity of project reporting; defining roles and responsibilities; assessing risks; and identifying contractor dependencies, assumptions, and constraints.

Most importantly, SPS understands that to be successful, the customer and its users must be intimately involved throughout the project life cycle that begins with the Initiate Phase. For example, with the Revenue Accounting and Management (RAM) system, which SPS developed for the USPTO, the RAM User Advocates Team was formed, consisting of user representatives from the 12 USPTO functional areas. This team provided the foundation for approval and guidance of the definition and implementation of the system requirements. Since deployment, this group still meets on a monthly basis to communicate and direct the focus of operational enhancements to meet the users' operational needs.

Pillar II - PMP

SPS's approach begins with the Project Management Plan (PMP). Because of the inherent structure and open communication fostered with the implementation of SPS's enterprise solutions, standard work products such as the PMP are well understood and incorporate input from all stakeholders. The PMP will define the project schedule, milestones, resources, roles and responsibilities, communication plan, and overall project approach. It will be a "living" document continually monitored and updated throughout the project lifecycle.

Developing and adhering to a project plan that encompasses both functional and technical aspects of the project ensures communication and alignment of responsibilities throughout the effort. Regularly scheduled project review meetings will track and monitor the progress of activities against the plan.

SPS staff is well versed in the areas of project "fast tracking" and in identifying and streamlining the critical path(s) of the project lifecycle.

SPS conducts review and status meetings with our customers at least once a week. Minutes are documented, actions assigned, and status reported. These meetings provide an exact assessment of status and enable frequent customer comment and guidance as required.

SPS provides formal reports each month as a task order deliverable. The reports address technical, financial, and schedule status; updated risk assessments; planned corrective action, if required; and identification of SPS dependencies on resources we do not directly control. Our financial reports vary in detail and format depending on the size and complexity of the task order, ranging from simple breakdowns of current and cumulative costs to Cost/Schedule Status Reports encompassing Earned Value Management System (EVMS) controls.

Pillar III - Requirements Traceability Matrix (RTM)

Following the definition of Project Scope, and the development of the initial PMP, the SPS approach moves towards defining the project requirements. Often, the customer will define the high-level project requirements that will serve as a starting point towards developing a complete requirements document.

SPS understands the importance of an agency's undertaking in developing new systems and the importance in adequately performing cost-benefit, feasibility, and risk analyses to culminate in a solution for the future direction, both short-, medium- and long-term initiatives of the agency. The goals of these initiatives are accomplished through a comprehensive and coherent list of project requirements.

The SPS approach is to document requirements within a Requirements Traceability Matrix (RTM). The RTM provides the "checks and balances" throughout the project lifecycle to ensure the delivered system meets the customer's objectives.

The RTM integrates: Project Scope » Requirements » Acceptance Test

With this process, project goals are "traced" through the lifecycle to ensure the delivered system functions as desired. In addition, the RTM serves as an important communication tool for external IV&V teams, auditors, and other agency stakeholders.

SPS has extensive experience using the Rational Tool, Requisite Pro, for the capture and management of system and business process requirements. Requisite Pro provides the foundation for integration between the requirements (scope), testing, and subsequent delivered functionality.

Pillar IV - Risk Management

All projects of all types have various risks. Risks can be inherent with the agency's environment, the industry, resources, technology, and other areas. The SPS process for Risk Management begins with the development of the Risk Management Plan to focus the customer and team on the following activities:

• Risk Identification
• Risk Qualification
• Risk Response
• Risk Tracking and Monitoring

SPS maintains a library of "known" risks associated with different project types. These risks have been and are continually identified through the implementation of Best Practices in our projects. SPS also maintains a library of industry Best Practices that drive agencies and their associated projects towards conformance to these adopted, preferred methods of operation. Conformance to these Best Practices often generates an initial list of identifiable risks.

In addition, SPS staff possesses the experience of enterprise software development to the extent of being able to foster and guide discussions towards identifying risks associated with a particular endeavor.

Once risks are identified, they are categorized by expected frequency and impact. This categorization occurs for both a project completion and cost impact perspective. Once risks are identified, a specific Risk Response is developed such that a plan is in place if the risk occurs. Status on risks is obtained on a regular basis during the weekly project meetings, and existing risks are monitored continually.

Unique to the SPS process is the SPS Corporate Technology Team (CTT) whose primary responsibility is to identify and mitigate project risk.

Corporate Technology Team
SPS success is grounded in technical excellence and extraordinary client satisfaction. To help sustain these underpinnings, SPS formed a group of superbly skilled Technical Directors who are chartered with spearheading overall technical excellence within the company and are supported by Chief Technologists specializing in specific technology areas. The CTT is responsible for the strategic technical direction of the company and for mitigating technical risk and sharing technical solutions, best practices, and lessons learned across all software development projects to include our client base, as well as our own commercial product development efforts.

Pillar V - Change Management

Change to project schedule, scope, and requirements is inevitable during the project lifecycle. Changes associated with resource allocation, technology advancement, and business operations often require a change to the project's schedule or objectives. Effective management of these changes leads to minimal cost/schedule impacts and maintains a cohesive baseline of our customer's expectations. The SPS process for effective Change Management relies upon an effective Communication Plan, as developed within the PMP, in conjunction with key stakeholder support and sponsorship of the proposed change. Too often, changes are made without the proper stakeholders being solicited for their guidance and acceptance.

SPS promotes the establishment of a Change Control Board (CCB) within the customer organization to be the driving force behind system and business process changes. The SPS process augments the CCB with the Rational ClearQuest and ClearCase tool applications. Operational at several SPS customer agencies, Clear Quest provides an integrated Change or Issue Tracking system while ClearCase maintains application baseline control of the system. Therefore, proposed changes are tracked within ClearQuest, reviewed and approved by the CCB, and implemented into the operational baseline through the controls provided by ClearCase.

Independently reviewing and enhancing this Change Management process is the SPS Product Assurance Group (PAG). The PAG is a corporate group whose primary goal is to ensure the integrity and repeatability of the changes to the system or process.

Product Assurance Group
SPS manages the disciplines of Test, Quality Assurance, and Configuration Management within the Product Assurance Group. The SPS Product Assurance team leads our process improvement efforts, which we consider central to our current success and indispensable to our continued growth to a large business attuned to our clients needs. Members of the SPS Product Assurance Group are certified in Quality Assurance (QA), Configuration Management (CM), and Software Testing by internationally recognized certifying organizations.

In summary, the SPS process employs the resources and tools to effectively manage and communicate the required changes for system and business operational success.