Professional Documents
Culture Documents
Approval The following people are considered key stakeholders in this process, and should review and indicate their approval by signing below. Sponsors Name Title Signature Date
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Role Program eader !ngineering Representative "arketing Representative
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Change Management #hanges should and will be considered when, after a decision has been made, new information arises, or conte$t changes. %ubstantial changes to these agreements will be assessed for impact to pro&ect goals and reviewed by the #hange Review 'oard (#R'). The #R' consists of ***,+++, and ,,,, with appropriate input from other key stakeholders. %uggested changes and impact assessment will be tracked in a change management log. Approved changes will be incorporate into this and other pro&ect documents and recorded in the revision history block above.
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+ey Metrics " 0o% %ill A1 1 Success $e Measured& %i$ months from now a review of this pro&ect concludes8 -. The Product ifecycle (P #) guides and supports product development teams and sponsors in consistently doing the right things for the business overall. 1. There is buy<in from all stakeholders that the P # is useful, and it is in use by all product development teams. A. 9t is considered effective and efficient E ?&ust the right amount@ of process structure to optimi:e results. C. !$ecutive sponsors are able to make better decisions at decision points as a result of more consistent and comparable processes across pro&ects. 3. 9t supports reducing product development cycle time. Critical Success .actors to Achieve !oals #hat this Project is N T -. #ommitment at the e$ecutive sponsor level to actively -. A documentation e$ercise, or re<writing e$isting docs. lead and support this effort. 1. Developing a ?Fate@ process. 1. 'andwidth at other levels of the organi:ation to A. An attempt to document an ideal product development accommodate developing this process while meeting process to which *+, may aspire. other urgent business needs. C. An attempt to reduce the &udgment and fle$ibility A. #ontinuity of process ownership by the *+, employee reBuired of our product development teams. who will be responsible for facilitating and improving the 3. %olely a means to achieve 9%; certification. P # process. 7. A pro&ect to build binders of information no one uses. Top Ris's 2 Mitigation " #hat Could !o #rong& -. 9nterferes with critical other pro&ects. E Respect the 1. Documentation is created that doesnGt reflect the priority of other pro&ects. actual process in use. E Hp front focal interviews and ongoing review. Decision Priority List " 0o% %ill %e ma'e trade3offs& Assumptions I- J !ffectively meet the goals and deliver the benefits. Pro&ect schedule is fle$ible enough to accommodate I1 J Do so in a way that builds cross<functional collaboration. vacations and other planned absences. IA J "eet the scheduled milestones on time. Full funding and staffing from kick<off through pro&ect IC J %tay within the agreed upon budget. completion. Target Dates for Major Milestones Rough rder of Magnitude ,udget )stimate Date Milestone People Mimberly -3 E 13 hours6week April K2A 9nitiate Pro&ect Narvey -2 E -3 ? April K2A arry, "oe, %hemp, others -2 E -3 ? Mick ;ff at #;; evel Lune K2A 4eb development OOO...C2 hours Focal 9nterviews #omplete Luly K2A Total8 P - E -.3 FT! for C months %ign ;ff #harter Aug K2A !Buipment =6A P # Plan Review and Approval %upplies Q 322 T'D . . . Team 9ncentives 5 #elebrations Q A222
DRAFT
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