The NextGen Program follows a project management methodology in order to be more effectively manage projects. This site outlines the core components of the methodology, and contains templates and processes that are used by project teams to execute projects. For a more detailed look into the NextGen Project Management Methodology, please review the Project Management Guidebook. Please note that materials on this site may be updated throughout the program lifecycle.
On this page:
A deliverable is a work product, or artifact, created during the project execution. Deliverables can be documents, presentations, new software or infrastructure, or an implemented process. The table below outlines the required deliverables for each phase. Please see the Deliverable Flow Diagram to see the interaction and flow of deliverables throughout the project lifecycle. To understand proposed responsibility for each deliverable, please refer to NextGen Program Deliverable RACI.
With regard to NextGen Michigan Program methodology, and specifically this Web page, a gate is a review meeting with the project sponsor. The purpose of the meeting is to update the sponsor and request approval to move to the next phase. During the review, the project updates the sponsor on the project's accomplishments (milestone completion), outcomes with regard to cost and benefit, and confirms the phase exit criteria have been met.
When a sponsor approves phase completion at a gate review, they:
For descriptions of each phase and respective deliverables, please see the Project Management Guidebook.
|Phase||Phase description||Deliverables||Questions to answer before moving to the next phase|
|Planning||Planning is the first phase of the project lifecycle. During this phase the Project Manager assembles and organizes all the necessary information to understand project stakeholder goals and expectations, establish project governance, confirm project scope, estimations and roles, develop project work plan and estimate operating cost, savings and benefits.||
|Analyze/Design||The Analyze/Design phase is the second project phase in which business, functional and technical requirements are defined and a solution architecture developed. Based on these requirements, design documents are built and the project prepares to go to Build/Test.||
|Build||The Build phase consists of building specific service components, planning for the testing of the service and beginning to plan for Service Pilot & Implementation.||
|Test||The test phase is when the service components are tested individually and collectively to ensure functional requirements have been met. Other test phase activities include performing user acceptance testing, regression testing and preparing for service pilot and service deployment.||
|Service Pilot||The Service Pilot phase is when the service is rolled out to a small group of users in preparation for large scale deployment.||
|Deploy/Run||The Deploy/Run phase is when the service is rolled out to deployment groups and production support is transitioned to the future-state support group.||
The Risk Management, Change Management and Change Control processes below should be leveraged throughout the lifecycle of each project in the NextGen Program.
The process of recognizing, assessing and controlling the uncertainties (risks) that may result in schedule delays, cost overruns, performance problems, or other undesired consequences. A risk is an event that, if it were to occur in the future, would likely negatively impact the quality, cost and/or benefit of a delivery outcome.
The process and tools for the identification, analysis, resolution, reporting and escalation of the project and program issues. An issue is a situation that negatively impacts the progress of a project.
The process of ensuring individuals impacted by the new and improved service offerings delivered by NextGen Michigan are accurately defined, engaged and receive frequent communications.
The process of gathering, confirming, base lining and controlling scope and requirements to ensure program and projects reach the intended business objectives. Ensures that project change requests are quickly identified for communication and escalation, and are managed in a timely manner.
For a more detailed look into the NextGen Project Management Methodology, please review the Project Management Guidebook.