PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Generic Critical Success Factors

These are the basic reference sheets for the generic critical success factors (CSF), which should
be provided to the project manager and sponsor of any health assessment to explain what will be
evaluated and the expected supporting evidence sources.

Table of Contents
1 Stakeholder Management Generic CSF...................................................................................2
2 Risk Management Generic CSF...............................................................................................4
3 Scope Management Generic CSF.............................................................................................6
4 Time Management Generic CSF..............................................................................................8
5 Cost Management Generic CSF.............................................................................................10
6 Communications Management Generic CSF.........................................................................12
7 Quality Management Generic CSF........................................................................................14
8 Human Resource Management Generic CSF.........................................................................16
9 Procurement Management Generic CSF................................................................................18
10 Integration Management Generic CSF...............................................................................20

SATURDAY, FEBRUARY 15, 2014 PAGE 1 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

1 Stakeholder Management Generic CSF

The generic stakeholder management CSF provides an assessment of the completeness and
effectiveness of the process in place to identify, manage and control project stakeholders.

Stakeholder Management Generic CSF

Critical Success Factor
1. Is there a stakeholder
management plan?
2. Are project stakeholders
identified (internal/external to
project) and their analysis
complete and documented?
3. Does the stakeholder analysis
include descriptions of
expectations, sensitivities, and
both positive and negative
project bias?
4. Does the stakeholder
management plan include
strategies for managing both
positively and negatively biased
stakeholders?
5. Does the stakeholder
management plan describe
procedures for continued
involvement and communication  Project communications history
with stakeholders?
6. Is responsibility and
accountability for stakeholder
engagement (communicating
and monitoring) clearly defined
and operational?
Supporting Evidence Sources
 Project charter
 Project management plan (stakeholder and
communication management components)
 Project sponsor, project manager and project team
interviews
 Key project stakeholder interviews
 Project charter
 Project management plan (stakeholder and
communication management components)
 Project organization chart
 Stakeholder register or list
 Communication RACI diagrams
 Stakeholder analysis documentation
 Stakeholder register or list
 Communication management plan (e.g., RACI
diagrams)
 Stakeholder analysis and management strategy
documentation
 Key project stakeholder interviews
 Business case and value proposition foundations
 Stakeholder management plan
 Communication management plan
 Stakeholder analysis and management strategy
documentation
 Project sponsor and project manager interviews
 Stakeholder management plan
 Communication management plan (e.g., RACI
diagrams)
 Stakeholder management plan
 Communication management plan
 Project organization chart
 Project sponsor, project manager and project team
interviews

SATURDAY, FEBRUARY 15, 2014 PAGE 2 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Stakeholder Management Generic CSF

Critical Success Factor
7. Are stakeholder communications  Communication management plan (e.g., RACI
current, consistent, accurate and
based on the project’s
information management
system?
8. Are stakeholder expectations and  Issue logs
issues addressed timely and
successfully?
9. Are stakeholder identification,
analysis and management
strategies periodically reviewed
and updated?
10. Is stakeholder involvement,
interest and bias monitored,
influenced and managed?
Supporting Evidence Sources
diagrams)
 Project communications history
 Project sponsor and key stakeholder interviews
 Risk logs
 Project governance meeting minutes, issues and
action items
 Project status presentation meeting minutes, issues
and action items
 Updates to stakeholder management plan
 Issue logs
 Project sponsor, project manager and key stakeholder
interviews
 Updates to stakeholder management plan
 Issue logs
 Project sponsor, project manager and key stakeholder
interviews
 Change request log

SATURDAY, FEBRUARY 15, 2014 PAGE 3 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

2 Risk Management Generic CSF

The generic risk management CSF provides an assessment of the completeness and effectiveness
of the process in place to identify, qualitatively and quantitatively analyze, plan responses and
control project risks.

Risk Management Generic CSF

Critical Success Factor
1. Is there a risk management plan  Project management plan
and does it specify how risks
will be identified, analyzed,
responded to, and controlled?
2. Are the project team, sponsor
and stakeholders aware of the
risk management plan and
involved in its execution?
3. Have project risks, threats and
opportunities, been identified?
4. Has qualitative (and/or
quantitative) risk analysis been
performed?
5. Have appropriate risk response
strategies been considered and
implemented?
6. Are appropriate risk mitigation
strategies in place with
appropriate monitoring
measures?
7. Have contingency plans been
developed for high probability or  Contingency plans have been developed and
high impact risks, in case the
risk mitigation strategy fails?
8. Is an ongoing risk identification,  Risk management plan
analysis and response planning
Supporting Evidence Sources
 Project risk management plan
 Project risk register or log
 Risk management plan
 Communication management plan and RACI
matrices
 Project status reports
 Minutes from risk identification, analysis and
response planning meetings
 Risk register or log
 Risk management plan
 Risks are identified, documented and categorized as
to likelihood and impact
 Risk register or log
 Risk response plan
 Risk register or log
 Risk triggers
 Risk response plan
 Risk register or log
 Project schedule (risk contingency plan)
 Project budget (risk contingency budget)
 Risk management plan
 Risk mitigation strategies have been developed,
documented and implemented.
 Applicable risk mitigation metrics are in place to
monitor effectiveness of mitigation strategy.
 Risk management plan
documented for high probability and/or high impact
risks in case a risk mitigation strategy fails.
 Appropriate risk mitigation success metrics are
monitored to determine when/why to trigger
implementation of the contingency plan.
 Updated risk register or log

SATURDAY, FEBRUARY 15, 2014 PAGE 4 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Risk Management Generic CSF

Critical Success Factor
process in place and operating
effectively?
9. Are project assumptions
validated and appropriate
monitoring measures put in
place to ensure continued
validity?
10. Are project assumptions
considered potential risks by the  Risk register or log
project and appropriate risk
response planning completed?
Supporting Evidence Sources
 Meeting minutes
 Status reports
 Risk management plan
 Documented project assumptions
 Appropriate established metrics/triggers to monitor
continued assumption validity
 Risk management plan
 Risk response plans
 Status reports
 Risk/issue meeting minutes

SATURDAY, FEBRUARY 15, 2014 PAGE 5 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

3 Scope Management Generic CSF

The generic scope management CSF provides an assessment of the completeness and
effectiveness of the process in place to collect requirements, define scope, create a work
breakdown structure, validate and control project scope.

Scope Management Generic CSF

Critical Success Factor Supporting Evidence Sources
1. Is a scope planning process in  Scope management plan
place and understood by project  Project management plan
team and stakeholders?  Project communications RACI matrices
2. Is project scope defined  Business requirements definition
sufficiently to describe the “in  Scope definition
scope” project deliverables,  Work Breakdown Structure
products and services and “out  Change control log
of scope” project boundaries?
3. Have deliverables, products and  Scoped requirements
services content and acceptance  Requirements traceability matrix (RTM)
criteria been established in  Deliverable expectation document (DED)
sufficient detail to avoid  Deliverable acceptance log
deliverable acceptance conflict  Status reports
and does acceptance proceed  Project schedule and variance
smoothly?
 Work performance data
4. Has the project scope been  WBS with three to five level of hierarchy
subdivided into major/interim  WBS in sufficient detail to allow task definition with
deliverables, products and effort <= 80 hours
services and then the required  WBS in sufficient detail to ensure task duration fit
project work into appropriately within a single status reporting period
sized work packages (i.e.,
WBS)?
5. Does the scope statement  Objective, measurable deliverable, product and
include objectively quantifiable service milestones included in scope statement
milestone deliverables, products  WBS
and services for determining
project progress and status?
6. Has the scope statement been  Scoped requirements
validated and approved by the  Scope statement baseline
project sponsor and key  Requirements traceability matrix
stakeholders to include business  Project management plan
valued to be delivered by  Meeting minutes
project?
7. Do project team members,  Scope statement baseline
sponsor, stakeholders and users  Communication management plan and RACI
have a common understanding matrices
of scope?  Interview notes

SATURDAY, FEBRUARY 15, 2014 PAGE 6 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Scope Management Generic CSF

Critical Success Factor
8. Do project team members
understand their role and
accountability for requests to
perform work not within the
currently defined scope?
9. Is there an established scope
control process in place and
operating effectively?
10. Is there evidence of “scope
creep” or deliverable “gold
plating” in project deliverables  Requirements traceability matrix
or planned work?
Supporting Evidence Sources
 Meeting minutes
 Scope management plan
 Scope change control requests
 Work performance data
 Project schedule variance
 Interview notes
 Scope management plan
 Scope change requests
 Integrated change management plan
 Status reports
 Meeting minutes
 Scoped requirements
 Scope definition
 Work performance statistics
 Project schedule variance

SATURDAY, FEBRUARY 15, 2014 PAGE 7 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

4 Time Management Generic CSF

The generic time management CSF provides an assessment of the completeness and
effectiveness of the process in place to develop and control a project schedule of defined,
sequenced and estimated activities.

Time Management Generic CSF

Critical Success Factor
1. Has a schedule management
plan been created outlining how  Project management plan
project activities will be defined,
sequences, resource allocated,
estimated and change
controlled?
2. Are all appropriate activities
identified in the work
breakdown structure (WBS)
and/or project plan?
3. Have activity duration/effort
estimates been made by
appropriately skilled project
team members?
4. Are activity & decision
dependencies (internal and
external) amongst tasks
identified?
5. Has a schedule been established  Gantt chart, schedule or timeline
and is it reasonable based on
resource allocation, productivity  Resource allocation (leveled)
assumptions and dependencies;
or, is there an “artificial”
completion date?
6. Is the plan clear, sufficiently
detailed, and used to monitor
progress; and, is it updated
regularly?
Supporting Evidence Sources
 Schedule management plan
 Schedule management plan
 WBS in sufficient detail to allow activity definition
with duration and/or effort
 Major activity categories may include, for example
on an Information Technology project:
o Project management
o Requirements analysis, design and documentation
o Construction and testing of deliverables
o Preparing test environment
o Testing (functionality and capacity/performance)
o Interface testing
o Implementation
 Time management plan
 Activity duration estimation methods
 Activity effort estimates
 Interview notes
 Critical path chart or network diagram
 List of dependencies
 Interview notes
 Productivity assumptions
 Calendar
 Documentation in enough detail that would allow the
Project Manager to know where they are at all times
and when the schedule may be affected
 Project plan artifacts (resourced and leveled Gantt
chart)

SATURDAY, FEBRUARY 15, 2014 PAGE 8 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Time Management Generic CSF

Critical Success Factor
7. Are appropriate interim and
major milestones with
quantifiable deliverables,
products or services defined and
tracked?
8. If future tasks require deferred
detail planning, is an appropriate  Updated project schedule
planning horizon used for detail  Work performance data
task planning and resource
allocation?
9. Has the project schedule been
reviewed, approved and signed
off by the project sponsor and
key stakeholders?
10. Is an appropriate schedule
change management plan in
place and utilized?
Supporting Evidence Sources
 Updated project plans
 Status reports that track actual against planned
 Work performance data
 Identified interim and major milestones
 Status reports against milestones using the
objectively quantified measurements for progress
assessment
 Planning horizon process definition
 Project status reports(future activities 30 – 60 day
planning horizon)
 Approved project schedule
 Meeting minutes
 Baselined project plan
 Schedule change management process
 Change requests
 Baselined & rebaselined project plan

SATURDAY, FEBRUARY 15, 2014 PAGE 9 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

5 Cost Management Generic CSF

The generic cost management CSF provides an assessment of the completeness and effectiveness
of the process in place to estimate costs, determine a budget and control it.

Cost Management Generic CSF

Critical Success Factor
1. Has a cost management plan
been defined?
2. Are the basis for cost estimates
sound (i.e., how were they
determined)?
3. Is there sufficient budget to
cover aggregate project cost
estimates including high
probability/severity risk
response strategies and
training/mentoring?
4. Have sufficient contingency and  Cost management plan
management reserves been
established to cover unknowns
(i.e., risks, scope change, etc.)?
5. Has the budget been reviewed
and approved by the project
sponsor and appropriate
stakeholders?
6. Is the approved budget
baselined, used for all cost
tracking, variance reporting, and  Change control log
rebaselined following approved
budget changes?
7. Are cost estimates refined during  Cost management plan
the life of the project?
8. Is a cost change control system
in place, utilized and correlated
with project scope change
control?
9. How is cost performance
measured and forecasted (e.g.,
Earned Value Analysis)?
10. How is cost variance managed,
Supporting Evidence Sources
 Cost management plan
 Project management plan
 Scope change management plan
 Performance reporting plan
 Status reports
 Cost management plan
 Cost estimating assumptions
 Budget
 Cost management plan
 Budget
 Budget
 Contingency and management reserves
 Cost management plan
 Approved budget
 Cost management plan
 Budget baselines and status tracking
 Budget and budget variance reports
 Change control log
 Cost management plan
 Budget and budget variance reports
 Change control plan
 Change control log
 Cost management plan
 Budget and budget variance reports
 Change control log
 Cost management plan

SATURDAY, FEBRUARY 15, 2014 PAGE 10 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Cost Management Generic CSF

Critical Success Factor Supporting Evidence Sources
reviewed and approved?  Budget and budget variance reports
 Change control log

SATURDAY, FEBRUARY 15, 2014 PAGE 11 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

6 Communications Management Generic CSF

The generic communications management CSF provides an assessment of the completeness and
effectiveness of the process in place to plan, manage and control project communications.

Communications Management Generic CSF

Critical Success Factor
1. Has a formal communications
management plan been
developed and approved?
2. Is the communications
management plan being
followed?
3. Is a project Governance or
Steering Committee comprised
of an Executive Sponsor and
appropriate decision-makers and  Project charter
stakeholders established and
functioning?
4. Does the project receive
appropriate and timely executive  Issue log
and business sponsor attention?
5. Is an effective issue management  Issue management plan
plan and process in place?
6. Are project issues (internal &
external) appropriately
identified, escalated, and
resolved in a timely manner?
7. Are project status and activities  Schedule Variance (SV) and/or Schedule
being monitored & reported in
enough detail and with enough
frequency to ensure early
detection of problems or
schedule slippage?
8. Is the project budget being
appropriately tracked and
reported?
SATURDAY, FEBRUARY 15, 2014
Supporting Evidence Sources
 Approved communication management plan
 Project management plan
 Responsibility, Accountability, Comment & Inform
and/or Review, Approve, Create & Informed matrices
(RACI)
 Communication management plan
 Status meetings and reports
 Communication log
 Email
 Evidence of other project communications
 Project organization chart
 Project governance charter and by-laws
 Project communication plan
 Meeting minutes
 Status meetings and reports
 Action log
 Evidence of timely decision making
 Issue log with action plans
 Issue resolution
 Issue log
 Meeting minutes
 Status reports
 Change requests or log
 Change impact analysis
Performance Index (SPI) from earned value
calculations
 Actual hours tracked against estimates
 Percent complete against schedules and estimates
 Counts of implementation units completed
 Documented project meetings and progress reports
 Cost Variance (CV) and/or Cost Performance Index
(CPI) from earned value calculations
 Spreadsheets with budget information
PAGE 12 OF 21
 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Communications Management Generic CSF

Critical Success Factor
9. Are external project
dependencies included in status  Documented project meetings and progress reports
reporting?
10. Is the sufficiency and
effectiveness of the
communications management
plan periodically reviewed?
Supporting Evidence Sources
 Budget status reports to sponsors
 Budget actuals tracked against estimates
 Actuals compared to percent complete
 Status meetings and reports
 Project schedule with external milestones and
evidence of status update
 Frequency of the review defined process defined in
communications management plan
 Revised RACI matrices
 Revised project organization chart reflected in current
RACI

SATURDAY, FEBRUARY 15, 2014 PAGE 13 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

7 Quality Management Generic CSF

The generic quality management CSF provides an assessment of the completeness and
effectiveness of the process in place to plan, manage and control project quality.

Quality Management Generic CSF

Critical Success Factor Supporting Evidence Sources
1. Has a Quality Management Plan  Quality management plan
been developed for the project?  Project management plan
 Deliverable Expectations Documents
2. Does the quality management  Quality management plan
plan reference and take  Project management plan
advantage of existing project  Project status reports, issues log, risk log, change log
management processes?
3. Are content definition and  Quality management plan
acceptance criteria defined for  Project management plan
all project deliverables, products  Project status reports, issues log, risk log, change log
and services?  Deliverable expectations document
4. Does deliverable content  Project scope definition
definition include project  Work breakdown structure
requirements as defined by the  Requirements definition
project’s scope definition,  Requirements traceability matrix
requirements traceability matrix  Deliverable expectations document
and work breakdown structure
5. Do acceptance criteria detail  Quality management plan
what to evaluate, how to  Deliverable expectation document
evaluate it and who should  Project team and stakeholder roles and
evaluate deliverables for responsibilities and skills inventory
appropriate quality?
6. Were deliverable content  Quality management plan
definition and acceptance criteria  Deliverable expectation documents
reviewed and approved by  Meeting minutes
project team and affected  Interview notes
stakeholders?
7. Are deliverables consistently  Quality management plan
evaluated against their content  Deliverable acceptance criteria
definition and acceptance  Deliverable acceptance reports
criteria?  Project status reports, issues log, risk log, change log
 Project team, sponsor and stakeholder status meeting
minutes
8. Are the deliverable review  Meeting minutes
results reported to appropriate  Deliverable acceptance reports
sponsor, user and other o Project status reports, issues log, risk log, change
stakeholders? log
o Project team, sponsor and stakeholder status

SATURDAY, FEBRUARY 15, 2014 PAGE 14 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Quality Management Generic CSF

Critical Success Factor Supporting Evidence Sources
meeting minutes
9. Are appropriate corrective  Status reports
actions put in place when quality  Meeting minutes
metric measurements are not  Deliverable acceptance reports
acceptable? o Project status reports, issues log, risk log, change
log
o Project team, sponsor and stakeholder status
meeting minutes
10. If there are repeated instances of  Status reports
low quality (i.e., negative  Meeting minutes
deliverable reviews), is root  Deliverable acceptance reports
cause analysis performed and  Root cause analyses
corrective action put in place?  Revised quality management plan
 Revised deliverable and acceptance criteria definition
process
 Project team, sponsor and stakeholder status meeting
minutes

SATURDAY, FEBRUARY 15, 2014 PAGE 15 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

8 Human Resource Management Generic CSF

The generic human resource management CSF provides an assessment of the completeness and
effectiveness of the process in place to acquire, develop and manage the project team.

Human Resource Management Generic CSF

Critical Success Factor Supporting Evidence Sources
1. Is there an appropriately detailed  Human resource management plan
and complete human resource  Project management plan
management plan in place?  Project organization charts and/or RACI matrices
 Training plans
2. Are project team member roles  Human resource management plan
and responsibilities defined?  Role, responsibility, authority and skill competency
descriptions
 Resource Breakdown Structure (RBS)
 RACI matrices
3. Is a staff acquisition, retention,  Human resource management plan
replacement & release plan  Staff acquisition & release plan
defined and followed?  Project schedule resource allocation
4. Do project team members know  Human resource management plan
their role, responsibility,  Role, responsibility, authority and skill competency
authority and skill competency descriptions
requirements? Are project team  Interviews with team members
members familiar with the other
team members?
5. Are appropriate resources (skill  Human resource management plan
set and quantity) available &  Resource Breakdown Structure (RBS)
assigned to complete project  Evidence that appropriate skills and knowledge are
implementation? assigned to specific work packages
 Business staff and operations staff are involved where
necessary
 External resource assignments
6. Is an appropriate training plan in  Evidence that appropriate skills and knowledge are
place and executed to ensure assigned to specific work packages
project team members are  Training plan by project team member
adequately prepared to execute
assigned activities?
7. Is the training plan monitored  Updated human resource management plan
and modified by emerging  Updated training plan by project team member
project needs?  Evidence of training per training plan
8. Is a performance tracking  Human resource management plan
mechanism in place to monitor  Performance monitoring metrics
project team members against  Effort estimate to actual variance analysis
assigned tasks, effort estimates,  Deliverable acceptance reports
& quality objectives?

SATURDAY, FEBRUARY 15, 2014 PAGE 16 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Human Resource Management Generic CSF

Critical Success Factor Supporting Evidence Sources
9. Are appropriate project users  Human resource management plan
and stakeholders included in the  Project schedule resource allocation
human resource management  Resource Breakdown Structure
plan?
10. Is the project team functional or  Project status reports
dysfunctional?  Project performance reports
 Interviews with team members, sponsors and
stakeholders
 Observation of team interactions

SATURDAY, FEBRUARY 15, 2014 PAGE 17 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

9 Procurement Management Generic CSF

The generic procurement management CSF provides an assessment of the completeness and
effectiveness of the process in place to plan, conduct, control and close project procurements.

Procurement Management Generic CSF

Critical Success Factor Supporting Evidence Sources
1. Has a procurement management  Procurement management plan
plan covering how procurements
will be made, managed and
closed been defined?
2. Are appropriate procurement  Procurement management plan
documents, sample contracts and  RFx process definition and templates
evaluation criteria established?  Sample contract language
3. Were organizational  Procurement management plan
procurement (i.e., contract) and  Sample procurement documents, contractual
legal entities involved in language, and procurement “posting” process
establishing procurement  Procurement and legal procurement approval
processes, procurement
document content, and contract
language?
4. Are appropriate guidelines in  Procurement management plan
place for contract type selection  Draft and executed procurement documents
and execution?  Negotiated and executed procurement contracts
5. Are appropriate processes to  RFx process definition and templates
request & select sellers in place,  Executed procurement results (i.e., RFx, seller
implemented and executed? responses, evaluation results, procurement
debriefings, etc.)
 Executed RFx (i.e., negotiated contract)
6. Do procurements follow best  Procurement management plan
practices for unbiased, free and  Procurement solicitations (i.e., RFx)
open procurements?  Procurement evaluation results
 Procurement contract negotiation results
 Procurement protest process and results, if any
7. Is an effective contract  Procurement management plan
administration process in place  Executed contracts
to monitor seller performance,  Deliverable acceptance records
payment, & change?  Payment history
8. Is appropriate procurement  RFx process definition and templates
documentation in place to  Executed contracts
demonstrate compliance to
organizational and legislative
regulations (e.g., SOX and
GAAP)?
9. Do procurement approval,  Procurement management plan

SATURDAY, FEBRUARY 15, 2014 PAGE 18 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Procurement Management Generic CSF

Critical Success Factor
deliverable receipt, payment
approval and financial
reconciliation follow appropriate  Invoice payment records
separation of duty precepts?
10. Are procurements closed when
complete, including final audit
of deliverable acceptance,
payment and other contractual
requirements (e.g., warranty)?
Supporting Evidence Sources
 Executed procurements
 Deliverable acceptance records
 Procurement financial reconciliation and audit
records
 Procurement management plan
 Executed procurements
 Deliverable acceptance records
 Invoice payment records
 Procurement financial reconciliation and audit
records

SATURDAY, FEBRUARY 15, 2014 PAGE 19 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

10 Integration Management Generic CSF

The generic integration management CSF provides an assessment of the completeness and
effectiveness of the process in place to incorporate the following:
 Develop a project charter and project management plan
 Direct, manage, monitor and control project work
 Perform integrated change control
 Close the project or phase

Integration Management Generic CSF

Critical Success Factor Supporting Evidence Sources
1. Does a project charter approved  Project charter
by an authorized sponsor exist  Statement of work
accurately reflecting the business  Business case and value proposition
rationale for the project’s  Contract
existence and authorizing the
project manager to expend
resources to accomplish them?
2. Have project Management roles  Project charter
and responsibilities with lines of  Project organization chart
authority and accountability  Resource assignment matrix (e.g., RACI chart)
been defined, assigned and  Project management plan
agreed upon?  Meeting minutes
3. Is a project management plan  Approved project management plan
defining how the project will be  Status, work performance and variance from plan
managed including integration of reports
the other PM Plans in place?  Meeting minutes
4. Is it clear how the project  Project management plan
management plan and supporting  Updated project management processes
subsections will be maintained  Issue, action and decision logs
throughout the project life cycle?
5. Are scope change requests  Scope management plan
effectively recognized, analyzed  Issue management plan & issue logs
for impact, and approved prior to  Change control log
inclusion in the project scope?  Approved change requests
 Revised project plan baseline to reflect approved
changes
6. Is project performance  Project status, work performance and variance reports
appropriately measured  Deliverable acceptance reports
including the identification of
needed corrective and
preventative actions to control
variance?
7. Are corrective & preventative  Project status reports
actions to ensure future project  Deliverable acceptance reports

SATURDAY, FEBRUARY 15, 2014 PAGE 20 OF 21

 PROJECT HEALTH ASSESSMENT GENERIC CRITICAL SUCCESS FACTORS

Integration Management Generic CSF

Critical Success Factor
performance documented,
authorized, and operating
effectively?
8. Are appropriate configuration
management practices defined,
verified, and followed to allow
traceability to project
requirements and approved
changes?
9. Is an integrated change control
process defined, approved, and
properly governed to ensure
project scope, schedule, cost and  Change requests (approved, denied and deferred)
quality baselines are
appropriately amended?
10. Are project closure processes
(i.e., administrative, contractual,  Deliverable acceptance reports
deliverable acceptance, and
organizational) addressed
appropriately?
Supporting Evidence Sources
 Change requests
 Project management plan and supporting process
updates
 Configuration management policy and procedures
 Evidence of versioning in practice
 Configuration status accounting
 From business requirements through implementation
traceability
 Project management plan and supporting process
updates
 Project risk, issue and change log
 Deliverable acceptance
 Project management plan
 Appropriate closure activities completed (lessons
learned, contract closure, project team release,
archived project artifacts, etc.)

SATURDAY, FEBRUARY 15, 2014 PAGE 21 OF 21