This document outlines the characteristics of Information Technology Department’s (NDIT) Project Management service. In conjunction with NDIT’s Enterprise Service Level Agreement, it acts as a Service Level Agreement between NDIT and all customers that utilize the Project Management service.

Service Description

For the purpose of this agreement, Project Management refers to a contracted service in which NDIT provides its customers with experienced professionals to plan, organize, secure, and manage resources needed to bring about the successful completion of specific project goals and objectives. Project management services can be contracted indirectly as part of an NDIT Software Development venture where NDIT is hired to undertake the Design, Development and Implementation (DDI) effort, or directly for a variety of other initiatives.

A complete description of Project Management as a Contracted Service is available on NDIT’s website.

NDIT Responsibilities

Services provided by the project manager in all phases of the project include:

  • Ensure requirements of N.D.C.C. § 54-59-32. are met. When the service is provided as part of an NDIT software development initiative, the project manager’s main focus will be to ensure NDIT complies with the requirements of the N.D.C.C. § 54-59-32.; however, NDIT’s project managers will provide advice to the agency should they notice any agency compliance issues
  • Ensure requirements of STD009-05 are met. When the service is provided as part of an NDIT software development or other initiative, the project manager’s main focus will be to ensure NDIT complies with the requirements of STD009-05; however, NDIT’s project managers will provide advice to the agency should they notice any compliance issues by the agency
  • Review and provide guidance and direction on project documentation and processes related to cost, schedule, scope, quality (e.g., project management, procurement documents). When the service is provided as part of an NDIT software development or other initiative, the project manager’s main focus will be on NDIT project documentation and processes
  • Participate in Executive Steering Committee meetings as non-voting member
  • When the service is provided as a contracted service
    • Act as primary contact between project team and project sponsor or Executive Steering Committee
    • Act as primary contact between vendors and project sponsor or Executive Steering Committee
  • When the service is provided as part of an NDIT software development or other initiative
    • Act as primary contact between NDIT project team, NDIT Vendors, and agency project manager, project sponsor and Executive Steering Committee

Within 5 working days of the project manager being assigned, they will:

  • If service is provided as a contracted service,
    • Review the SLA-Project Management Checklist with the sponsor.
  • Schedule an initial sponsor meeting
    • Review control management plans (e.g., issue, actions items)
    • Note: This is not the time to converse about additions or enhancements to the plans – that will come later during planning
    • Discuss agency staff to be involved in writing the project charter
  • Establish the SharePoint project repository

Within 10 working days of the sponsor meeting, the project manager will:

  • Work with the agency to ensure the project charter is completed
  • Provide the sponsor with a cost estimate for project management services through the end of planning

Within 5 working days of the project charter being completed, the project manager will:

  • Schedule a project planning kick-off meeting
    • Review all of the project management plan contents with the planning team to ensure they understand the PMO methodology
    • Provide SharePoint training on the project repository to the planning team
  • Work with the planning team to start planning activities

NDIT will provide assistance and coordination throughout the project phases of initiating, planning, executing, and closing.

Project Initiation

The project manager will manage the process of:

  • Developing the project charter by partnering with the project sponsor in:
    • Drafting the project background
    • Developing a clear and concise description of the project
    • Defining those areas in the strategic plan which will benefit as a result of the proposed project
    • Identifying the business needs/problems which prevent the business from fully realizing their strategic plan
    • Determining project objectives that are specific, measurable, achievable, relevant, and time bound (SMART)
    • Determining build-or-buy decisions
    • Defining the project scope
    • Identifying high-level budget
    • Identifying the resources needed and time commitment to perform project planning
    • Identifying the constraints; specific and known factors that limit the project’s execution
    • Identifying assumptions that are considered to be true, real, or certain
    • Identifying business related risks associated with implementing, or not implementing the project
    • Identifying levels of authority to be used throughout the planning process
    • Optionally, at the customer’s request, developing a preliminary budget and schedule, a description of potential project risks, an organizational chart, and a communications plan
    • Obtain formal approval of the project charter

Project Planning

The project manager will:

  • Coordinate planning kickoff activities
  • Coordinate planning activities
  • Elaborate the project management plan, which includes the:
    • Governance Structure
      • Personnel roles and their related levels of authority and responsibility
      • Organizational chart
      • Acceptance management process
      • Escalation process
    • Scope Management
      • Scope control process
    • Time Management
      • Work breakdown structure (WBS) or project activities
      • Schedule; segmented by phases, deliverables and milestones, and includes activity durations, dependencies, start and end dates, and resource allocations
      • Project schedule baselines
    • Cost Management
      • Project budget baseline
      • Cost control process
    • Communication Management
    • Quality Management
    • Risk Management
      • Initial risk assessment
    • Issue Management
    • Action Item Management
    • Integrated Change Control
    • Human Resource Management
    • Procurement Management
    • Establish project control register to track cost and schedule variances
  • Secure resources
  • Procure a solution, if necessary
    • Work with the procurement officer to facilitate the procurement process
  • If a large project, work with the project sponsor to create the project start-up report

Project Execution

The project manager will:

  • Facilitate project status meetings
  • Provide oversight to vendors, consultants, and outsourcing services to ensure contract conformance
  • Monitor and control project activities/resources
  • Maintain project control register to track cost and schedule variances
  • Manage and control project scope
  • Manage and control project schedule
  • Oversee quality control processes
  • Execute cost management strategies by:
    • Managing project costs and updating project budget
    • Managing vendor payment schedules
    • Tracking and reporting cost variances and budget forecasts
    • Verifying project expenses
    • Validate vendor invoices prior to payment
  • Monitor and control project risks
  • Monitor and control project issues and action items
  • Manage integrated change control
  • Manage the deliverable acceptance process
  • Execute the project communications plan
  • Provide status report for the Executive Steering Committee, project teams, and oversight analysts
  • Manage the human resources plan
  • Manage the project implementation and transition plans
  • In cooperation with the procurement officer, monitor and ensure vendor(s) comply with the terms of the contract(s)

Project Closeout

The project manager will:

  • Solicit feedback from project team members, sponsor, stakeholders, and customers regarding the success and the product of the project
  • Facilitate a project assessment meeting to review the results of feedback, derive best practices, and identify/document lessons learned
  • Prepare the post implementation report
  • Prepare the project closeout report
  • Archive project documentation

Operational Services

The project manager may act as the procurement officer, including:

  • Determining the appropriate procurement channel (Request for Information, Request for Proposal, Request for Quote, and/or Alternate Procurement)
  • Facilitating requirements gathering
  • Researching viable vendors
  • Developing procurement documentation
  • Managing vendor contracts
  • Negotiating cost and contractual terms
  • Coordinating activities with NDIT procurement and the Office of Management and Budget

Customer Responsibilities

  • Identify a project sponsor that will work with NDIT to coordinate project management activities
  • Ensure the business area(s) that will benefit from the project is represented and empowered
  • Ensure agency resources are available
  • Secure project funding
  • Actively participate in project activities
  • Designate approver(s) of deliverables
  • Review and approve deliverables within the designated timeframe
  • Provide the appropriate charge-code(s) to NDIT
  • Involve NDIT as early as possible to:
    • Assess project needs
    • Confirm the availability of project management resources (two to three months lead time is ideal)


On November 13, 2013, Information Technology Department and the Enterprise Architecture Review Board agreed to the terms of this document. Additional signatures may be provided as needed:

Name Title Organization Date

Modifications Pending Mutual Approval

Date SLA Modification