Project Governance

Document details
Document details

Last updated: 15 December 2022

Document version: October 2022 V1

Point of contact: Shakeel Ahmed, Zeeshan Khan

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Revision history
Version Date Editor Description

V1 15-12-2022 Zeeshan Khan First Draft

V2

V3

V4

V5

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Table of Contents
1 Contents
2 Introduction...................................................................................................................... 5
3 Project Governance......................................................................................................... 6
3.1.1 Role: -................................................................................................................. 6
3.1.2 Structure............................................................................................................ 6
3.1.3 Information........................................................................................................6
4 Tools and Techniques......................................................................................................6
5 Communication Strategy..................................................................................................7
6 Goals and Objectives.......................................................................................................7
7 Project Status Reporting..................................................................................................8
8 Reporting Frequency Project Status Reporting................................................................8
9 Roles and responsibilities................................................................................................9
10 Responsibility Overview..............................................................................................10
10.1.1 Program Sponsor........................................................................................10
10.1.2 TMC Engagement Program Director..........................................................10
10.1.3 Project Manager (TMC, Client)....................................................................10
10.1.4 Project Management Coordinator (PMOC)................................................11
10.1.5 Process Leads.............................................................................................11
10.1.6 Testing/Training Lead (Power Users).........................................................12
10.1.7 Change Management Lead.........................................................................12
10.1.8 Master Data Lead (Client)............................................................................13
10.1.9 Master Data Advisor (TMC).........................................................................13
11 Project Management/ Implementation Standards & Procedures.................................14
11.1.1 Project Scope Change Management Plan..................................................14
11.1.2 Scope Issue Process...................................................................................14
11.1.3 Scope Issue Management at the Project Management Level...................14
11.1.4 Scope Issue Management at the Steering Committees Level..................14
11.1.5 Scope Issue Closing....................................................................................14
11.1.6 Time Frame...................................................................................................14
11.1.7 Steering Committee.....................................................................................15
11.1.8 Weekly Project Meetings of the TMC, Client’s PM and Process Lead as
per need. 15
11.1.9 Weekly Project Progress Review Report shall be issued by PMO...........15
12 Resource Deployment Plan:.......................................................................................15
12.1.1 TMC:.............................................................................................................. 15
12.1.2 Client (Sapphire)..........................................................................................16
13 Communication Plan...................................................................................................18
14 Response Governance for Risks, Issues, Requests for Decision / Information...........19
14.1.1 Risk or Issue Item Control Management Plan...........................................19
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 14.1.2 Procedure.....................................................................................................19
14.1.3 Identification of risk or issue......................................................................19
14.1.4 Registering a Risk or Issue.........................................................................19
14.1.5 Assigning Risk or Issue Actions................................................................20
14.1.6 Risk or Issue mitigation and/or resolution................................................20
14.1.7 Escalation Control Form.............................................................................20
14.1.8 Escalation Governance...............................................................................20
14.1.9 Discussion and Negotiation........................................................................21
14.1.10 Responsibility Matrix (Item refers to Risk or Issue)..................................21

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2 Introduction
This document supports the project by providing a tool to help manage project governance
and framework. The TMC PMO is responsible for maintaining best practices, project
standards and documenting project status and strategy in one place, guiding a framework for
project managers, providing PMO methodologies and templates for managing programs
within project portfolio.

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3 Project Governance
There are three major pillars of project governance as follows: -
1. Role
2. Structure
3. Information

3.1.1 Role: -
Defining role and responsibilities of all key stakeholders of is important aspect of any
project, First and foremost, senior management need to understand and set role and
responsibilities, project governance can establish the goals each PM should achieve.
These goals need to be clear, reachable and sustainable.

3.1.2 Structure
Organization’s structure and environment have to support the project. That means
project sponsor is willing to invest time and energy to establish a vision for project
managers to take forwards. The “structure” element of project governance describes not
just the immediate project team rather the company as whole.

3.1.3 Information
What is too important to understand people, the process is even more important.
Regardless of how many goals are set or what the vision is, every project will suffer
without clear and consistent information sharing

4 Tools and Techniques

Various distribution tools and techniques can be used for PMO awareness and training
within client. The following table lists effective methods that can be used:

TOOLS & TECHNIQUES DESCRIPTION

Face-to-face sessions coordinated and presented by specialized
Presentations
PMO personnel.
Formal training sessions conducted on specific knowledge areas
Training Sessions
in project management
Focus group discussions among small groups of staff members
Discussions
conducted by specialized PMO personnel.
E-Mail Concise awareness messages provided to serve as quick
reminders of PMO practices. These should be changed

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 frequently to remain effective.

5 Communication Strategy
The communication strategy provides the overall structure for delivering effective
communications. The strategy includes development of a communications plan that:
 Details how various target audiences will be informed and engaged
 Highlights the mechanisms/channels for involving the target audiences and gathering
their feedback, issues and concerns
 Details systematic delivery of timely, consistent, accurate and relevant messages
through multiple channels

6 Goals and Objectives

The goal of communication strategy is to communicate the right message to the right
audience at the right time. Objectives of the communication strategy are to:
 Confirm which stakeholders will be impacted by the project and to ensure appropriate
content and timing of the messages
 Identify stakeholders who contribute to communications
 Define the structure to communicate key messages and the timeline for each
audience group
 Identify delivery methods
 Establish feedback mechanisms to evaluate and assess communication
effectiveness

Communication Strategy Framework to Target Stakeholders

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7 Project Status Reporting
Description Purpose What to Communicate
Steering Committee  Provide project status  Challenges and risks
 updates highlighted by PMs
 Raise issues and concerns  Project status
 Key decision making  Request for approvals (if any)
 Changes in scope or budget
(if any)
 Approval and Decision (if any)
Project Status Review  Responsible for all matters  Project Status
related to implementation  Way forwards
 Act as a governing body for  Flag any risks and bottlenecks
the project with respect to  Request support wherever
 any change in Scope, required
WRICEF items and will  Changes in scope or budget
monitor, (if any)
 evaluate and assess the  Escalate unresolved issues
resources utilization and  Require any new WRICEFs
optimization.
 Review progress on Open
items being delivered by the
project teams.
Workstream Status Meeting  Key activities Deliverables  Status reviews
Program governance Involve  Way forwards
the right people in planning  Raise risks and concerns
and decision making at the  Resource Challenges
most appropriate times.
SCRAM Meetings  Discussion of everyday tasks  Status reviews
and address the risks and  Way forwards
challenges.  Raise risks and concerns
 Resource Challenges

8 Reporting Frequency Project Status Reporting

Name Objectives Materials Frequency Attendees

Steering ► Provide leadership / ► Steering ► Monthly ► Committee

Committee oversight / guidance and Committee members*
make key decisions Presentation
► Review program status
and provide issue
resolution as needed
Project Status ► Discuss workstream ► Status report ► Weekly ► Project
Meetings status, progress against ► Workstream Managers
milestones and any issues status reports / ► Business leads
or delays Presentation ► Workstream
leads
Workstream ► Discuss day-to-day status ► Workstream ► Daily / ► Business leads
Status of tasks and progress status reports/ Weekly ► Workstream
Meetings towards workstream Presentation (minimum) team

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 milestones

9 Roles and responsibilities

The following table defines the roles and responsibilities associated with the project:

TMC
Role Name Responsibility
Program Director Program Director
Project Manager Project Manager
Project Coordinator Project Coordinator

[Client]
Role Name Responsibility
Program Sponsor Program Sponsor- Steering Committee Member
Project Manager Project Management- Manage day-to-day
project operations and reporting, Steering
Committee Member
Process Lead Represent Business and Own all Project
Assets by signing-off on deliverables where
Business is referenced.
Power Users Contribute Subject Matter Expertise to
decisions, designs, data, and testing.
Master Data Advisor MDM Advisory
Master Data Lead Master Data Lead
Change Management To manage the change brought about by the
Lead project.
IT Lead IT Lead – Responsible for validating the
proposed Technical architecture and managing
all IT related support and activities. Steering
Committee Secretary
Chief Information Chief Information Officer- Steering Committee
Officer Member

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10Responsibility Overview
10.1.1 Program Sponsor
1. Will be the owner of the Project
2. Validate key decisions of strategy and policy
3. Influence adoption

10.1.2 TMC Engagement Program Director

The responsibilities of Program Directors (PD) are as follows:
1. Attending monthly steering committee briefings from all members of the PMO
team
2. Taking any decisions involving senior management intervention and/or
commercial/ financial commitments.
3. Issuing directives on high-level project navigation
4. Resolving any cross-team issues
5. Evaluating performance of Project Managers and Approving authority on all
project deliverables defined in the project charter Ensure that required resources
are in place to support project

10.1.3 Project Manager (TMC, Client)

The responsibilities of Project Manager (PM) are as follows:
1. Create and maintain project plan
2. Help resolve issues and escalation
3. Provide information, decisions, and approvals.
4. Primary decision-making authority for all project related execution matters
Execution of the project work-plan and derivative plans through direct instructions
5. Working with team members in finalizing forward week planner
6. Identification and monitoring of risks matrix along-with definition of mitigation
strategy, documentation and resolution of issues and bottlenecks
7. Resource performance evaluation and all resource related decisions
8. Initiating authority on any scope change, monitoring daily and weekly activity logs
9. Authorized to suggest any changes in project baseline work plan
10. Responsible for managing 'day-to-day' operations
11. Responsible for technical guidance and direction, whether directly or through
relevant experts/team leads
12. Planning ahead and identifying risks and bottlenecks/limitations (whether relating
to hardware, software, technical issues, user involvement, data availability, scope
creep, resource issues, infrastructure and/or organizational matters)
13. Working closely with PMO Coordinator (PMOC) and providing necessary
mentoring, guidance and coaching to PMOC and all team members

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 14. Ensuring full compliance with project charter.
15. Serve as interface between customer and vendor organization
16. Help resolve project issues and escalate within customer organization
17. Act as a single point of contact for all project issues.
18. Work with the TMC Program Manager to address and resolve deviations from the
Project plan.

19. Conduct regular Project status meetings as per mutually agreed frequency with
TMC Program Manager.

10.1.4 Project Management Coordinator (PMOC)

The responsibilities are as follows:
1. In co-ordination with Project Manager – maintaining updated work-plan and
version control, weekly activities planner, risks matrix, issues log, resource plan
and calendars, ensuring (through consultation with PMO) that derivative plans
(cutover plan, data migration plan, testing & training plan) are updated
2. Maintaining consultant timesheets and weekly log sheets (ensuring that all past
week log sheets and timesheets).
3. Maintaining finalized document versions
4. Maintaining and verifying minutes of all key meetings
5. Ensuring that all systems, people, hardware, infrastructure is available on time for
key milestone events (working closely with other PMO teams)
6. Providing necessary access to authorized consultants/team members through
formal process
7. The PMO Coordinator will also be responsible for all logistics in connection with
team accommodation, movement and needs/requirements.
8. Facilitate on-site meetings

10.1.5 Process Leads

1. Provide subject matter expertise on business process
2. Define redesign process and workflow
3. Test and validate new process designs
4. Provide feedback on configured solution
5. Obtain sign-off from Process Owner
6. Validate the business processes
7. Data migration
8. Share requirements for Custom Reporting
9. Assist in change management plan
10. Perform Admin activities of project
11. Requirements/Scope definition - functional
12. Support the implementation team on issues related to User Documentation and
Training
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 13. Facilitate the collection and analysis of requirements for reports, interfaces,
conversions, enhancements and forms
14. Planning, defining and executing the ‘Cutover Strategy’
15. Identifying and working with individuals (other than Data migration team) for
validation and reconciliation.
16. Ensure that migrated data in new SAP systems are properly validated and
reconciled with legacy or any other resource.
17. Execute Cutover simulation / business simulation, document and evaluate
results, suggest changes in final cutover plan, if needed
18. Ensure administrative and logistic arrangements have been made for simulated
and actual cutover
19. Obtain sign-off from process owner on Data Migration and make Go / No
Decision

10.1.6 Testing/Training Lead (Power Users)

The responsibilities are as follows:
Training
1. Identifying users for End User training and admin trainings
2. Preparing and committing training calendars
3. Ensuring that training materials are properly developed for training
4. Planning & executing power user and end user trainings
5. Obtaining feedback from users on quality and sufficiency of training
6. Ensuring knowledge transfer to all relevant users
Testing
1. Developing testing strategy, process and cases with the consultants
2. Identifying and preparing list of scenarios to be tested
3. Sharing filled scripts for test purposes, documenting results
4. Identifying list of individuals who will be involved in the testing and ensuring
availability
5. Evaluating and assessing results of testing
6. Conduct iterations and User Acceptance Testing and all other assigned testing
activities
Team leads and members of the project will assist training and testing lead in the
tasks described above.

10.1.7 Change Management Lead

The responsibilities are as follows:
1. Develop the Change Management plan with activities, audience, timeline and
communication method
2. Developing organization impact analysis (processes, people, org structures,
policies). Identifying and neutralizing 'resistance'
3. Work with training & testing team to ensure that end-users are aware and trained

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 4. Communicating business users regarding long term and strategic benefits in
adoption of best practices vs "as is"
5. Conduct workshops and motivation sessions as required
6. Devise a cascading plan by identifying the influencers, early and later adopters.
▶ IT Lead
1. Participate in all project phases with respect to IT related support and activities.
2. Responsible for validating the proposed Technical architecture
3. Ensure timely availability and readiness of Infrastructure for setup of DEV, QAS,
PRD, environments for all project streams.
4. Participate in the determination of legacy system phase-out approach.
5. Participate in the determination of data migration strategy and cutover
6. Liaison with stakeholders for the resolution of issues

10.1.8 Master Data Lead (Client)

1. Prepare and develop data cleansing strategy
2. Identify relevant objects that will be used for data migration
3. Visually depict the data migration process and ensure all team members
availability for training
4. Identify and finalize migration plans with process leads
5. Execute (Extract and Transform) master data migration cycles at different stages
of the project as per project plan
6. Support actual migration of data at cutover
7. Develop a Master Data Management Standard Operating Procedure (SOP)
including controls with Business

10.1.9 Master Data Advisor (TMC)

1. Provide Advisory Support in Implementation of SAP Master Data Strategy
2. Provide Advisory Support in Master Data Transformation
3. Provide Advisory Support in Quality Review of Master Data Health
4. Provide Advisory Support in Master Data Use Case Coverage
5. Provide Advisory Support in Completeness Check for Master Data
6. Provide Advisory Support in Post Go Live Master Data Governance Approach

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11 Project Management/ Implementation Standards & Procedures
11.1.1 Project Scope Change Management Plan
Not all aspects of a project can be determined in advance. Unforeseen changes may
arise from internal or external sources that affect the scope and project plan. These
changes need to be accommodated throughout the life of the project. All requests for
changes must be evaluated and approved (or disapproved) in order to control scope
creep.

11.1.2 Scope Issue Process

Effective program management requires that scope be clearly established and
aggressively maintained. The scope management process must be carefully
controlled and changes to the project scope during the life of the program should only
be made if they are critical to the relevant project.
The steps required to change the project scope are as follows:

11.1.3 Scope Issue Management at the Project Management Level

1. A project scope issue has been identified that will affect the scope of the
project.
2. The issue originator fills out the SCRF (Scope Change Request Form), first
describing the proposed change and then enumerating the reasons for it. The
SCRF will be sent to the PMO.
3. PMO will analyze the SCRF and log it into SCRF Log. Then it will be sent to
relevant Team Lead for evaluating the effect of the change will have on the
timeline and budget of the project.
4. If the SCRF is within agreed scope then it will be released to implementation
team for implementation and its effects on project timelines will be
incorporated. On the other hand, if SCRF is outside the agreed scope, then it
will be sent to Steering Committee with Time and cost estimates.
5. The TMC consultants will highlight the standard process in each design
workshop. Any new requirement from the business process owner which
deviates from the standard best practice and requires enhancement will be
reported to the Steering Committee with a business case which will be
requested from the Process Leads. The Steering Committee will further
provide their inputs on either accepting or declining the request.

11.1.4 Scope Issue Management at the Steering Committees Level

Scope issues that cannot be agreed on and resolved at Project Level must be escalated to
the Steering Committee. Such issues are rare and usually are of a strategic nature to Client’s
and thus need to be escalated to this level.

11.1.5 Scope Issue Closing

1. Rejections of the proposed change at any level of the process require the
originator to close the issue related to the scope change request in the SCRF
Log, and to find alternative solutions.
2. Approvals of the proposed change at SCOM level of the process require the
Project Manager to incorporate the change into the relevant project plan. The
issue should be closed related to the original scope change request in the
SCRF Log.

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11.1.6 Time Frame
Scope issue changes are critical in nature and the Project Manager should ensure
they are resolved in a timely manner so as not to affect the duration of the project.

11.1.7 Steering Committee

At the end of each phase or as and when required. The purpose is to keep the
Steering Committee aware of the progress of the project and to forward any issues
unresolved by the project committee, and to make prompt decisions on those issues.

11.1.8 Weekly Project Meetings of the TMC, Client’s PM and Process Lead as per need.
Weekly Project Status Meeting to be held ideally on every Wednesday of the week.
To see where we stand, what we had achieved, what we need get prepared for the
coming week, to resolve any undisputed issues and to revise detail project plan.

11.1.9 Weekly Project Progress Review Report shall be issued by PMO

12 Resource Deployment Plan:

12.1.1 TMC:
Please find the below detail Lead Consultant resource deployment plan and dates.

Engagement Type
No Name of the Track Deployment (Dedicated >= 90%
Module Track
. Leads Date On Site) for the
respective Track
Program
Non-Dedicated (On
1 Zeeshan Khan Director 2nd Jan 2023 ERP
Site, Off Site 20% )
(PMO)
Muhammad Project
2 Dedicated ERP
Muzammal Jamil Manager
Solution
3 Basit Ahmed Dedicated ERP
Architect

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12.1.2 Client (Sapphire)

Engagement Type
Name of the Track Deployment (Dedicated >= 90%
No. Module Track
Leads Date On Site) for the
respective Track

Program Non-Dedicated (On

1 2nd Jan 2023 ERP
Director (PMO) Site, Off Site 20%)
Project
2 Shoaib Dedicated ERP
Manager
Change
3 Muzammil Qureshi 60% non-Dedicated ERP
Manager
Process Owner
Finances, Controlling
4 CFO 20% non-Dedicated ERP
and Project Systems
CFO
Process Owner Head of
5 20% non-Dedicated ERP
Manufacturing Manufacturing
Process Owner Head of
6 20% non-Dedicated ERP
Procurement Procurement
Process Owner Plant & Head of Plant &
7 20% non-Dedicated ERP
Maintenance Maintenance
Process Owner Quality Head of Quality
8 20% non-Dedicated ERP
Operations Operations
Process Owner Change
9 Head of OCM 20% non-Dedicated ERP
Management
Process Owner Human
10 Head of HR 20% non-Dedicated ERP
Capital
Power User General
11 Mgr/Asstt. Mgr. 100% Dedicated ERP
Ledger
Power User
12 Mgr/Asstt. Mgr. 100% Dedicated ERP
Receivables
13 Power User Payables Mgr/Asstt. Mgr. 100% Dedicated ERP
Power User Assets
14 Mgr/Asstt. Mgr. 100% Dedicated ERP
Management
15 Power User Controlling Mgr/Asstt. Mgr. 100% Dedicated ERP
Power User
16 Mgr/Asstt. Mgr. 100% Dedicated ERP
Manufacturing
16 Power User Planning Mgr/Asstt. Mgr. 100% Dedicated ERP
Power User
18 Manufacturing Mgr/Asstt. Mgr. 100% Dedicated ERP
Execution
Power User Sales &
19 Mgr/Asstt. Mgr. 100% Dedicated ERP
Distribution
Power User
20 Mgr/Asstt. Mgr. 100% Dedicated ERP
Procurement (RM)
Power User
21 Mgr/Asstt. Mgr. 100% Dedicated ERP
Procurement (PM)
Power User
22 Mgr/Asstt. Mgr. 100% Dedicated ERP
Procurement (GS)

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 Power User Inventory
23 Mgr/Asstt. Mgr. 100% Dedicated ERP
Management (RM)
Power User Inventory
24 Mgr/Asstt. Mgr. 100% Dedicated ERP
Management (PM)
Power User Inventory
25 Mgr/Asstt. Mgr. 100% Dedicated ERP
Management (GS)
Power User Plant &
26 Mgr/Asstt. Mgr. 100% Dedicated ERP
Maintenance
Power User Quality
27 Mgr/Asstt. Mgr. 100% Dedicated ERP
Operations
Power User Warehouse
28 Mgr/Asstt. Mgr. 100% Dedicated ERP
Management
29 Master Data Lead Mgr/Asstt. Mgr. 100% Dedicated ERP
Power User Project
30 Mgr/Asstt. Mgr. 100% Dedicated ERP
Systems

The above engagement percentage relates to the respective project stream to which the
resource is assigned.

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13 Communication Plan
The quality and effectiveness of the communication between the Project Team and
the organization is a significant contributing factor to project success or failure.
Communication is about sending and receiving messages, ideally controlling the
interpretation thereof, and having some influence of subsequent actions. Project
communication refers to messages sent and received between the Project Team and
rest of the organization.
TMC PMO shall ensure smooth communication within and between Client and TMC
members. To keep the stakeholders well-informed. Please refer to above specified
related communications documents.

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14 Response Governance for Risks, Issues, Requests for Decision /
Information
Where risks, issues and information, decision is required from a party, the other party shall
enter requirement into a register, with a timestamp. The complete, correct response shall be
within 24 hours (3 working days) hours. Should the response time not comply, the request
shall be escalated to Program Management. If the response is not forthcoming after 40
hours (5 working days) hours, the request shall be escalated to Program Sponsor.
Any outstanding requests not responded to correctly and completely, for longer than 40
hours, a Schedule Delay note will be raised.
(Applicable to both parties)

14.1.1 Risk or Issue Item Control Management Plan

The purpose of the risk or issue item resolution process is to provide a mechanism
for organizing, maintaining, and tracking the resolution of issues that cannot be
resolved at the “individual” level. As any item may arise certain item tracking and
resolving mechanisms are key elements in successful completion of a project. The
procedure for item resolution process will result in facilitating the “Change Control
Management” which is essential in the project as identified by both parties.
The approach consists of risk or issue item control mechanisms and a well-defined
process that enables the project team to identify, address, and prioritize problems
and issues. The procedures described are applicable to all solution related
development/modifications undertaken by both parties.
The Risk and Issue registers give everyone involved with, or affected by the project a
way to report issues or risks. It provides a template for documenting the problem,
assessing the impact of the problem, making recommendations, determining the cost
(people and assets), and time required to resolve the problem.

14.1.2 Procedure

14.1.3 Identification of risk or issue

Team Members (either party) will raise a risk or issue item as soon as it is identified.
Once the issue is identified, Escalation path must be followed “at once” for the nature
and level of impact the risk and/or issue may result in.
A member of project teams from either party will identify the issue or risk, which will
be analyzed to get an idea of the importance of the issue highlighting the following
areas:
▶ The name, designation and the department of the originator
▶ Classification of the issue, identifying the risk
▶ Impact of the issue on deliverables, schedules, WBS, cost or projects
▶ Summary of the issue/risk. Attach any supporting documentation that helps clarify
the problem, such as report outputs, user screens being used; steps performed
leading to the problem etc.
▶ Proposed change for controlling the issue through “Change Management
Process”
▶ Action Items for the change control

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14.1.4 Registering a Risk or Issue
This process allows the either party Project Manager to review all risks and issues
raised and determine whether or not each risk or issue is applicable to the project.
This decision will be primarily based upon the call whether or not the issue:
▶ Impacts a project deliverable specified within the project plan.
▶ Impacts a quality deliverable specified within the quality plan.
▶ Impacts cost specified with the budget of the project.
▶ Impacts the time frame specified within the project plan
If the risk or issue is considered by the either party Project Manager to be appropriate
to the project, then a formal issue will be raised via “Risk or Issue Control Form”, and
an issue number is assigned by the either party Project Manager. The Project
Manager will furthermore assign an issue a priority based upon the level of impact of
the issue to the project.

14.1.5 Assigning Risk or Issue Actions

This process involves the formal review of the issue by the PMO and Team Lead;
issue will be reviewed in turn (based upon issue priority) and it may be decided:
▶ To close the risk or issue, if there are no outstanding actions and the item is no
longer impacting the project.
▶ To initiate a change request if the item has resulted in the need for a change to
the project.
▶ To initiate a project risk if the issue is also likely to impact the project in the future.
▶ To assign issue actions in order to attempt to resolve the issue.

14.1.6 Risk or Issue mitigation and/or resolution

After the issue is identified and the risk assessment is completed, PMO after
obtaining the approval of relevant party will analyze and develop the mitigation and/or
resolution plan for the respective risk or issue.
Issue resolution process will be as follows:
▶ Review information and initial comments
▶ Estimate additional effort
▶ Analysis of Impact on Project Cost, Schedule, Quality, and Scope
▶ If approved, then the Team lead should recommend responsible person and
planned completion date.
▶ Project Manager Approval
▶ If required approval from the Project Stakeholders. Request of approval along
with the financial analysis of the project
▶ Change request will be issued with Project Stakeholders approval from
concerned team members

14.1.7 Escalation Control Form

Based on the type of issue (Internal – TMC or External – Client), the escalation Path
will be taken as described in Escalation Procedure.

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 Responsible Project Manager will also maintain log sheet for issues raised and their
resolution. If issue is resolved at any level, the team member will log the issue and
resolution and let subsequent higher levels know in writing using issue control form.
Note: Discuss change with Team Leads, engage client’s representative if required to
reach a consensus on whether the issue needs addressing (and how) (via Issue
Request Form).
Depending on the criticality of the issue if the action has not been taken in 2 working
days due to any dependency, the issue will be escalated to the next level as per
Escalation Governance below described in below section.

14.1.8 Escalation Governance

The following procedure will be followed if resolution is required to a conflict arising
during the performance.
When a conflict arises between the two parties, the Project team member will first
strive to work out the problem mutually
a. Level 1: If the Project team cannot resolve the conflict
within two (2) working days, either project managers of
both parties will sit together to resolve the issue
b. Level 2: If the conflict is not resolved within three (3)
working days after being escalated to Level 1, the
Project Steering Committee will be requested to resolve
the issue
b.
If the conflict is resolved by either Level 1 or Level 2
intervention, the resolution will be addressed in
accordance with the Project Change Control
Procedure.

14.1.9 Discussion and Negotiation

If required, TMC will discuss the issue and expected change with Client and will have
written and signed approval.
TMC, after obtaining the approval of the Client, will develop the cost, resource and
schedule impacts with special attention towards the following:
▶ Approval from Project Sponsor for additional financial support.
▶ Time allocated to design and implements the resulting change in the system.
▶ The assigned person for Risk and Issue resolution in each Team Leads must
identify and track issues concerned with their scope of work and regularly
escalate the issue as described in the escalation path in writing via an Issue
control form.
▶ Project Manager will track each issue associated with the project.
▶ Issue raised via issue control form will be analyzed and if the issue does not
impact the project deliverables, it will be closed and log will be maintained by
Project Manager.
▶ Once issue is identified and after risk analysis, Project Manager / Team Lead will
assign action to be taken on the concerned issue.
▶ Action will be taken via change management cycle for the resolution of the issue.
▶ Project Manager will also maintain an excel sheet-based log on all risk updates.

© TMC 2022. All rights reserved.

Confidential and Proprietary
14.1.10 Responsibility Matrix (Item refers to Risk or Issue)
Role
Tasks
Project Manager Team Lead Team member

Item identification A A/R R

Item registration S R S
Issue analysis R R R
Assigning Issue Actions R R S
Issue Resolution A/R A/R R

Legend:
R = responsible
A = approve
S = support

© TMC 2022. All rights reserved.

Confidential and Proprietary