ICG has proven processes and methodologies in Project Management and the Software Development Life Cycle (SDLC). As a quality conscious organization, ICG strives to exceed their customer’s expectations every time. This ensures high quality, on schedule, and cost effective solutions to the customer.

Effective Project Management and Control is critical to the success of any project. ICG’s approach to project management is supported by a well-defined set of project management plans and activities, which include the following:

Project Planning

Project planning will be carried out by the ICG Project Manager and Outsourcing Partner’s Project Coordinator/ Manager. The Project Manager will also ensure all parties have a complete and up-to-date understanding of the status of the project.

The project plan outlines the activities and time schedules to produce the deliverables, and ensures these activities are accurately estimated, tracked, and managed at an appropriate level of detail. Each activity will be assigned to a person responsible for ensuring its successful completion. The project plans are updated throughout the project, as and when necessary.

Risk Management

The risk management and mitigation plan will be developed and carried out by the ICG Project Manager in consultation with the Outsourcing Partner’s Coordinator / Manager. The risk management approach includes identifying risk areas of the project and establishing both preventative and contingency actions.

A standard risk assessment checklist will be adopted to identify the potential risks. This could be modified based on consultation with Outsourcing Partner. The risk analysis and risk management plan will be regularly assessed and updated as the project progresses. The mitigation actions are continually built back into the project plan.

Project Monitoring and Control

The ICG Project Management Office (PMO) is responsible for continuous monitoring of the project progress and formally reporting its status to appropriate project sponsors during review meetings. To ensure consistent understanding of the status of the project, regular progress reports will be prepared and distributed to the Project Steering Committee and project team(s).

The progress reports will include descriptions of activities / tasks completed during the previous period, activities planned for the following period, and issues and problems requiring resolution. In addition to progress reporting, meetings will be conducted with the project teams on a regular basis to review progress. Any issues and concerns identified during these meetings will be documented in the meeting minutes of the meeting for resolution.

Change Management and Control

The process for project change control will be defined by the Outsourcing Partner’s Project Manager and ICG’s Project Coordinator / Manager during the initial stages of the project. This will be approved by the both the parties. This will ensure that the project scope is closely managed to assure timely and effective delivery of the project.

These procedures will be reviewed with the teams at the beginning of the project, to ensure clear understanding of the change control mechanisms. This process will establish a common understanding of the need for project change control for implementing a change to the scope of the project, should that be required.

Quality Assurance

The ICG Quality Lead will review and assess all deliverables and work products on a regular basis. A review and audit will ensure all items delivered by the team are of the highest quality.

Scope and Change Management

There can be changes in project scope, schedule, resources, stakeholder participation, or budget. Changes may impact project schedule, effort, and budget as compared to the planned. Therefore, to manage and control change / scope and its associated impact, ICG deploys Change / Scope Management and Control Processes.

Any deviation in requirements to the approved requirements is treated as a change. The process for project change control is defined by the Outsourcing Partner’s Project Manager in consultation with ICG PMO and is approved by the Client during the initial stages of the project. This ensures that the project scope is closely managed. These procedures are implemented by the Change Control Board and are reviewed with the teams at the beginning of the project, to establish a clear understanding of the change control mechanisms.

The following are the typical triggers that invoke the change management process:

  • There is significant new information regarding the project requirements
  • There is a change in committed resources
  • There is a change affecting the project’s intended outcome, schedule, or budget
  • The resolution of an issue results in the creation of a change request

    Tracking changes involves:

  • Establishing baseline versions of plans, specifications, and products
  • Completing a change request form
  • Logging the change request
  • Carrying out impact analysis in terms of effort, schedule, cost, and risks
  • Categorization and prioritization of change request
  • Approval of the change request and related changes to the project plans

    The following diagram illustrates the change control process for the project:

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