60GG-1.001. Purpose and Applicability; Definitions

(1) Purpose and Applicability.

(a) Rules 60GG-1.001 through 60GG-1.009, F.A.C., will be known as the Florida Information Technology Project Management and Oversight Standards. These rules include two separate sets of requirements ‒ project management standards defined in Rules 60GG-1.001 through 60GG-1.008, F.A.C., and Department of Management Services (DMS) project oversight requirements defined in Rule 60GG-1.009, F.A.C.

(b) This rule establishes project management standards when implementing information technology (IT) projects. State Agencies must comply with these standards when implementing all IT projects. Cabinet Agencies must comply with these standards when implementing IT projects that have a total cost of $25 million or more and that impact one or more other agencies (pursuant to Section 282.0051(1)(n)1., F.S.). For all other IT projects, Cabinet Agencies are required to either adopt these standards or adopt alternative standards based on best practices and industry standards (See Section 282.00515, F.S.). These standards are documented in Rules 60GG-1.001 through 60GG-1.008, F.A.C.

1. Operations and Maintenance (O&M) activities that support an existing product or service to keep it in conformance with its originally intended specifications, functionality, and service levels are exempt from these standards. O& M activities include:

a. Adaptive Maintenance ‒ the modification of a product, performed after delivery, to keep a product usable in a changed or changing environment.

b. Corrective Maintenance ‒ the reactive modification of a product performed after delivery to correct discovered problems.

c. Perfective Maintenance ‒ the modification of a product after delivery to detect and correct latent faults in the product before they are manifested as failures.

d. Preventive Maintenance ‒ the modification of a product after delivery to detect and correct latent faults in the product before they become operational faults.

The terms above originate from the International Organization for Standardization standard No.: ISO/IEC 14764:2006, which may be found at: https://www.iso.org/obp/ui#iso:std:iso-iec-ieee:24765:ed-1:v1:en.

O&M activities include, but are not limited to, break-fix actions, routine software upgrades, and network component replacements.

2. These standards, per Section 282.0051(1)(c), F.S., also address:

a. Performance measurements and metrics that objectively reflect the status of an IT project based on a defined and documented project schedule, cost, and scope.

b. Methodologies for calculating acceptable variances in the projected versus actual schedule, cost, and scope of an IT project.

c. Reporting requirements, including requirements designed to alert all defined stakeholders that an IT project has exceeded acceptable variances.

d. Content, format, and frequency of project updates.

3. In 2016, DMS will begin conducting annual assessments to determine State Agency compliance with the Florida Information Technology Project Management and Oversight Standards set forth in Rule 60GG-1.008, F.A.C. (Per Section 282.0051(1)(i), F.S.)

4. State Agencies, and as applicable Cabinet Agencies, will use the Florida Information Technology Project Management and Oversight Standards set forth in this rule in competitive solicitations and procurement documents or contract agreements for IT projects, as appropriate, to provide project management standards for potential vendors.

(c) This rule establishes oversight standards that the Department of Management Services (DMS) will use for oversight of IT projects. These standards apply to IT projects of State Agencies that have a total cost of $10 million or more and that are funded in the General Appropriations Act or any other law; and IT projects of Cabinet Agencies with a total cost of $25 million or more and that impact one or more other agencies. (Per Sections 282.0051(1)(d), and 282.0051(1)(n)1., 2., F.S.). These standards are documented in Rule 60GG-1.009, F.A.C.

(2) Definitions.

(a) The following terms are defined:

1. Action Item ‒ A documented event, task, activity, or action that needs to take place. Action Items are discrete units that are assigned to a single person for tracking and reporting until resolution.

2. Agency(ies) ‒ For purposes of this rule, Agency(ies) means State Agencies, and Cabinet Agencies when implementing IT projects that have a total project cost of $25 million or more and that impact one or more other Agencies.

3. Alternative Analysis – A technique used to evaluate identified options in order to select which options or approaches to use to execute and perform the work of the project. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013. The PMBOK Guide, 5th Edition, is incorporated by reference into this rule.

4. (DMS) Department of Management Services.

5. Baseline – The approved version of a work product that can be changed only through formal change control procedures and is used as a basis for comparison. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

6. Baselined Schedule ‒ The agency-approved version of the project schedule that can be changed only through formal change control procedures. This document is used as a basis for Earned Value Analysis.

7. Business Case – Describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment.

8. Cabinet Agency(ies) – The Department of Legal Affairs, the Department of Agriculture and Consumer Services, and the Department of Financial Services.

9. Change Control – A process whereby modifications to project documents, deliverables, or baselines are identified, documented, reviewed, and approved, or rejected. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

10. Complexity – Technological and management characteristics of the project and the potential impacts, both positive and negative, that these characteristics could have on the project’s risks.

11. Corrective Action – An intentional activity that realigns the performance of the project work with the project management plan. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

12. Corrective Action Plan ‒ A plan that illustrates corrective actions required to bring the project back within established schedule, cost, and scope parameters.

13. Cost Benefit Analysis – A financial analysis tool used to determine the benefits provided by a project against its costs. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

14. Cost Performance Index (CPI) – A measure of the cost efficiency of budgeted resources expressed as the ratio of earned value to actual cost. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

15. Earned Value – The measure of work performed expressed in terms of the budget authorized for that work. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

16. Earned Value Analysis ‒ An approach to measuring project performance that is based on comparing actual progress against planned progress.

17. Independent Verification and Validation (IV&V) – A review of the project plans and other project artifacts by an independent third party. The primary objective of an IV&V is to provide an objective assessment of products and processes throughout the project management lifecycle. In addition, IV&V will facilitate early detection and correction of issues, enhance management insight into risks, and ensure compliance with project performance, schedule, and budget requirements. The IV&V entity must have no technical, managerial, or financial interest in the project and will not have any responsibility for, or participation in, any other aspect of the project.

18. Information Technology – Equipment, hardware, software, firmware, programs, systems, networks, infrastructure, media, and related material used to automatically, electronically, and wirelessly collect, receive, access, transmit, display, store, record, retrieve, analyze, evaluate, process, classify, manipulate, manage, assimilate, control, communicate, exchange, convert, converge, interface, switch, or disseminate information of any kind or form as defined in Section 282.0041(19), F.S.

19. Issue ‒ A point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013. An issue must be resolved as soon as possible; otherwise, it will have detrimental effects on the project.

20. PMP® Certified Project Manager – Project Management Professional (PMP®) is a certification administered by the Project Management Institute that demonstrates experience, education, and competency to lead and direct projects.

21. Project ‒ An endeavor that has a defined start and end point; is undertaken to create or modify a unique product, service, or result; and has specific objectives that, when attained, signify completion as defined in Section 282.0041(26), F.S.

22. Project Change ‒ Something that is outside the documented and approved project scope or is a change to baselined project requirements, project schedule, or project cost (including resource effort). A project change requires approval, by project governance, for additional resources, funding, or modifications to the project schedule.

23. Project Governance – The alignment of project objectives with the strategy of the larger organization by the project sponsor and project team. A project’s governance is defined by and is required to fit within the larger context of the program or organization sponsoring it, but is separate from organizational governance. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013. Project governance is an oversight process aligned with (but separate from) the Agency management structure. Project governance provides the project manager, project team, project sponsor(s), and all stakeholders with structure, processes, decision-making models, and tools to ensure the successful management of the project and delivery of the product. It includes a framework for making project decisions (including project change control and deliverable acceptance) and defining roles, responsibilities, and accountabilities for the success of the project.

24. Project Life Cycle (PLC) – The project life cycle encompasses all the project management activities of the project grouped by the standard PLC phases of Initiation, Planning, Monitoring and Controlling, Execution, and Closure.

25. Project Oversight – Independent review and analysis of an information technology project that provides information on the project’s scope, completion timeframes, and budget and that identifies and quantifies issues or risks affecting the successful and timely completion of the project as defined in Section 282.0041(27), F.S.

26. Project Management Plan or Project Plan ‒ The document that describes how the project will be executed, monitored, and controlled. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

27. Project Schedule – A listing of a project’s milestones, activities, and deliverables, with work estimates and start and finish dates. These estimates include budget and resource allocation, as well as task sequencing and dependencies.

28. Project Sponsor ‒ The State Agency senior management role that approves the allocation of resources for an endeavor, develops a common vision, provides ongoing commitment to the project, and continually assesses success.

29. Project Variance ‒ A quantifiable or qualitative deviation from an approved baseline or expected value. DMS will use Cost Performance Index (CPI) and Schedule Performance Index (SPI) calculations and budget and scope variance analysis to determine the degree of project variance between project baselines and actual project performance.

30. Risk – An uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

31. Risk Manager – An individual responsible for managing a project’s risk, such as conducting risk management planning, risk identification, analysis, response planning, and tracking of risks and mitigation throughout the project.

32. Schedule Performance Index (SPI) – A measure of schedule efficiency expressed as the ratio of earned value to planned value. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013.

33. Scope Baseline – Documented scope and objectives set forth in the agency-approved project plan document.

34. Scope Variance ‒ Deviation from the documented objectives and scope set forth in the agency-approved project plan documents.

35. Scope Variance Analysis ‒ An approach to measuring project performance that is based on comparing actual scope against planned scope.

36. Significant Change ‒ Significant Change are those changes that will modify a project’s approved cost, schedule, or scope, either by themselves or cumulatively, by more than 10%.

37. Stakeholder – A person, group, organization, or state agency involved in or affected by a course of action as defined in Section 282.0041(31), F.S.

38. State Agency(ies) ‒ Any official, officer, commission, board, authority, council, committee, or department of the executive branch of state government; the Justice Administrative Commission; and the Public Service Commission. The term does not include university boards of trustees or state universities. The term does not include the Department of Legal Affairs, the Department of Agriculture and Consumer Services, or the Department of Financial Services as defined in Section 282.0041(33), F.S. (See Cabinet Agency(ies))

39. Trend – a series of at least three data points indicating movement upward or downward.

40. Variance – a calculated value that illustrates how far (positive or negative) a projection has deviated when measured against documented estimates within a project plan as defined in Section 282.0041(37), F.S.

41. Work Breakdown Structure (WBS) ‒ A hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, PA: Project Management Institute, 2013. The WBS is a framework for overall planning and is the basis for dividing work into definable increments from which schedule, cost, and scope can be defined.

42. Work Package – The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed. Definition from: A Guide to the Project Management Body of Knowledge (PMBOK Guide) 5th Edition. Newtown Square, Pa: Project Management Institute, 2013.

(b) A copy of the PMBOK Guide may be obtained from the Project Management Institute, 14 Campus Boulevard, Newtown Square, Pennsylvania 29073-3299, or www.pmi.org.

Rulemaking Authority 282.0051(6) FS. Law Implemented 282.00515 FS. History‒New 7-16-15, Amended 8-1-16, Formerly 74-1.001.