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Taking an idea through to a maintained system

Taking an idea through to a maintained system. Stefan Carlsson IT-Strategist Norrbotten County Council. Background. Development team. Responsibility for the process of identifying ideas and needs with focus on development within IT/MT.

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Taking an idea through to a maintained system

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  1. Taking an ideathrough to a maintained system Stefan Carlsson IT-Strategist Norrbotten County Council

  2. Background Development team • Responsibility for the process of identifying ideas and needs with focus on development within IT/MT. • Representatives from all divisions within the County Council of Norrbotten.

  3. One commonprojectmodel Project steering group BP0 BP1 BP2 BP3’s BP4 BP5 Project report Idea Project specification Project plan Intermediate reports Final report

  4. Project office • Project manuals • Project templates • - Projectplans • Financing • Reporting • Risk management • Resourcecontracts • Instructions and checklists • Project SteeringGroups • Project managers • Project members

  5. It starts with an idea… • Initiation • Implementation Description of the idea • Owner • Background • Problems and needs • Proposed solution • Value to the organization • Costestimate

  6. Initiatingfeasibilitystudy • Initiation • Implementation Establishment Project specification • Project owner • Background • Project objectives • Otherongoingprojects • Timeplan and resouces • Financing • Risk assessment • Receivingorganization • Project steering group

  7. …finalizing the scope of the project • Initiation • Implementation Establishment Project Plan • Project owner • Background • Project objectives • Otherongoingprojects • Project timeplan • Financing and project budget • Receivingorganization • Project steering group • Project organization • Communication plan • Risk management plan • Project terminationphase

  8. Project hand-over and closure • Initiation • Implementation • Termination Establishment Update and final report • Project owner • Background • Project objectives & progress • Opportunities and threats • Hand-over to organization • - - - - • Result • Experiences • Improvements

  9. Why all this work? • Better process for makingdecisions • Easier to prioritize • Efficientresourceallocation • Control over the finances • Improved precision on delivery • … in the end a happy customer!

  10. Stefan CarlssonIT-StrategistCounty Council of NorrbottenDivision LänsteknikSunderby Hospital971 80 Luleå, Swedenstefan.carlsson@nll.sewww.nll.se

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