Introduction

Positioning of tasks

Outcomes are at the heart of HERMS. They are developed together with the tasks.

A task consists of several activities. Activities are used to develop one or more outcomes and to ensure the quality requirements are met.

Two types of tasks are distinguished:

1. Decision-making tasks, which lead to a decision and end with the milestone outcome. They are further divided into
2. 1. Decision-making tasks of steering and
   2. Decision-making tasks of management.
3. Other tasks that accompany the course of the project, serve to develop outcomes and solutions, and ensure or increase quality.

Task descriptions do not replace knowledge of the methods and practices to be applied or corresponding training.

Decision-making tasks

General

Decisions have to be made over the course of the project. Tasks that lead to a decision are defined as decision-making tasks. They end with a milestone.

HERMES distinguishes between decisions made by project steering and decisions made by project management. For example, the decision on launch of operation is made by the project sponsor (steering), while the decision on solution architecture is made by the project manager (management).

At the end of a phase ( traditional ) or a release ( agile , if the decision on release approval is required in the project), steering checks whether the necessary specialist decisions have been made. If this is not the case, the next phase or the next release is not approved. In this way, steering can make decisions without having the necessary expertise itself.

Decision-making tasks are supported by checklists.

Steering decisions

At the steering hierarchy level, decisions are made by the project sponsor. The project sponsor decides on project initiation release, execution release, phase release, interim release approvals where applicable, project closure, project discontinuation where applicable, as well as other important decisions such as initiating a call for tenders, deciding on an award of contract, or approving launch of operation. As needed, the project sponsor is advised and supported by other roles, such as the project committee, the project manager, or the user representative.

Management decisions

Management decisions are decisions of the project manager on project outcomes.

Review and acceptance of technical outcomes is carried out on behalf of management by the execution level, i.e. by the specialists for the topic in question. Depending on the process model, the project manager or user representative plans the decision-making tasks, taking into account the specifications of the controlling and compliance bodies of the core organization.

Overview of tasks

Standard tasks

The table shows the assignment of all provided tasks to project phases, including the corresponding outcomes; decision-making tasks are highlighted in pink.

Customized tasks

Supplementing the standard tasks available, it is also possible to integrate new subject-, organization-, or project-specific tasks into own modules and then to expand them with outcomes.

This is supported by HERMES online and is especially relevant when new modules are developed. Examples of customized tasks can be extended, core organization-specific reporting or project-specific risk management.

Explanation regarding task description

For each task, a task description is provided that is always structured in the same way:

1. Purpose
   describes the intent and purpose of the task.
2. Basic idea
   creates a fundamental understanding of the task.
3. HERMES-specific
   describes how HERMES supports the task in concrete terms.
4. Basis/prerequisites
   lists the outcomes necessary to perform the task, if relevant. For tasks during solution creation, the list varies depending on the scenario. Where applicable, the outcomes are marked with "A" for agile or "T" for traditional .
5. Activities
   describe how the task is executed. If possible, the activities are listed in chronological order. Where applicable, the outcomes are marked with "A" for agile or "T" for traditional .
6. Relationships (online only)
   show how the tasks relates to other module elements.
7. Outcomes
   show which outcomes are generated by the task. Where applicable, the outcomes are marked with "A" for agile or "T" for traditional .

Descriptions of the tasks

Decision-making tasks of steering

1. Decide on call for tenders
2. Decide on launch of operation
3. Decide on execution release
4. Decide on closure phase release
5. Decide on phase release
6. Decide on project discontinuation
7. Decide on project closure
8. Decide on project initiation release
9. Decide on release
10. Decide on contract award

Decision-making tasks of management

1. Decide on acceptance of migration
2. Decide on acceptance
3. Decide on ISDP concept
4. Decide on solution architecture
5. Decide on product concept
6. Decide on preliminary acceptance
7. Decide on next steps

Other tasks

1. Decommission the legacy system
2. Manage changes
3. Evaluate tenders
4. Issue call for tenders
5. Prepare call for tenders
6. Prepare procurement analysis
7. Activate operation
8. Realize operation
9. Design operating concept
10. Draw up project execution order
11. Design deployment concept
12. Execute deployment measures
13. Realize deployment measures
14. Design integration concept
15. Design ISDP concept
16. Implement ISDP concept
17. Transfer ISDP concept
18. Agree on and steer goods/services
19. Prepare solution requirements
20. Prepare solution architecture
21. Conduct migration
22. Design migration concept
23. Realize migration procedure
24. Activate organization
25. Implement organization
26. Establish organizational requirements
27. Draw up organization concept
28. Prepare phase release
29. Deal with problems and benefit from lessons learned
30. Activate product
31. Realize product
32. Design product concept
33. Manage and control project
34. Steer project
35. Prepare project closure
36. Draw up project management plan
37. Carry out prototyping
38. Perform quality assurance
39. Analyze legal basis
40. Prepare release closure
41. Manage risks
42. Analyze protection needs
43. Manage and inform stakeholders
44. Advocate stakeholder interests
45. Prepare study
46. Activate system
47. Integrate the system into operation
48. Realize system
49. Prepare system integration
50. Conduct test
51. Realize test infrastructure
52. Transfer test infrastructure
53. Design test concept
54. Draw up agreement