Note Text displayed in blue italics is included to provide guidance to the author and should be deleted or hidden before publishing the document

Note Text displayed in blue italics is included to provide guidance to the author and should be deleted or hidden before publishing the document. This template can be used at it is, or to complete and improve an already existing template. Project Plan for project name Distribution Organization., Name Appendices Appendix 1 Help The purpose of the Project Plan is to document all managerial aspects of a project that are required to execute it successfully within its constraints. If some aspects are defined in separate plans (e.g. Quality Assurance Plan, Configuration Management Plan, Risk Management Plan, Project Schedule), the Project Plan should refer to these documents. It is important, that also non-applicability of a section is agreed on by the responsible manager. Therefore Dont remove headlines level 1 and level 2 headlines (Heading1 and Heading2) Reasons why a section is not applicable shall be documented under the respective headline Contents TOC o 1-3 h z HYPERLINK l _Toc91412612 1. Overview PAGEREF _Toc91412612 h 3 HYPERLINK l _Toc91412613 2. Goals and Scope PAGEREF _Toc91412613 h 3 HYPERLINK l _Toc91412614 2.1 Project Goals PAGEREF _Toc91412614 h 3 HYPERLINK l _Toc91412615 2.2 Project Scope PAGEREF _Toc91412615 h 4 HYPERLINK l _Toc91412616 2.2.1 Included PAGEREF _Toc91412616 h 4 HYPERLINK l _Toc91412617 2.2.2 Excluded PAGEREF _Toc91412617 h 4 HYPERLINK l _Toc91412618 3. Organization PAGEREF _Toc91412618 h 4 HYPERLINK l _Toc91412619 3.1 Organizational Boundaries and Interfaces PAGEREF _Toc91412619 h 4 HYPERLINK l _Toc91412620 3.1.3 Resource Owners PAGEREF _Toc91412620 h 4 HYPERLINK l _Toc91412621 3.1.4 Receivers PAGEREF _Toc91412621 h 4 HYPERLINK l _Toc91412622 3.1.5 Sub-contractors PAGEREF _Toc91412622 h 4 HYPERLINK l _Toc91412623 3.1.6 Suppliers PAGEREF _Toc91412623 h 5 HYPERLINK l _Toc91412624 3.1.7 Cross Functions PAGEREF _Toc91412624 h 5 HYPERLINK l _Toc91412625 3.1.8 Other Projects PAGEREF _Toc91412625 h 5 HYPERLINK l _Toc91412626 3.2 Project Organization PAGEREF _Toc91412626 h 5 HYPERLINK l _Toc91412627 3.2.1 Project Manager PAGEREF _Toc91412627 h 6 HYPERLINK l _Toc91412628 3.2.2 Project-internal Functions PAGEREF _Toc91412628 h 6 HYPERLINK l _Toc91412629 3.2.3 Project Team PAGEREF _Toc91412629 h 6 HYPERLINK l _Toc91412630 3.2.4 Steering Committee PAGEREF _Toc91412630 h 7 HYPERLINK l _Toc91412631 4. Schedule and Budget PAGEREF _Toc91412631 h 7 HYPERLINK l _Toc91412632 4.1 Work Breakdown Structure PAGEREF _Toc91412632 h 7 HYPERLINK l _Toc91412633 4.2 Schedule and Milestones PAGEREF _Toc91412633 h 7 HYPERLINK l _Toc91412634 4.3 Budget PAGEREF _Toc91412634 h 8 HYPERLINK l _Toc91412635 4.4 Development Process PAGEREF _Toc91412635 h 8 HYPERLINK l _Toc91412636 4.5 Development Environment PAGEREF _Toc91412636 h 9 HYPERLINK l _Toc91412637 4.6 Measurements Program PAGEREF _Toc91412637 h 9 HYPERLINK l _Toc91412638 5. Risk Management PAGEREF _Toc91412638 h 9 HYPERLINK l _Toc91412639 6. Sub-contract Management PAGEREF _Toc91412639 h 10 HYPERLINK l _Toc91412640 7. Communication and Reporting PAGEREF _Toc91412640 h 10 HYPERLINK l _Toc91412641 8. Delivery Plan PAGEREF _Toc91412641 h 11 HYPERLINK l _Toc91412642 8.1 Deliverables and Receivers PAGEREF _Toc91412642 h 11 HYPERLINK l _Toc91412643 9. Quality Assurance PAGEREF _Toc91412643 h 11 HYPERLINK l _Toc91412644 10. Configuration and Change Management PAGEREF _Toc91412644 h 11 HYPERLINK l _Toc91412645 11. Security Aspects PAGEREF _Toc91412645 h 11 HYPERLINK l _Toc91412646 12. Abbreviations and Definitions PAGEREF _Toc91412646 h 12 HYPERLINK l _Toc91412647 13. References PAGEREF _Toc91412647 h 12 HYPERLINK l _Toc91412648 14. Revision PAGEREF _Toc91412648 h 12 Overview Help This section describes a management summary. Provide essential information like What the motivation for this project is (e.g. to fill a gap in the product portfolio) Who the customer is What the project will deliver. Is it a new product or an extension of an existing one What it will cost How long it will take Which organizations are involved Which other projects depend on the project result Which other projects contribute with their results Refer to the Project Proposal 1 or other documents (e.g. Feasibility Study Report) containing information on the project background like market, technology, profitability, and competitor evaluation. Goals and Scope Project Goals Help The project goals define the expected project results together with the required development constraints. Information may be extracted from the Project Proposal REF _Ref13883158 r h 1 (or the Feasibility Study Report) and the Project Requirements Specification and completed, if required. Identify the various categories of project goals (list the major project goals only and refer to the Project Requirements Specification or other documents for details). Consider the following categories Functional goals Strategic goals Business goals (e.g. time-to-market, cost) Technological goals Quality goals Organizational goals (e.g. competence development, testing of new methods, techniques, or tools, application of new processes, etc.) Other goals, e.g. usability, portability, etc. (these goals, and what is specifically expected, should be clearly specified in the Project Requirements Specification) Constraints (e.g. environmental constraints, application specific standards, national standards, cultural relationships, etc.) Prioritize the project goals Functional, business, and quality goals should be prioritized at least. Project Goal PriorityComment/Description/ReferenceFunctional Goals2For details see the Project Requirements Specification REF _Ref13292302 r h 2functional goal 1functional goal 2Business GoalsTime-to-marketefficiency, cost, qualityTechnological Goalstechnical goal 1Quality Goals2quality goal 1Constraintsenvironmentalappl. specific standardsnational standards Project Scope Help Clarify what the project will (and will not) deliver, in order to avoid future shifts in the level of ambition. Included The deliverables of this project and their receivers are listed in detail in the delivery plan in chapter 10. Excluded Help State what is specifically excluded from the project but what the customer may expect to be included. This could, for example, be clarifying that training of end-users is excluded. This project will exclude Organization Help Describe the internal project organization and all organizational issues affected by the project result or the project is dependent on. You may extract information from the Project Proposal 1 (or Feasibility Study Report). Organizational Boundaries and Interfaces Help Describe the environment that the project is embedded in. Identify external stakeholders the project is dependent on and who are affected by the project result. Describe the administrative and managerial boundaries between the project and each of the following entities the parent organization, the customer organization, subcontracted organizations, and any other organizational entities that interact with the project. Resource Owners Resource Owners are defined in the Resource Plan in section 5.1. Receivers Receivers are defined in the Delivery Plan in section 10. Sub-contractors Help A Sub-contractor is an external organization that is contracted to provide the project with a specified product, knowledge or service. Sub-contractors are defined in the sub-contract management in section 8. Suppliers Help A Supplier is an external organization contributing to the project with an existing product (COTS Commercial Off The Shelf) that is incorporated into a project deliverable (e.g. a database system) or used for project support (e.g. tool, equipment). Identify all external suppliers and their deliverables. State any special arrangements or procedures that will be used in contacts with the suppliers. Name contacts, if applicable. Company Contact DeliverableCommentCross Functions Help Identify all functions within the organization that are involved in/contribute to the project. Function Dept. ContactResponsibility/CommentProduct MgmtMarketingSalesServiceTrainingManufacturingQualityTechnologySupply Mgmt Other Projects Help Specify the interface to other projects. Identify the relevant dependencies in terms of deliveries to or from the project, and usage of the same resources. ProjectOrg. Project MgrDependencyComment Project Organization Help Describe how the project is organized. Describe what subprojects and other areas of responsibility are planned. Identify and staff all steering functions, project management functions, and execution functions. Graphical illustrations such as hierarchical organization charts or matrix diagrams may be used to depict the lines of authority, responsibility, and communication within the project. Project Manager Help Identify the Project Manager who has the overall responsibility of the project. If the Project Manager has appointed a Technical Project Manager (syn. Development Project Manager), who is only responsible for the technical project execution, this should also be specified. Example RoleOrganization NameProject ManagerTechnical Project Mgr. Project-internal Functions Help Since the project manager has the overall project responsibility, he /she is also responsible for the project-internal functions. But he/she can delegate the management of these functions to project team members. In this case list the functions and individuals responsible for Example FunctionOrganization NameCommentQuality AssuranceSystem Test LeadValidation LeadConfiguration MgmtChange Mgmtetc. Project Team Help List all project team members here and ensure that the time they spend on the project is accounted for in the project budget. Organization NameAvailabilityComment Steering Committee Help Identify the committed individuals composing the project steering committee, and its responsibility and authority within the project. The Steering Committee (SteCo) of the project is responsible for . The SteCo consists of the following members OrganizationNameComment Schedule and Budget Work Breakdown Structure Help Based on project goals and scope, define a Work Breakdown Structure. Define work packages and project activities. It is normally a separate document, therefore list it in References and refer to it. The Work Breakdown Structure (WBS) is documented in REF _Ref13645426 r h 6. Schedule and Milestones Help Estimate the effort for the project activities and plan the activity sequencing. Then prepare the schedule that supports all of the required activities and complies with the resource plan. Define project milestones based on the chosen development strategy (see section 6) and on critical events in the project schedule. List the milestones and define clear milestone criteria to make milestones measurable. MilestonesDescriptionMilestone CriteriaPlanned DateM0Start ProjectBudget Releaseyyyy-mm-dde.g. Project goals and scope definedPRS or SRS reviewed Stakeholders identifiedImpl. Proposal reviewedyyyy-mm-ddM1Start Planningyyyy-mm-ddmilestone description, e.g. Life Cycle Objectives LCO definedScope and concept describedyyyy-mm-ddM2Start Executionyyyy-mm-ddmilestone description, e.g. Life Cycle Architecture LCA definedRequirements agreed, project plan reviewed, resources committedyyyy-mm-ddM3Confirm Executionyyyy-mm-ddmilestone description, e.g. alpa versionArchitecture reviewed and stableyyyy-mm-ddM4Start Introductionyyyy-mm-ddmilestone description, e.g. system test passedCoding of new functionality finished, Draft documentationyyyy-mm-ddM5Release Productyyyy-mm-ddmilestone descriptionProduct system tested, documentation reviewedyyyy-mm-ddM6Close Projectyyyy-mm-ddA detailed Project Schedule is available in REF _Ref13304769 r h 4. The Project Schedule is monthly updated by the Project Manager. Budget Help Calculate the required project budget based on cost estimates for project activities, sub-contracts, COTS (Commercial Off The Shelf), training, etc. Present the distribution of the budget over the whole project life. CategoryBudget for Period in kUSM0-M1M1-M2M2-M3M3-M4M4-M5M5-M6Human Resources (internal)Human Resources (external)Purchases (COTS)EquipmentPremisesToolsTravel costsTrainingReview activitiesOtherTotal 112521Total cumulated12491112For a detailed list of costs of all resources see document x. Help Prepare a resource plan specifying the projects need for human resources, as well as for other resources (equipment, tools, licenses, etc.). Development Process Help If available and applicable refer to the organizational development process and describe deviations from this standard process. Otherwise describe the development process applied in this project. Explain why this development process has been selected. Describe how the selected development process is tailored to the needs of the project, takes learnings from previous projects into account, and how it is mapped to the milestone process. Development Environment Help Define methods, tools, languages, etc. to be employed for design, implementation, test, and documentation, and when they (or knowledge) should be available. Example ItemApplied forAvailability byMethodsUse CaseRequirements capturingM0ToolsRational RoseDesignM2LanguagesUMLDesignM2JavaWeb interfaceM2CM2 Measurements Program Help If available refer to the organizational measurements program and document deviations from this program. Otherwise define which project specific data should be collected, e.g. to assess the achievement of the project goals. Examples Type of dataPurposeResponsible changed requirementsQ-Responsible defects found before M4Q-Responsibleperformance datato assess the achievement of project requirementsTest lead Risk Management Help Describe the procedure to be used for managing risks in the project. The procedure should specify who is responsible for risk management, when risk situation is regularly considered (e.g. at each project status meeting), and which roles risks are communicated to, etc. Also refer to the Risk Management Plan (or Risk Sheet) where the risks are listed, assessed, and mitigation and contingency is defined. Example All identified risks are documented, assessed and prioritized in the Risk Management Plan REF _Ref13450353 r h 5 by the Project manager. The plan also defines the mitigation and contingency measures and who is responsible for. The Risk Management Plan is updated monthly or on event and communicated to all affected stakeholders by the Project Manager. The risk status is reported to the line management in the monthly Project Report. Sub-contract Management Help List which part of work is out-sourced to which sub-contractor. Refer to the sub-contractors agreement that should include or refer to the statement of work, the execution process, milestones, quality assurance, configuration management, communication structure, hand-over procedure, acceptance criteria, and quality audits. Sub-contractorSub-contracted WorkRef. to sub-contractCompanyContact Communication and Reporting Help State the principles for reporting and distributing information within the project for the different groups of internal and external stakeholders. Include, for example, how often the reporting will take place, the type of reports or information, the type of media in which it is presented, and the type of meetings that will take place. Internal communication and reporting ensure that all information is available to those who need it. Plan project meetings, how often they take place, and who will participate Define how project information will made available to the internal stakeholders (e.g. project library) Define how and how often sub-projects and sub-contractors report to the project manager Define who participates milestone meetings Define how events will be communicated External communication and reporting Define what information will be provided to which stakeholders Define how and how often information will be provided to which stakeholders often (e.g. project report) Plan regular meetings with external stakeholders (e.g. SteCo meetings) Example Type of CommunicationMethod / ToolFrequency/ScheduleInformationParticipants / ResponsiblesInternal CommunicationProject MeetingsTeleconference Weekly and on eventProject status, problems, risks, changed requirementsProject MgrProject Team Sharing of project dataShared Project ServerWhen availableAll project documentation and reportsProject Mgr(s) Project Team MembersMilestone MeetingsTeleconference Before milestonesProject status (progess)Project MgrSub-project MgrFinal Project MeetingTeleconference M6Wrap-up ExperiencesProject MgrProject TeamExternal Communication and ReportingProject ReportExcel sheetMonthlyProject status- progress- forecast- risksProject ManagerSub-Project ManagersSteCo MeetingsTeleconference MonthlyProject Manager, SteCo Delivery Plan Deliverables and Receivers Help List here all deliverables from the project and who the receivers of the deliverables are. Indicate also the planned delivery date. Take in consideration both strategic and technical aspects. Examples for non-technical deliverables are marketing and sales material, training material, management presentations, publications, bullets, etc. Ident.DeliverablePlanned DateReceiverD1D2 Etc. Quality Assurance Configuration and Change Management Security Aspects Help State how to deal with security matters, for instance Classification of the project information with regard to requirements for integrity, availability and confidentiality, in accordance with the organizations group directives on security, Specific action that must be taken to fulfill security requirements, such as security agreements with suppliers and partners, security check of project team members, security audits of equipment, usage of coded information, etc. Authorization of information distribution and publishing, that is, who should decide which information will be distributed to whom, Procedure for monitoring security, Procedure for reporting security incidents. Abbreviations and Definitions Help List all abbreviations and definitions used within this document. CCB Change Control Board CI Configuration Item CM Configuration Management COTS Commercial Off The Shelf CR Change Request CRM Change Request Management ID Identification, Identifier IP Intellectual Property QA Quality Assurance SteCo Steering Committee VV Verification and Validation References Help List all other documents this document refers to. Doc. No. Project Proposal for project name Doc. No. Project Requirements Specification for project name Doc. No. Implementation Proposal for project name Doc. No. Project Schedule for project name Doc. No. Risk Management Plan for project name Doc. No. Work Breakdown Structure for project name Doc. No. Quality Assurance Plan (if it is a separate plan) Doc. No. Configuration Management Plan (if it is a separate plan) Doc. No. Sub-contract 1 Doc. No. Revision Rev. ind.Page (P) Chapt. (C)DescriptionDate Dept./Init.—-original version Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb SHAPE MERGEFORMAT Page PAGE 12 qaxE2Sap_qIJp7BixuMbK9Uji)MaBV2YGA,(6qNS1eR 981e_e3wIcBVGk8fNdWbvNQdvx_7fMcqyAOzx(zGnLAm [email protected] RP fxAFvC9H3g6b,K/