Management Plan

Project Identification » Overview » Corporate Structure » Management Approach » Project Team » Project Duration Project Planning Progress Performance Assessment » Technical Progress & reporting » Financial Management & Reporting » Earned Value » Quality Process & Reporting » Monthly Progress Report Reviews » Project Management Review » Technical Review » Quality Review

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This Project Management Plan describes the management philosophy, project organization, schedule, and major milestones that serve as the guide for execution of the Project. The PMP also provides the customer and the quality team with the information they need to monitor and evaluate the progress of the effort. This plan provides the following pertinent information:
• Corporate Organization
• Project Team Organization With Areas of Responsibility
• Work Breakdown Structure
• Project Planning
• Progress Reporting and Team Management
• Detailed Project Schedule and Milestones
• Project Reviews

The Project Management Plan provides guidance for the content and execution of the following plans:

• Risk Management
• Engineering Management
• Software Management
• ILS Support
• Data Management
• Installation
• Configuration Management
• Acceptance Management

1.2 Corporate Structure back to top

The entirety of ODU Corporation supports the Phase III Communicator Project. In 2003, ODU made a commitment to incorporate new, innovative ideas using COTS hardware and software. Over the past 5 years this commitment has resulted in the development and installation of over 25 new and innovative projects. All of these projects have complete prototypes, successfully tested, and are in reasonable operation. The following is CS 410 and CS 411 Corporate organizational structure:
• CEO & President, Professor Brunelle Corporation.
• Group Vice President.
• Computer Science Project Office. CS 410 Project Office will execute the project and provide day-to-day senior management supervision, management, engineering, and administrative resources necessary to manage and administer the Phase III Communicator Project.


1.3 Management Approach back to top

Phase III Communicator’s management goal is to work closely with the customer to fully understand the system requirements and field a system that meets those requirements. The management approach to executing contracts at ODU is based on the philosophy that successful Projects are delivered by goal-oriented teams. A Project Manager (PM) will lead the Phase III Communicator team. The PM is responsible for all planning, programmatic, technical, and financial aspects of the Project. The PM is the primary Point of Contact (POC) for the customer. The primary duties include supervision of all planning, scheduling, financial and technical activities, and customer liaison. The PM is responsible for all Project-related decisions and commitments with approval, as required, from the Corporate Management Team.
A key element of ODU’s Project management approach is customer involvement. ODU encourages the customer to retain an active role in monitoring the progress of all aspects of the Project. The customer is encouraged to discuss technical details directly with members of the Project team, provide planning and schedule recommendations, and assist in resolution of technical and programmatic issues. In order to facilitate customer involvement, Phase III Communicator Project will provide access to project information including, but not limited to:
• PROJECT Plans and Schedules
• PROJECT Status
• Earned Value
• Formal Review Material
• Action Items
• System Drawings and Documentation


1.4 Project Team back to top

The Project Team is committed to provide the best value by delivering COTS, open architecture, and low-risk systems at the lowest cost. This commitment is attainable because it is based on the re-use of existing technology that is field-proven. Through strategic teaming and an extensive system selection process, ODU has assembled a cohesive Project Team that is experienced with the implementation of each component that will comprise the Phase III Communicator Computing Environment.
Project Manager. Overall management responsibility for Phase III Communicator Project is assigned to a Project Manager who is responsible for planning and coordination of the day-to-day technical, contractual, and financial aspects of the project. He is responsible for the generation and management of all project schedules, for the coordination of project staff assignments, and for coordinating all project activities. His principal assistants are:
• Technical Director. The TD provides overall technical direction for the Project Team. He is the senior engineer and will directly oversee production and integration to ensure that all-contractual requirements are met. Several senior engineers in the areas of software design, development, and production will assist the TD.
• System Engineering. The System Engineer is responsible for system-level activities to ensure the system meets the specification requirements. He is responsible for the development of the system specifications, system design documents, interface documents, test plans, and procedures.
• System Development Engineer. The System Development Engineer is responsible for the development of system software functions as defined in the system specifications. He is responsible for integration of all system components to meet the performance requirements of the system.
• Production. The Production Manager is responsible for all system electronics hardware components, production, and test activities at ODU. He will work with the System Engineering and Development Manager to ensure production, testing, and installation schedules. The Production Manager is assigned responsibility to provide technical oversight during client installation phase, Set-to-Work, and formal testing. His primary responsibilities include coordination of installation plans; managing the configuration, developing system level installation documentation, and support of the Integrated Logistics Support (ILS) Manager.
• ILS Manager. The ILS Manager is responsible for Integrated Logistics Support (ILS) for the project and to collect and deliver the operator manuals, system manuals, and training material.
• Contract Manager. The Contract Manager administers the contract and is the primary point of contact between ODU and subcontractors for contract matters. In addition to supporting the Project Manager, the CM is responsible for coordinating all contractual aspects of the project, including CDRL deliveries and milestone payments.


1.5 Project Duration back to top

The Phase III Communicator Project is a four year project through delivery of the first Unit. The Phase 0 schedule consists of a preliminary design research and SBIR funding approval. Phase I is the prototype development, completing a manual, and SBIR funding approval. Phase II is the preliminary production and software development. Phase III is full production and indoctrination course to first customers. Then the project switches to out years where technical support and phone lines are in place.

Work Breakdown Structure

The project Work Breakdown Structure (WBS) reflects the budgeted cost versus resources required to complete each task. The structure will follow Handbook 881. The WBS phase numbers are integrated as part of the master project schedule. Budgets for work planned are entered into ODU’s financial tracking system for each WBS element, actual costs and estimates to complete are managed by the Project Manager. The WBS element numbers will be structured according to the Contract Statement of Work and will be used to track project costs, progress, earned value and progress relative to the master project schedule. The WBS management tools that ODU will use are MICROFRAME 2.2 and Deltek V5.0.


2 PROJECT PLANNING back to top

The Phase III Communicator Project team office will maintain the project master schedule. The master schedule contains a line item for each WBS element and will be used to track the progress of each element. All deviations from the master schedule must be coordinated with the project office. It is the responsibility of each team member to call attention to possible schedule deviations at the earliest opportunity. The project office will coordinate the project schedule with ODU. The project will be developed in phases; within each phase, formal reviews will play an integral part in monitoring project progress. All formal reviews will be announced four weeks in advance of the starting date.

Phase III Communicator Project will take a “top down approach” to the Project Schedule, meaning that we will pace our workload to fit the overall Project requirements. Particular attention will be given to timely milestone completions. It is recognized that the schedule is particularly tight, containing critical project milestones during the first year, and adequate personnel will be available in order to keep the project moving forward.


3 PROGRESS PERFORMANCE ASSESSMENT back to top

All Phase III Communicator team members will participate in progress reporting and team management. ODU will track technical and financial progress of the project. Reviews will be held monthly or as mutually agreeable between the Phase III Communicator team and Professor Brunelle.
• Report on progress to date
• Present work to be performed during the next month
• Present status of all deliverables and review planned delivery dates
• Present status of all received GFX/PFX items
• Plan and coordinate activities
• Discuss technical or programmatic issues as necessary.
In preparation for the meetings the Phase III Communicator Project Manager will collect the current status data on relevant on-going activities, progress against schedule and budget, and planned activity for the next reporting period. Quality reviews of all project documentation and procedures will be held periodically. In particular, the quality project will be involved with project deliveries and milestones and will work off of the master project schedule to plan project audits. Technical, financial and quality progress, and status reporting will be conducted according to the following general guidelines.


3.1 Technical Progress and Reporting back to top

The schedule for the project is established during the planning phase and monitored throughout the performance period. The schedule contains an entry for each WBS element. The percentage of completion for each WBS element is determined as necessary to manage project progress and is reviewed at least quarterly during Professor Bunelle’s review.


3.2 Financial Management and Reporting back to top

The financial profile for the Project is established during the planning phase and monitored throughout the performance period. This profile is generated by assigning accounting phase numbers to every Project activity that has been identified as a scheduled event. A budget representing labor costs, materials purchase, and other expenditures (such as travel expenses) is then prepared for every phase. The schedule and budgets are then integrated to provide a spending profile for the phase. The Project spending profile represents a summary of phase spending profiles.
The PM provides an information package that identifies the phase numbers assigned to each activity, the corresponding budgets and schedules, the overall spending profile for the project, and a synopsis of all major deliverables and milestones specified in the contract. The PM uses this information, combined with an on line financial summary of the Project to track its financial status on a weekly basis. An updated spending profile is provided automatically by the Contracts Administrator on a monthly basis, or upon request from the PM. The PM uses the financial summary in conjunction with his assessments of technical progress to track the overall status of the efforts.


3.3 Earned Value back to top

Earned Value Ratios will be reported as required. At a minimum, Phase III Communicator Project team will determine earned value quarterly at the overall Project level and will report at the 2nd level of WBS indenture in order to provide additional information.
Ratios will be reported in the form of the Schedule Performance Index (SPI) and the Cost Performance Index (CPI). Ratios below 0.90 will be explained in further detail.
SPI is to be calculated as follows:
SPI = BCWP (Budgeted Cost of Work Performed)
BCWS (Budgeted Cost of Work Scheduled)
CPI is to be calculated as follows:
CPI = BCWP (Budgeted Cost of Work Performed)
ACWP (Actual Cost of Work Performed)
ODU will use a combination of its Deltek Accounting and Microframe Project Manager Software Projects in order to calculate the ratios. On a monthly basis, actual costs will be downloaded into Microframe from Deltek. A baseline of work to be performed will be established in Microframe and will provide the BCWS. Milestones will be applied against the various WBS elements, and % complete status of the milestones will be updated on a monthly basis. Based upon % complete, Microframe will calculate BCWP, or earned value, at the individual WBS level and determine the earned value at the overall project level.


3.4 Quality Process and Reporting back to top

Quality management on the project will be a team effort. The Quality System Manager will coordinate conduct, quality reviews, and audits. The PM is ultimately responsible for the development and implementation of the System Quality Project Plan. The SQPP is an umbrella plan which incorporates the quality projects of the project team members. The SQPP describes a team quality concept, including Process Coordination and Quality Evaluators. Team members are responsible for performing the processes required to complete Project tasks. Quality Evaluators are responsible for verifying that the development, production, and handling of all documentation, software, and hardware are performed in accordance with the SQPP and its component processes. The team is also responsible for conducting periodic reviews and evaluations of work in process; attending in house test events, and supporting in house Project reviews. All planned quality project activities and quality evaluations (internal audits) are submitted to the PM for review.


3.5 Monthly Progress Report back to top

Phase III Communicator Project will submit a monthly progress reports. The report shall cover, at a minimum, the following:
• Progress Summary;
• The Variance Statement;
• Critical Path Analysis;
• Milestone Deliverables, planned actual and forecast;
• Earned Value Schedule and Cost Performance Indices;
• Dependencies: a ‘critical items list’ of all items, whether or not the Contractor’s direct responsibility, which could jeopardize timely completion of the work or any significant parts of the project;
• Risk Status: update of risk register;
• Look Ahead (Future action and Forecast);
• Resource Profile;
• Work Package/Activities planned, actual & forecast status;
• Milestone/Deliverables planned, actual & forecast status;
• Configuration Change Control issues;
• Quality Actions (Reviews, audits);
• One Page Plans and Reports summarising the above for inclusion in the Purchaser’s monthly report; and
• Commercial: amendments to Contract status report; No later than meeting + 10 working days.


4 REVIEWS back to top

Reviews will play an integral part in the management and monitoring of all phases of the Phase III Communicator Project. Informal reviews with the Project team members will be held at all levels on a weekly basis to ensure that the project stays on track. Formal technical reviews will be held to ensure that the project is proceeding as planned. The types of reviews, their purpose and presented information are addressed in the following paragraphs.


4.1 Project Management Reviews back to top

Project Management Reviews (PMRs) will be conducted with ODU and subcontract representatives. The first PMR will be conducted in July 2004; thereafter PMRs will be conducted approximately every six months (immediately preceding each technical review). The PMRs are scheduled to discuss programmatic issues related to the development and implementation of the Project. The reviews will provide the opportunity to review the progress of the effort; as well as to conduct milestone reviews of deliverables, and identifies and resolves any issues that may arise during the execution of the tasking.
The PM will ensure that all project related information required to meet the objectives of the review are prepared and delivered not later than two weeks prior to the scheduled review date. The PM will also be responsible for identifying the Phase III Communicator Project team personnel who will attend the review. The PM will attend all Project Management Reviews. The following information will be prepared in support of each PMR. Recorded during the review and delivered before the completion of the review.


4.2 Technical Reviews back to top

Formal technical reviews will be conducted on the dates specified in the master schedule. The reviews will be held jointly with ODU, Phase III Communicator Project team members and sub-suppliers as necessary. An agenda and review material will be submitted to ODU two weeks prior to the scheduled meeting. Review meeting minutes will be delivered before the completion of the review. The objectives for each review are outlined below.
Reviews will be held to validate the direction taken for the design, development, and test of the system. The System Requirements Review (SRR), Preliminary Design Review (PDR), and Critical Design Review (CDR) will be formal reviews held at ODU’s facility. The Test Readiness Reviews (TRR) will be formal reviews held prior to HAT & SAT.
System Requirements Review is conducted to ensure that the Project team fully understands the system performance requirements specified in the System/Segment Specification. A detailed review of requirements for the system and each subsystem will be reviewed. The System/Segment Specification (Technical Specification) will be used in the review.
System Design Review is conducted to present and review the system design. System requirement allocation to each system component will be discussed. The general approach to be taken for the integration of each system component will be presented. The documents listed below will be used in the review. This will be an informal review. The data will be included in the PDR.
• System/Segment Design Document
• System Interface Design Document
Software Requirements Review is conducted to review the software specification and interface requirement specifications. This review will be conducted as part of the PDR.
Preliminary Design Review is conducted to present the preliminary design of the Project System. The functional requirements of each subsystem will be discussed in detail. The following documents will be used in the review:
Critical Design Review is conducted to review system integration issues. In particular the review will focus on system interfaces in preparation for Subsystem FAT.
Test Readiness Reviews are held to determine if the system is ready to proceed to the next level of test. Test configurations and results from the previous test efforts will be presented. The test report from the previous test will be used in the review. The following TRRs will be performed:
• Prior to FAT
• Prior to HAT
• Prior to SAT


4.3 Quality Reviews back to top

The PM supported by the quality system manager (QSM) will establish the time and identify attendees for all formal reviews. He will also coordinate with the appropriate managers to conduct quality reviews at key project milestones, and in preparation for formal reviews with the customer. Informal peer review and engineering planning meetings will also be held at the discretion of each subsystem manager to discuss technical issues, conduct internal comment reviews, and provide technical guidance to members of the Project team. As part of the quality activities for the project, the quality team will conduct informal reviews to:
• Evaluate the processes used by the Project team members to perform project tasks;
• Evaluate deliverable products for compliance with contract requirements;
• Evaluate work-in-process during engineering reviews;
• Document results of each evaluation; and
• Recommend corrective and preventive actions if necessary.