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Management Plan

Management Plan - DOC Format


1 PROGRAM IDENTIFICATION
This Program Management Plan (PMP) is for the STATAG. The program will deliver the StaTag hardware, software and documentation for the StaTag.
1.1 Program Management Overview
Execution of the Program will be performed in accordance with the procedures defined by the set of planning documents. These documents include Program Management Plan*, System Quality Program Plan (SQPP), Software Management Plan (SMP), Configuration Management Plan (CMP), Engineering Management Plan (EMP), Manufacturing Plan (MP), and Risk Management Plan (RMP) (see Figure 1).
* This Program Management Plan shall be deemed to meet the contractual requirement of a Project Management Plan.

This Program Management Plan describes the management philosophy, program organization, schedule, and major milestones that serve as the guide for execution of the Program. 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
• Program Team Organization With Areas of Responsibility
• Work Breakdown Structure
• Program Planning
• Progress Reporting and Team Management
• Detailed Program Schedule and Milestones
• Program Reviews

The Program 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
The entirety of Digital Inventory Systems Corporation supports the StaTag Program. The following is Digital Inventory Systems StaTag Corporate organizational structure:
• CEO & President, Digital Inventory Systems Corporation.
• Group Vice President.
• StaTag Program Office. StaTag Program Office will execute the program and provide day-to-day senior management supervision, management, engineering, and administrative resources necessary to manage and administer the StaTag program.
1.3 Management Approach
Digital Inventory Systems’ 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 Digital Inventory Systems is based on the philosophy that successful Programs are delivered by goal-oriented teams. A Program Manager (PM) will lead the Digital Inventory Systems team. The PM is responsible for all planning, programmatic, technical, and financial aspects of the Program. 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 Program-related decisions and commitments with approval, as required, from the Corporate Management Team.
A key element of Digital Inventory Systems’ program management approach is customer involvement. Digital Inventory Systems encourages the customer to retain an active role in monitoring the progress of all aspects of the Program. The customer is encouraged to discuss technical details directly with members of the Program team, provide planning and schedule recommendations, and assist in resolution of technical and programmatic issues. In order to facilitate customer involvement, Digital Inventory Systems will provide access to program information including, but not limited to:
• Program Plans and Schedules
• Program Status
• Earned Value
• Formal Review Material
• Action Items
• System Drawings and Documentation
1.4 Program Team
The Program 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, Digital Inventory Systems has assembled a cohesive Program Team that is experienced with the implementation of each component that will comprise the StaTag Total Ship Computing Environment.
Program Manager. Overall management responsibility for StaTag is assigned to a Program Manager who is responsible for planning and coordination of the day-to-day technical, contractual, and financial aspects of the program. He is responsible for the generation and management of all program schedules, for the coordination of program staff assignments and for coordinating all program activities. His principal assistants are:
• Technical Director. The TD provides overall technical direction for the Program Team. He is the senior engineer and will directly oversee production and integration to ensure the 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 system meets the specification requirements. He is responsible for the development of 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 shipboard electronics hardware components, production, and test activities at Digital Inventory Systems. 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 shipboard installation phase, Set-to-Work, and formal testing. His primary responsibilities include coordination of installation plans; managing the configuration, developing system level installation documentation, development of topside equipment placement, EMC/EMI management, and support of the Integrated Logistics Support (ILS) Manager.
• ILS Manager. The ILS Manager is responsible for Integrated Logistics Support (ILS) for the program 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 Digital Inventory Systems and subcontractors for contract matters. In addition to supporting the Program Manager, the CM is responsible for coordinating all contractual aspects of the program, including CDRL deliveries and milestone payments.
1.5 Program Duration
The StaTag program is an XX-year project through delivery of the first vessel. The Flight 0 schedule consists of a preliminary design down selection milestone in third quarter FY-XX, and award of up to three contracts to product competing final designs. This evaluation period will complete in fourth quarter FY-XX followed by contract award for construction of Flight 0 vessel(s). Construction of vessel(s) will require approximately two years. Delivery of the first vessel occurring in first quarter FY-YY.
2 WORK BREAKDOWN STRUCTURE
The program 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 program schedule. Budgets for work planned are entered into Digital Inventory Systems’ financial tracking system for each WBS element, actual costs and estimates to complete are managed by the Program Manager. The WBS element numbers will be structured according to the Contract Statement of Work and will be used to track program costs, progress, earned value and progress relative to the master program schedule. The WBS management tools that Digital Inventory Systems will use are MICROFRAME 2.2 and Deltek V5.0.
3 PROGRAM PLANNING
The Digital Inventory Systems Program Team office will maintain the program 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 program office. It is the responsibility of each team member to call attention to possible schedule deviations at the earliest opportunity. The program office will coordinate the program schedule with StaTag. The program will be developed in phases; within each phase, formal reviews will play an integral part in monitoring program progress. All formal reviews will be announced four weeks in advance of the starting date.
Digital Inventory Systems will take a “top down approach” to the Program Schedule, meaning that we will pace our workload to fit the overall Program requirements. Particular attention will be given to timely milestone completions. It is recognized that the schedule is particularly tight, containing critical program milestones during the first year, and adequate personnel will be available in order to keep the program moving forward.
4 PROGRESS PERFORMANCE ASSESSMENT
All Digital Inventory Systems Team members will participate in progress reporting and team management. Digital Inventory Systems will track technical and financial progress of the program. Reviews will be held monthly or as mutually agreeable between Digital Inventory Systems and StaTag.
• 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 Digital Inventory Systems Program 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 program documentation and procedures will be held periodically. In particular, the quality program will be involved with program deliveries and milestones and will work off of the master program schedule to plan program audits. Technical, financial and quality progress and status reporting will be conducted according to the following general guidelines.
4.1 Technical Progress and Reporting
The schedule for the program 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 program progress and is reviewed at least quarterly during the General Manager’s review.
4.2 Financial Management and Reporting
The financial profile for the Program is established during the planning phase and monitored throughout the performance period. This profile is generated by assigning accounting phase numbers to every Program 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 Program spending profile represents a summary of phase spending profiles.
The PM is provided an information package that identifies the phase numbers assigned to each activity, the corresponding budgets and schedules, the overall spending profile for the program, 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 Program 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.
4.3 Earned Value
Earned Value Ratios will be reported as required. At a minimum, Digital Inventory Systems will determine earned value quarterly at the overall Program 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)
Digital Inventory Systems will use a combination of its Deltek Accounting and Microframe Program Manager Software Programs 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 program level.
4.4 Quality Process and Reporting
Quality management on the program 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 Program Plan. The SQPP is an umbrella plan which incorporates the quality programs of the program 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 Program 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 Program reviews. All planned quality program activities and quality evaluations (internal audits) are submitted to the PM for review.
4.5 Monthly Progress Report
Digital Inventory Systems 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 programme;
• 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.
5 REVIEWS
Reviews will play an integral part in the management and monitoring of all phases of the StaTag Program. Informal reviews with the Program team members will be held at all levels on a weekly basis to ensure that the program stays on track. Formal technical reviews will be held to ensure that the program is proceeding as planned. The types of reviews, their purpose and presented information are addressed in the following paragraphs.
5.1 Program Management Reviews
Program Management Reviews (PMRs) will be conducted with StaTag 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 Program. 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 program 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 Digital Inventory Systems StaTag Program Team personnel who will attend the review. The PM will attend all Program 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.
5.2 Technical Reviews
Formal technical reviews will be conducted on the dates specified in the master schedule. The reviews will be held jointly with StaTag, Digital Inventory Systems Team members and sub-suppliers as necessary. An agenda and review material will be submitted to StaTag 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 Digital Inventory Systems’ facility. The Test Readiness Reviews (TRR) will be formal reviews held prior to HAT & SAT.
System Requirements Review is conducted to ensure that the Program 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 Program 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
5.3 Quality Reviews
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 program 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 Program team. As part of the quality activities for the program, the quality team will conduct informal reviews to:
• Evaluate the processes used by the Program team members to perform program 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.