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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.
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