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PROJECT MANAGEMENT PLAN

Writing Guide

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Directorate-General III

This document has been produced by the IDA Quality Team

Comments regarding this document, or requests for further information, should be
addressed to: Sandra Callagan at DGIII
Reproduction of this document is authorised, except for commercial purposes, pro-
vided that the source of the document is acknowledged.

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MODIFICATION HISTORY
Date Version Author Reason for modification
23 Jan 98 0.01 [Link] First Draft
27 Jan 98 0.01a G. Kirk Comments
4 Feb 98 0.02 J. Brinkworth Comments
11 Mar 98 0.03 J. Tompa Include comments from J. Brinkworth and G. Kirk. No others received.
16 Mar 98 0.04 J. Tompa Include comments from G. Kirk on 0.01.
27 Apr 98 0.05 J. Brinkworth Revise to identify instructions, recommendations and advice on procedures
22 May 98 1.00 J. Brinkworth First Issue

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FOREWORD
This is the generic Project Quality Plan identified in section 4 of Annex II (the Techni-
cal Annex) of Contract 52870 between the Commission of the European Communi-
ties & Unisys Belgium s.a.
This is the generic Project Quality Plan identified in section 4 of Annex II (the Techni-
cal Annex) of Contract 52869 between the Commission of the European Communi-
ties & Anite Systems Limited.
This is the generic Project Quality Plan identified in section 4 of Annex I (the Techni-
cal Annex) of Contract 52865 between the Commission of the European Communi-
ties & White Waghorn Limited.
This is the generic Project Quality Plan identified in section 4 of Annex II (the Techni-
cal Annex) of Contract 52885 between the Commission of the European Communi-
ties & Intrasoft s.a.
The Project Quality Plan has been renamed Project Management Plan Writing Guide
in order to respect the Project Strategy document, where it is stated that Quality is in-
herent in project management and not an add on.

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TABLE OF CONTENTS
0. Introduction to the writing guide .................................................................9
0.1. Objectives 9
0.2. Scope 11
0.3. Background 11
0.4. Management Summary 11
0.5. Applicability to Various Types of Projects 11
0.6. Relationship to Other Documents 12

1. Introduction ............................................................................................13
1.1. Purpose of the Project Management Plan 13
1.2. Field of application 13
1.3. Deviations from the PMP 13
1.4. References and applicable documents 14
1.4.1. Reference documents 14
1.4.2. Applicable documents 14
1.5. Terminology 15
1.5.1. Abbreviations and acronyms 15
1.5.2. Definitions 15

2. Presentation of the project ......................................................................16

2.1. Project 16
2.1.1. General presentation 16
2.1.2. System summary 16
2.2. Deliverables 16
2.2.1. Business Deliverables 17
2.2.2. Project Deliverables 17
2.2.3. Deliverables from the client 18
2.2.4. Deliverables from the other parties 18
2.3. Division into work units 18
2.3.1. Contractual work units 18
2.3.2. Work breakdown 18
2.4. Project Time Plan 19

3. Project Organisation and Responsibilities................................

................
20
3.1. Involved parties and their roles 20
3.2. Organisation of the project team 21
3.3. Responsibilities 22
3.3.1. The Commission’s obligations and responsibilities 22
3.4. Escalation 23
3.5. Subcontractors 23

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4. Project Planning and Control................................

................................
...24
4.1. Plans 24
4.2. Progress measurement and monitoring 25
4.3. Information about work progress 25
4.3.1. Progress reports 26
4.3.2. Progress meetings 28

5. Acceptance Procedure and Payment................................

......................
29
5.1. Use of delivery notes 29
5.2. General acceptance procedure 30
5.3. Project final acceptance 30
5.4. Payment 30

6. Control of the Project Management Plan................................

..................
32
6.1. Preparation 32
6.2. Approval 32
6.3. Lack of adherence to Project Management Plan 32

7. Work Units - Work Breakdown Structure

. ...............................
...................
34
7.1. Work unit n° X: <Name of the Work unit> 34
7.1.1. Prerequisites 34
7.1.2. Activity and deliverable 35
7.1.3. Verification and Validation activities 35
7.1.4. Conditions for proceeding to the next work unit 36

8. Plans................................
................................
................................
.....37
8.1. Configuration Management Plan 37
8.1.1. Identification of configuration items 37
8.1.2. Configuration control 38
8.1.3. Version control 38
8.1.4. Configuration status auditing 39
8.2. Change Management Plan 40
8.2.1. Issue, Problem and Change Management 40
8.2.2. Procedure 41
8.3. Quality Management Plan 42
8.3.1. Contractual quality requirements 42
8.3.2. Quality criteria 42
8.3.3. Risks 43
8.3.4. Procedures 43
8.3.5. Quality Control 46
8.3.6. Audits 47
8.3.7. Follow-up of corrective actions 47
8.4. Security Plan 47
8.4.1. Access control 47
8.4.2. Handling, storage and archiving 47

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8.4.3. Backup procedures 48

8.4.4. Confidentiality 48
8.5. Replication, Delivery, Installation and Servicing Plan 49
8.5.1. Replication 49
8.5.2. Delivery 49
8.5.3. Installation 49
8.5.4. Servicing 50

9. Appendices................................
................................
...........................
51
9.1. (A) Correspondence table with the IDA Project Management Plan Model 51

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Acknowledgements
This document is derived from the maXXIme “Project Quality Plan” Writing Guide,
Version 3.10-EN dated 23.09.96 published by the PSO of DGXXI/A1. It has been
modified to bring it more into line with the needs of IDA projects.

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0. Introduction to the writing guide

0.1. Objectives

The objective of this document is:

n To define the structure and content for Project Management Plans (PMP) to be
agreed by IDA and suppliers (internal or external) of software, equipment, v-ser
ices, studies or consultancy.

By producing a PMP that adheres to the format defined in this writing guide, suppliers
and IDA achieve the following sub-objectives:
n To define responsibilities and general principles for managing the relationships
between IDA projects and the suppliers (internal or external) to these projects of
equipment, software development, services, studies and consultancy.
n To define a basis for quality assessments of the procedures employed by suppl i-
ers to fulfil their contractual obligations to IDA.
This document consists of:
n Mandatory instructions on sections to be included in the PMP- shown in bold
underlined text.
n Clarification and refinement of the instruction - shown in normal text.
n Advice about the procedures to be used within the projectshown
- in italic text.

The structure of this document is to be used as the structure of the Project

Management Plan, except where indicated in 1.3 (Deviations from the PMP)
and 9.1 ((A) Correspondence table with the IDA Project Management Plan
Model). The text, which describes how to fill in each section, will obviously be e-r
placed by the appropriate descriptions.
This section (0 Introduction to the writing guide) will be omitted.
The supplier’s Project Manager prepares the Project Management Plan. An
initial draft is introduced for review at the project kick-off meeting which nor-
mally occurs within 2 weeks of contract signing. The first issue is delivered
within two weeks of the kick-off meeting.
In preparing the Project Management Plan, sensitive areas for the supplier like those
concerning internal documents and procedures may be treated with special care.
This information can be put in an appendix to the Project Management Plan, or in a
section that could be extracted from the IDA version of the Project Management Plan.

The objectives of the procedures described by this document are:

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n To ensure that there is effective communication between IDA projects and their
suppliers of computer equipment, services, software, studies and consultancy.
n To ensure that all business and management transactions between IDA and its
suppliers, within the scope of a contracted project are properly directed and
authorised.
n To ensure that all changes to project plans, specifications, etc. are adequately
controlled.
n To ensure that both IDA and its suppliers have a clear understanding of project
objectives, of the progress toward attaining these objectives, and of any impedi-
ment to their attainment.
n To ensure that there is agreement between IDA and its suppliers on the stan-
dards, procedures and methods to be employed to meet project objectives.
n To provide procedures for ensuring that IDA receives all items specified by the
contract, to agreed standards of quality and timeliness.
n To be a basis for agreement (rather than conflict) between IDA and its suppliers.

The Objectives of the Project Management Plan

User
Requirements
Budget Application Area

Time-scales Type

Size Security/Safety
Project
Characteristics

External
Standards

IDA Project
Management
Methodology

Project Management
Plan

Best Practices
PMP Model

Contractor Project Methodology

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0.2. Scope

This Project Management Plan shall be produced in all cases of contractual

relationships with suppliers initiated by the IDA. The Project Management Plan
is equally applicable to situations in which computer and communications equip-
ment, computer software, services, studies and consultancy or any combination of
these are to be provided.
This document addresses the relationships between a IDA project and its suppliers,
commencing at the point when the contract is agreed and continuing until the p-
Su
plier has satisfactorily completed all of its obligations under the contract.

0.3. Background

Experience shows that the most successful relationships between suppliers and pur-
chasers are those in which the relationship is defined precisely, clearly and com-
pletely, and in which there is agreement on these points before the start of the project.

0.4. Management Summary

This document describes the processes for management of the relationships between
IDA projects and suppliers. It prescribes a model of the Project Management Plan for
Suppliers. It is intended that this model be used as the basis for a Project Management
Plan to be agreed between IDA and each of its Suppliers. The Project Management
Plan will form part of the contract,
In addition this document provides an outline of a Quality Assurance process which
IDA may elect to prescribe in any of its relationships with suppliers.

0.5. Applicability to Various Types of Projects

The Project Management Plan described in this document must be tailored to

each specific instance of contractual relationship between IDA and its sup-
pliers.
In the context of this document the term "project" is to be interpreted to mean "the set
of activities by which the Supplier satisfies its obligations to IDA under the contract." In
some cases, the project will refer to a continuing service provided by the Supplier. For
example, provision of consultancy services to IDA would constitute a project in this
sense. The Project Management Plan described in this document is applicable to
any of these situations, although the specific Project Management Plan must bei-ta
lored to the particular circumstances.

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0.6. Relationship to Other Documents

n Contract
The Project Management Plan will refer to the contract between IDA and the
Supplier. When agreed by both parties, the Project Management Plan will have the
force of the [Link] is intended that a model Project Management Plan and the
Writing Guide be sent to each prospective Supplier as a part of the Invitation to Tender
(or Request for Proposal).In any case of conflict between the Project Management
Plan and the basic contract, the contract shall be the senior document.
n IDA-Ms
IDA-Ms is a set of Project Management methods which has been adopted by IDA as its
preferred development methodology and as a basis for its own procedures.
IDA will provide access to the relevant parts of IDA-Ms as needed to enable Suppliers
to meet their contractual obligations.
n Standards and guidelines
All work undertaken must be reviewed against the appropriate sections of the
following:
p IDA-Ms
p IDA Architecture Guidelines

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1. Introduction

1.1. Purpose of the Project Management Plan

Reproduce, and if necessary extend, the text below.

The purposes of this Project Management Plan are the following:
n make the user confident in the quality of the work that the Project Team will r-pe
form by showing how the project will be carried out, measured, monitored,c-a
counted for and safeguarded during and after development,
n define roles and responsibilities, with emphasis on the required skill sets to d- a
dress the complexities and risks of the project,
n show how changes and problems can be identified and reported,
n clearly define the content, format, sign-off and review process, and responsibil i-
ties for each deliverable,
n make visible all the means that are and will be applied to meet the user's techn i-
cal and quality requirements,
n provide the supplier’s quality authority with information that allows him to organise
quality assurance and quality control activities that include transfer of information,
verification actions, etc.,
n state all the participants of the project, procedures, rules and applicable met h-
ods.

1.2. Field of application

Describe here the scope of the project, eventually referring to the Terms of
Reference (ToR). This section must clearly demonstrate to which activities this Proj-
ect Management Plan is applicable.

1.3. Deviations from the PMP

In the case of deviation from this writing guide, the following information
shall be given in this section:
n an introductory text explaining the structure of the Project Management
Plan,
n the precise reference of the standard to which the Project Management
Plan adheres,
n a reference to appendix (A) containing the correspondence table with the
model.

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If it is necessary to split up the Project Management Plan into several docu-

ments (Development Plan, Configuration Management Plan, Change Control
Plan, presentation standards, etc.), the reason and explanation of where each
document fits in the Project Management Plan shall be given. In that case each
of those documents becomes an applicable document and is referenced as such in
section 4.1 (Plans)
Deviations from the authorised plan during its execution are covered in section6.3
Lack of adherence to Project Management Plan.

1.4. References and applicable documents

Include the text below.

Reference documents are documents which:
n are explicitly mentioned in the text of the Project Management Plan
n do not contain binding requirements.
Applicable documents are those documents which:
n may not be explicitly mentioned in the Project Management Plan (other
than here)
n contain binding requirements for the project (requirement that must be
fulfilled and for which satisfaction may be verified).
1.4.1. Reference documents

Enumerate all reference documents, giving for each its name, its iden-
tification, version number and issue date and a sequential number to
use as reference in the text (R1,...Rn).
Documents whose references are given in this section of the Project Ma
n-
agement Plan are only used as support and contain no commitment towards
the user.
Typically, among reference documents are:
n internal guides, studies
n organisational notes
n technical notes
n legal documents
n working documents.

1.4.2. Applicable documents

Enumerate all applicable documents, giving for each its title, its ref-
erence, the version number, the issue date and applicable sections or
sub-sections and a sequential number to use, if necessary, as refer-
ence in the text (A1,...An).

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It is recommended that the applicable sections of a document be specified

precisely, as sometimes only part of a document is applicable.
Typically, among applicable documents are:
n the IDA IDA-Ms methodology
n the Invitation to Tender
n the Proposal of the supplier / subcontractor
n the Terms of Reference for the project and annexes
n the contract
n documents that exist and cover the contents of some sections (e.g.
methodological documents, Configuration Management Plan, Security
Plan).

1.5. Terminology

1.5.1. Abbreviations and acronyms

Excessive use of abbreviations and acronyms makes reading the document a difficult
task. That is why it is recommended to their use be limited to a few words commonly
employed in the field.
Enumerate all such terms used in the Project Management Plan.
At the first occurrence in the text mention both the word and the acronym.

1.5.2. Definitions

This section is very important, as words are often interpreted in several very different
ways and thus can seriously affect the understanding of quality requirements.
Define all terms, the meaning of which may lead to incomprehension, misun-
derstanding or ambiguities.
Please refer to the IDA Glossary first, to find out if the term is already explained there.

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2. Presentation of the project

2.1. Project

2.1.1. General presentation

Give a short description of the project is given, including:

n a brief description of activities in relation to the project
n the objectives and expectations of this project (business objectives, system
objectives and system expectations)
n an explanation of the overall environment of the project
n the user's constraints
n the name and identification of the product(s) that will be produced under
this Project Management Plan, at a summary level - these will be detailed in
section 2.2.
The objective of this section is to describe the project. Frequently, the project will be
concerned with the development or installation of a system. The system is described
in the following section.

2.1.2. System summary

Briefly describe all constituent parts of the system which are the subject of
this project Include not only the parts for which the Project Team is directly respon-
sible (either developed by itself or by others), but also the relationship with others- sy
tems (or sub-systems).
Give an overview diagram showing the structure of the system as viewed by
the user, giving system, subsystems and main parts.
Identify which elements of hardware and software are to be developed and
which are to be bought by the Project Team, use an identification scheme that
corresponds to the one used in the contract referenced in section
2.2 (Deliverables)

2.2. Deliverables

In the following sub-sections describes all the deliverables to be delivered

during the life of the Project. They are of 2 types:
n Business Deliverables, which satisfy the users requirements
n Project Deliverables, which are produced to help manage and control the project
and to ensure that all parties understand and agree what the actions and respo
n-
sibilities of all parties are.

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List deliverables produced by both the supplier and the client. Deliverables
should be grouped under the following headings:
n Created by supplier;
n Bought by supplier and resold to client;
n Provided as external input from client for incorporation into the system;
n Provided as external input from other parties (not subcontracted to the client) for
incorporation into the system;
n Provided as external input from client for connection to the system;
n Provided as external input from other parties (not subcontracted to the client) for
connection to the system.

2.2.1. Business Deliverables

Provide a matrix listing all business deliverables and documentation. For

each deliverable specify:
n description
n type
n contractual deliverable (Y/N)
n language
n reference
n expected delivery date (or delivery frequency).
Deliverables are likely to comprise some or all of:
n hardware
n software
n other materials
n training
n other services
n documentation.

2.2.2. Project Deliverables

Complete and extend the matrix below listing all project deliverables and
documentation.

Description Contrac- Type Lang Reference Ex-

tual Deliv- pected.
erable Delivery
Date
Draft Project Management Plan N Doc EN xxx-PMP-xxx
Kick-off meeting minutes Y Doc EN xxx-KOM
Project Management Plan Y Doc EN xxx-PMP-xxx
Monthly progress reports Y Doc EN xxx-MPR-nnn
Minutes of the monthly meetings Y Doc EN xxx-MOM-nnn
Minutes of the technical meetings N Doc EN xxx-TEC-nnn

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Time Plan (ie Gantt Chart), re- Y Doc EN attached to xxx-

viewed each month MPP-nnn

2.2.3. Deliverables from the client

List deliverables under the following headings:

n Provided as external input from client for incorporation into the system;
n Provided as external input from client for connection to the system;
2.2.4. Deliverables from the other parties

List deliverables under the following headings:

n Provided as external input from other parties (not subcontracted to the client) for
incorporation into the system;
n Provided as external input from other parties (not subcontracted to the client) for
connection to the system.

2.3. Division into work units

This section gives an overview of the division into work units. It is essentially to show
how the contractual deliverables are identified and to give an overview of their produc-
tion. Fuller details are in section 7 (Work Units - Work Breakdown Structure)

2.3.1. Contractual work units

For each work unit defined in the contract (or the work in its entirety if it is not
divided in the contract), provide the following overview information:
n description of the unit (short if it is already detailed in the contract)
n estimation of production deadlines: these should correspond to deadlines
mentioned in the contract for that unit
n estimation of the amount of man-months
n estimation of necessary resources in equipment.
Information can usefully be presented using tables.
Information about the workload and resources (listed above) must be consis-
tent with those the user already knows through the proposal or commercial
negotiation.

2.3.2. Work breakdown

Usually contractual work units are refined into smaller work units.
Present a high-level work breakdown, where the division is made on the level
of key-milestones in the project. This should in principle only be aligned on avail-
ability of major deliverables.

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Present - in case of parallel development - the way the work unit is divided into smaller
units, and how these smaller units are developed and reunited.
Describe each work unit in the same way as the contractual ones.

2.4. Project Time Plan

Present the initial Project Time Plan. The subsequent revisions to the Project Time
Plan are constructed from the milestones described in this section. Updated Project
Time Plans are provided separately so the need not be re-issued each month.
Show, at a minimum, the following project milestones:
n start date
n contractual deadline
n intermediate dates linked to validation, reviews, visible stages, etc.
n event linked user's obligations, like putting equipment at the project's
disposal, approval of documents, etc.
n delivery dates.
Show these milestones on a Gantt chart (in an appendix if necessary)
Clearly highlight in the Time Plan the phases described in the sub-sections
of section 7 (Work Units - Work Breakdown Structure) for example, functional de-
sign, development of hardware components, coding, unit testing, integration, valida-
tion, acceptance, warranty period.
It may be necessary to present the plan by work unit: in that case for each work unit all
the phases must appear.

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3. Project Organisation and Responsibilities

3.1. Involved parties and their roles

List all the people involved in the project, (except the details of the supplier’s own
project team, this is covered in section 3.2). Identify the links (hierarchical and
functional) between the involved parties. Also describe their roles in the proj-
ect, i.e. why they are involved in the project and what their responsibilities and expe
c-
tations are.
Identify the following:
n Project Officer and the Organisation to which he belongs
n Project Leader and the Organisation to which he belongs
n External organisation(s): other DGs, Member States, National Administrations,
international organisations,...
n Main Contractor
n Quality Contractor
n Supplier (internal or external)
n Subcontractor
n Other parties ....
Summarise the participants in the table below.

Title Name Company /

Organisation
IDA Project Officer

IDA Project Leader

Users Representative

IDA Quality Manager

xxxxxx Project Manager *

This mandatory sentence must follow the table:

"Any change of the Supplier’s key personnel marked with a star*”“shall be subject to
the Commission's written agreement."
Describe the responsibilities held by each person identified in the above ta-
ble.

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Present the organisation in a graphical form (chart, overview diagram, etc.).For

example:
Project
Steering Committee

Project Owner

System Supplier

Project Management
Project Manager
Committee

Project Co-ordinator
IT Manager

Project Quality
Manager

Contractor’s
Project Manager

Project Team

IT User Contractor’s
Team Members Team Members Team Members

3.2. Organisation of the project team

Describe the organisation of the project team using job titles.

Use a diagram showing the hierarchy of the Project Manager and the different team
leaders (when this level of organisation exists) and the members of the project, etc.
Show also the organisational environment of the project with entities within thep-su
plier that are external to the development team (e.g. an expert, a technical depar
t-
ment, a product support).

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List for each activity recognised in the project, the person or people (indi-
cated by job title, not by names) that is/are responsible for it. Activities may in-
clude the following:
n quality
n security
n configuration management
n change control
n test database management
n system generation
n integration testing
n validation testing
n environment set-up and organisation
n back-up
n administration and operational support
n follow-up of subcontractors and co-contractors.
Include an indication of who replaces whom in case of absence.

3.3. Responsibilities

3.3.1. The Commission’s obligations and responsibilities

List the Commission’s obligations and responsibilities. Among them may be:
n Resources (personnel, premises, hardware, software and any other equipment)
put at the project's disposal
n Activities (co-ordination, development of a piece of code, reading or approval of
documents, acceptance testing, etc.).
n To provide deliverables as listed in section 2.2.3 (Deliverables from the client)
n To provide documentation and access to information
IDA has to provide all documentation and information necessary for the project
within acceptable delays. This includes sufficient availability of the users and
other involved persons.
n Approval of deliverables
Procedures and timetables for the acceptance of deliverables have to be re-
spected by IDA. Approval of a deliverable imply the approval of the users con-
cerned with the content of the deliverable. A deliverable cannot be considered
accepted until it has been signed off by the IDA Project Manager.
n Quick comments on drafts and minutes
A fast feedback from IDA to the Supplier is a necessary condition to diagnose
quickly possible misunderstandings between the partners. It is therefore important
that IDA comment on minutes of meetings and drafts of documents as soon as
possible.

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Directorate-General III

3.4. Escalation

Include a table which describes how problems and other exceptions are taken
to progressively higher levels of management attention within IDA and Sup-
plier organisations. This should correspond to the diagrams in section3.1 Involved
parties and their roles. Also specify criteria for deciding when these escalation
actions are to take place. This procedure is to be applied when agreement cannot
be reached on Issues or Problems. See section 8.2 (Change Management Plan)

3.5. Subcontractors

List all subcontractors that the supplier intends to use in performing its obli-
gations on the project. Specify the name and address of the subcontractor organ i-
sation and the nature of the products or services that it will provide as a part of the
project.
The supplier has the whole responsibility for products or services provided by the sub-
contractor.

Name of Subcontractor Organisation Nature of Products or Services Provided

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Directorate-General III

4. Project Planning and Control

4.1. Plans

Describe the detailed client focused plans that will be produced and imple-
mented for the project. These plans may be separate documents or included in this
plan in section 8 Plans. The precise list of plans to be included must be agreed
with the Commission’s Project Officer for the specific project.
At its current stage of development IDA-Ms can provide templates for the plans
marked (T) below - these templates are in section8 Plans.
The following list is not exhaustive
n Acceptance Plan
n Configuration Management Plan (T)
n Change Management Plan (T)
n Installation Plan
n Migration / Conversion / Transition Plans
n Product Support Plan
n Project Operational Plan
n Quality Management Plan (T)
n Requirements Management Plan
n Replication, Delivery, Installation and Servicing Plan (T)
n Resources Plan
n Risk Management Plan
n Security Plan (T)
n Service Implementation Plan
n Test Plans
n Test Strategy Plan
n Training Plan
n Verification and Validation Plan
For each plan provide the following information:
1. Name of the plan
2. Purpose and scope
3. When it is required and the phases of the project it will apply to
4. Brief description of the contents
5. Intended users
6. Any standards to which the plan conforms to

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Directorate-General III

4.2. Progress measurement and monitoring

Describe of how the progress of the project is measured and monitored,

cover the following topics, advice on which is provided below:
n creating and updating the project file
n updating the plans - IDA requires a detailed time-plan for the 2 coming months
n frequency of checkpoints
n method used to measure progress
Creating and updating the project file:
This file should contain all the documents used to manage the project. The use of all
reports or forms should be explained.
Updating the Project Time Plan:
This shall be done at least monthly. Clearly define the when and how the Project
Manager gets the information on staff activity and plans, and how this is used p-
to u
date the main Project Time Plan. The use of an agreed planning tool such as PMW,
MS Project, SPJ or Excel is required for every project plan.
Frequency of checkpoints:
Identify the frequency of checkpoints.
This can be different from one phase to another
depending on the phase the project is in (monthly during functional specification and
weekly for detailed design, coding and unit testing).
Method used to measure progress:
Define how effort expended and remaining is to be tracked and reported. It is highly
recommended to follow the progress of elementary tasks attached to specific pieces of
work (program, module, screen, hardware component, etc.).

4.3. Information about work progress

Explain the means by which the Supplier Project Manager monitors progress
and informs IDA, the Project Owner, his management and the project team
about the project progress.
This is usually done by progress reports and meetings.
A first version of the time plan is provided at the beginning of the project. It will be up-
dated monthly until the final acceptance. The update will take place before each prog-
ress meeting.
The time plan contains several milestones, at least one per work unit. The progress
should be evaluated with respect to the milestones.
During guarantee and maintenance periods, progress will be measured on basis of
the produced Observation Reports, Change Requests, Actions. The major points will
be the reaction speed to and importance of reported problems or required modifica-
tions.

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A progress report is prepared by Supplier's project manager and is sent to IDA before
the progress meeting along with the meeting notification and agenda.
It contains a description of achievements, pending problems, short term actions and
activities and an update of the time plan. This time plan records the slippage, if any,
and the progress of each task, as percent complete.
Progress meetings are held monthly until the final acceptance. The Supplier prepares
and sends the meeting notification and agenda to all the expected participants 5
working days before. It is however up to IDA to make sure a meeting room is available.
Meeting minutes are provided by the Supplier after each progress meeting within 5
working days.
Technical and informal meetings may be held more frequently, especially at the be-
ginning of the project to maintain a good co-ordination between Supplier's team and
IDA. The participants to these meetings will vary according to the meeting's objectives.
In all cases, meeting minutes will be written by the Supplier's representative and dis-
tributed to the meeting's participants and both project's managers (IDA and the Sup-
plier).
Explain how other parties are monitored.
To effectively monitor other parties consider addressing :
n planning: responsibilities, updating, frequency, origin of information, etc.
n project file: forms used with layout and media, follow-up of information, etc.
n verification and checkpoints with the indication of:
p the authority responsible for the action
p the object of the action: short description of what is going to be verified: sub-
system, documentation, etc.
p when it will take place: periodically or at the end of a phase (completion of a
document, end of production, etc.)
p the type of action: inspection, walk-through, review, audit, etc.
p what records will be made and kept (minutes of meeting, etc.)
p planned reviews and audits concerning suppliers and subcontractors
4.3.1. Progress reports

The Progress Report is the means by which the Project Manager transmits the infor-
mation about the progress of the project to IDA (external progress report), to the project
team and to his management (internal progress report).
Specify the details of progress reporting:
n the frequency (usually once a month)
n who it is sent to
n the language
n the number of copies
n when sent

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Define the structure of the progress report - normally it should correspond to the
material given below. If it does not, explain why.
n Progress measurement
p A list of milestones achieved during the last reporting period.
p A list of milestones scheduled for the last reporting period, but which were not
achieved.
p A list of milestones scheduled for completion during the next reporting pe-
riod.
p A summary of deviations and adjustments
p In all cases where reported milestones are associated with the delivery of
products, the identity of the product shall be included in the report.
n Problems and issues
p A description of problems or other occurrences which are putting at risk the
achievement of milestones.
p A list of all Problem Reports received by the Supplier from IDA during the last
reporting period.
p A list of all Issue Reports received by the Supplier from IDA during the last
reporting period.
p A list of all Issue Reports submitted to IDA during the last reporting period.
p A problem summary, consisting of the counts of (a) problems open at the
commencement of the last reporting period, (b) problems solved during the
last reporting period, (c) new problems reported during the last reporting pe-
riod, and (d) problems open at the conclusion of the last reporting period.
p An issue summary, consisting of the counts of (a) issues open at the com-
mencement of the last reporting period, (b) issues solved during the last re-
porting period, (c) new issues reported during the last reporting period, and
(d) issues open at the conclusion of the last reporting period.
n Resources
p A report of resources used and exceptions to the Resource plan.
n Deliverables overview
p An updated deliverable matrix with new expected delivery date (if relevant).
n Quality management
p A summary of the quality assurance activities carried out during the last
month and their results.
n Risk management
p An identification of any new potential risk and possible mitigation, and a
summary of the effectiveness of risk management to date.
n Action list

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p A list of actions to be taken, decisions that have been taken, information that
has been given.
n Change status
p A summary of requested, approved, and completed scope changes.
n Updated Time Plan
p An updated plan with an updated Gantt chart.

4.3.2. Progress meetings

Three types of meetings are expected:

n Monthly Progress Meeting
n Technical Meeting
n Informal Meeting
Other types of meetings can take place.
Describe all those types of internal or external progress meeting that are ex-
pected. If the external start-up meeting, whose object is to validate the set of manag
e-
rial arrangements, has already taken place then give the date and a reference to the
minutes.
For each of the different types of meetings specify the following:
n the objective
n any standard agenda items (such as approval of previous minutes of meetings)
n the participants with indication of their authority in the meeting
n the frequency (for some meetings with the user it may be possible to make the
dates more specific)
n the writer of the minutes (usually the Project Manager)
n distribution list
n authority responsible for follow-up actions
In addition to the periodic progress reviews, there must be reviews of the intermediate
and final products of the project, and of the processes used to create them. The timing,
format and content of these meetings will be dictated by the nature of the products and
the development methodology used to product them.
Attendance at product reviews shall be determined by IDA and the Project Manager.
Normally the attendees will be people who can make a contribution to the technical
aspects of the review.

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5. Acceptance Procedure and Payment

List the categories of products that have to be formally accepted by IDA (de-
liverables, intermediate deliveries, documents, etc.) with the time at which this
process is to occur (end of phase or final acceptance), the time allowed for
comments and the procedure by which the user is given products for formal
approval.
The time when approval is required is specified, with the time allowed for comments,
and where the decision is to be recorded.
Approval and disapproval must be formally notified in a meeting in order to be formally
recorded. If an acceptance is linked to a payment, a copy of the formal acceptance by
IDA must be annexed to the invoice

5.1. Use of delivery notes

Confirm adherence to the IDA delivery note usage practices defined below.
All deliverable items are to be delivered by the Supplier to the designated IDA contact
point for deliveries. Upon delivery, the designated IDA contact will sign a delivery note
indicating that the product has been delivered. This signature shall not necessarily im-
ply acceptance of the product.
A delivery note is characterised by:
n Reference to what is delivered:
p document with reference and version number
p product identity name and number with version number and serial number
n Reference of the delivery as planned in the quality plan;
n Recipient;
n Reference of the media;
n Format and number of copies.
Each delivery note is signed by the Supplier.
Two copies of the delivery note are sent to IDA with the appropriate number of copies -
as stated in the relevant contract - of the of the delivered item.
IDA signs the two delivery notes and sends one back to the Supplier.
For e-mailed deliveries a return e-mail confirming receipt and the ability to open the
attached documents is provided by IDA.

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5.2. General acceptance procedure

Confirm adherence to the IDA general acceptance procedure defined below.

Dates of submission of deliverables for acceptance shall be agreed in advance by
IDA. The Commission has 10 working days to comment on a deliverable (it is the aim
of IDA to review deliverables within 10 working days, however, the review period can
be increased depending on project size and complexity, number of reviewers), at the
end of which period it shall be deemed to be accepted if no comments are made to the
Supplier. If comments are made, an agreed revision shall be produced by the Supplier
within 10 working days and this shall be accepted on receipt if IDA agrees that the re-
vision satisfy their comments. Formal signing off by the IDA Project Manager shall
constitute acceptance.
The acceptance of software modules will be based on the successful run of tests de-
scribed in the Acceptance Test Plan. This operation will be performed by representa-
tives of IDA with support of Supplier’s representative(s). The results will be logged in
the Acceptance Test Report.

5.3. Project final acceptance

Describe the acceptance procedure for the final project in detail, making ref-
erence to the relevant contractual clauses. Include:
n what has to be verified for acceptance
n what validation has to be done
n how acceptance testing is going to be organised (participants, means ofx-e
pressing acceptance, etc.)
n the acceptance environment
n the set of documents related to this acceptance (acceptance protocol, acce
p-
tance specifications, test suite, etc.)
n planning information (duration, participants, responsibilities)
n the handling of reservations.
The acceptance is made up to the totality of checks performed either by or in the pres-
ence of the user in order to declare the final product acceptable. It is the user's valida-
tion of the product.
The acceptance tests should be performed on the operational site.
It is the IDA Project Manager’s responsibility to send a final acceptance note to the
Supplier.

5.4. Payment

Describe the payment schedule with a clear definition of the trigger for each
payment. This could be:

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n A given date
n A certain event
n Acceptance of a set of deliverables
n etc.

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6. Control of the Project Management Plan

6.1. Preparation

For large projects, give the responsibilities related to the preparation of the
Project Management Plan, such as:
n defining the structure of the PMP,
n defining the contents of section X,
n defining the contents of section Y,
n defining the contents of section Z,
n writing the initial version,
n updating the Project Management Plan.
A table may usefully summarise this information.

6.2. Approval

Confirm adherence to the standard PMP approval process.

The supplier’s Project Manager prepares the Project Management Plan. An initial draft
is introduced for review at the project kick-off meeting which normally occurs within 2
weeks of contract signing. Reviews of the PMP are made by the user representative,
the IDA Quality Manager, the IDA Project Leader and the IDA Project Manager. After-
wards comments are integrated into the PMP in order to produce the final version
which has to be approved by the IDA Project Manager. The first issue is delivered
within two weeks of the kick-off meeting.

6.3. Lack of adherence to Project Management Plan

Define a procedure to allow the supplier’s and IDA’s quality authorities to:
n identify the lack of adherence to the Project Management Plan
n evaluate impact and consequences
n initiate corrective actions.
Either describe, in detail, the procedure to be followed in this case or make reference
to the description given in section8.3.5 (Quality Control ).
Corrective actions fall into one of the three following categories:
n require the application of the Project Management Plan
n update the Project Management Plan because it is not well suited to the project
n override a specific requirement. This necessitates authorisation from IDA and is
recorded with the other follow-up of quality activities.

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Changes in the Project Management Plan or specific derogations are subject to IDA
approval.

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7. Work Units - Work Breakdown Structure

Give the philosophy of the development chosen for the project and the de-
scription of procedures for advancing from one work unit to the next one.
In some cases it is necessary to adapt a standard methodology due for example, to:
n breakdown of work units which are each associated to a different development cy-
cle but with strong relationships between them
n necessity to start coding before completion of the detailed design (in that case a
judicious breakdown into independent items can allow a better workload distribu-
tion over the project).
Describe in detail all the work units of the development. Extend the overview
given in section 2.3 Division into work units.
A work unit should not include multiple tasks, rather within the WBS each leaf node
work-unit should correspond to a single identifiable activity
For each work unit, provide the following information:
n environmental activities
n prerequisites
n work unit activities
n results
n verification activities
n conditions for proceeding to the next work unit.
For those projects which will have as result an implementation of a new application on
the IDA computers or a modification of an existing one, the supplier must plan specific
tasks to prepare the installation of the application. Thus he must have meetings, from
an early stage, with the relevant computer operations personnel

7.1. Work unit n° X: <Name of the Work unit>

Describe in detail each life-cycle work unit (except acceptance and warranty) in a
specific section 7.x
Acceptance by the user is described in section 5 (Acceptance Procedure and Pay-
ment).
Warranty is described in section 8.5.4 (Servicing).

7.1.1. Prerequisites

For each work unit state its prerequisites.

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An important part will be environmental. Environmental activities are those which pre-
pare the necessary resources for the production and the verification of the work unit
output products. Those activities concern the setting up of the methods, techniques,
resources and tools as well as personnel or equipment. These activities are part of the
prerequisites have to be satisfied in order to start execution of the work unit.
For example, depending on the work unit, environmental activities include (but are not
restricted to) some of the following:
n preparation and execution of a training plan for the development team or the user
n set-up hardware or software tools to be used during the work unit
n acquisition study (of the software and documentation) in order to re-use software
developed for another project
n set up the integration team
n creation of a test suite database
n setting up configuration control
n preparation of delivery to the user (hardware, software and documentation)
n preparation of the end of work unit review
n preparation of a demonstration for the user
n standardising commands and writing macros to be used during production work
units.

7.1.2. Activity and deliverable

Define the activity taking place during this work unit and described the resulting deli
v-
erable.

7.1.3. Verification and Validation activities

[Link]. Verification
List the verification activities for confirming that the results of the work unit
meet their quality requirements. General arrangements are in section 8.3.5
(Quality Control ), User's quality requirements are described in section 8.3.1
(Contractual quality requirements).
Give the following information for each verification activity:
n type of verification (walk-through, end of work unit review or review of document,
audit, code/document inspection, etc.)
n object (item being verified)
n responsible authority for the activity (it may be the Project Manager, the quality
authority, any specific authority in the project team, or the even user)
n participants (usually members of the Project Team and sometimes the user)
n objectives (criteria related to user's or IDA Quality Requirements)

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[Link]. Validation
Describe the validation procedure in detail for this work unit.
This includes describing:
n what has to be examined
n how validation testing is going to be organised (participants, means of expressing
validation, etc.)
n the complete sequence of actions that prevents, in the case of a whole system
(with several levels of validation on the development site or on the operational
site), duplication of validation testing for different levels of validation
n the validation environment (simulators, equipment, etc.)
n the set of documents related to this validation (validation protocol, validation
specifications, test suites, etc.)
n planning information (duration, participants, responsibilities)
n the handling of reservations.
When writing the 7.x section relative to validation, the specifics of the validation must
not be overlooked. The validation is the work unit during which a product resulting from
a previous development work unit is verified for compliance with contractual require-
ments.
Validation is the last development activity for a given product or for a given series of
this product (which can be hardware, software, training, study, report,...) It is not neces-
sary performed in the presence of the user; it may also take the place of the internal
acceptance.

7.1.4. Conditions for proceeding to the next work unit

For top-level work units define the conditions for going on to the next work
unit.
Two main ways exist for proceeding from one work unit to another:
n end of work unit review with IDA agreement
n IDA Project Manager's decision. The record of this decision is stated (minutes of
meeting, note in the monthly progress report, etc.)

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8. Plans

The following sections provide templates for some of the major plans. They may i-e
ther be provided as separate documents or included here, if they are sufficiently small,
unlikely to be modified and are prepared at the start of the project at the same time as
the Project Management Plan.
Other plans may be added here if required.

8.1. Configuration Management Plan

The role of configuration management is to manage the set of all items (documents,
objects, software, hardware) that compose the final product. An item cannot be put un-
der configuration management before it has been internally approved. Even if an item
cannot directly be put under configuration management, its reference will nevertheless
appear in the configuration.
Identification of the configuration items is the first activity of configuration management.
It consists in giving a unique identification to each item (including documentation),
which allows for distinguishing the different versions. It is described in section 8.1.1
(Identification of configuration items).
The control of the contents of items is the second activity of configuration management.
It includes configuration control and version control, which are described in sections
8.1.2 (Configuration control) and 8.1.3 (Version control).
Lastly, the first two configuration management activities (identification, configuration
and version control) would have no real point without systematic production and
maintenance of documents that constitute the history of the configuration. This is the
aim of the follow-up of the configuration status, which is described in section 8.1.4
(Configuration status).

8.1.1. Identification of configuration items

Identification allows for giving (during all the development, and after delivery), the ex-
act list of the items that make up the configuration of a product at a specific time.
On the other hand, this identification gives no assurance that the contents of the items
are correct.
Describe:
n naming rules
n when items are taken into account
The naming rules describe the way configuration items are being identified (descrip-
tion of the system used for assigning unique identifiers to each item). It also specifies

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how different versions of each item are uniquely defined. This can include naming
conventions and version numbers and letters. Special identification schemes and la-
belling may be required in some case for subcontracted software, vendor proprietary
software, support software, etc.
Identify the location of the list of configuration items that are going to be
managed under configuration control. This list must include not only the compo-
nents that are developed during the project but also documentation, associatedt-sof
ware and hardware.
Identify the time when items are to be taken into account by the configuration
management system. Depending on the item, it can be at the beginning of the proj-
ect, for example for the Project Management Plan, or during the integration phase for
modules.

8.1.2. Configuration control

This activity involves:

n procedures for manipulating the items that constitute the configuration
n procedures that allow the software configuration to evolve.
Indicate the method used for controlling the configuration, explaining:
n at what point in the process an item is put under configuration control
n how items are modified once they are under configuration control
n what is recorded
n what the responsibilities are
n the link with the version control procedure (see section8.1.3Version control)
n the link with the change control procedure (see section8.2.2Procedure
Describe the means of restricting access to configuration items by using ac-
cess protection in order to prevent inopportune changes (special care needs to
be given to common modules and libraries). An example of partition into work areas
can be:
n a work area per developer, in which each developer creates and tests the mod-
ules he is responsible for
n an integration area, under the control of the Project Manager or the team leader,
in which modules are put to disposal, tested and validated (no new module can
be put in the integration area without re-testing being performed)
n a delivery area in which all modules constituting the deliverable are kept

8.1.3. Version control

Describe the procedure for version control.

As its name indicates, this concerns the control of the versions of a component or a
product. It deals with the grouping of elementary items that are under configuration
control, in order to produce a coherent component or product.

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Thus this activity is based on controlled (and if possible automated) generation with
version number control of items used, on maintaining coherent versions of the product
(i.e. set of version numbers of individual items), etc.
For example:
n in the case of code, tools may be used allowing for the version control of each
component, or for a generation (as automatic as possible) using command files
(automatic recompiling, use of module version numbers, etc.)
n in the case of documentation, it may include the method used for assuring that
obsolete versions of documents are withdrawn and only up-to-date versions are
used.
Version control may be included in configuration control.
Confirm usage of the standard IDA document version numbering scheme be-
low.
The version number has the following lay-out:
<Edition Number>.<Revision Number>-<Language>
The Edition Number is one digit (version 0 is the initial draft version).
The Revision Number is composed of two digits to be defined by the partner elaborat-
ing the document.
The Language is denoted by the standard ISO two alphabetic character abbreviation
(EN for English, FR for French, DE for German).

8.1.4. Configuration status auditing

Define how information on the configuration status of configuration items is

to be collected, stored, processed and reported. Indicate how access to the
status data is to be controlled.
This activity aims at generating documents that give the exact configuration of the
product, during the development and after delivery, and trace the history of the
changes following corrections or upgrades.
The documents that allow for tracing the configuration during development and main-
tenance are listed. They are:
n a periodically updated document that gives the complete list of the configuration
with version numbers and related changes
n a status accounting report that includes a summary or periodically updated
document giving the list of all changes, stating the status of each of them and
giving the date of the change request, the date of the actual change and the name
of the item with its old and new version number.
Identify the job title of the authority responsible for this activity. Give the na-
ture and frequency of corresponding actions.

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If an automated system is used for any of the above activities, describe its us-
age.
This paragraph describes a sample document revision history table.
A document history page can be defined tracing the history of the document including
validation tasks and related document status’s and updates following corrections. This
document history page accompanies the document.
The revision history table contains:
n the edition number
n the revision number
n the issue date
n a description of the status of the document, being
p an indication of a change to the document
p one of the statuses: draft, final or accepted (A “draft” document is one cur-
rently being worked on; it becomes “final” when it is released to the client for
acceptance and ultimately achieves “accepted” status when the client for-
mally accepts it.)
n an indication Insert/Replace
n the pages applicable to the Insert/Replace
Confirm adherence to advice on Use of Revision Marks
When updating a document the use of revision marks is strongly recommended. The
standards recommended are:
• using underlines for inserted text
• using strike-through for deleted text
• using revision lines outside borders to help finding the text parts that are modified.
Once a major revision of the document is started it may be useful to omit revision
marks; in that case it is well possible that the biggest part of the document would be
marked with outside borders, which would neutralise the advantage that is pursued.

8.2. Change Management Plan

8.2.1. Issue, Problem and Change Management

It is important to distinguish between an issue, a problem and a change, although to

keep management simple they should all be controlled via a common request han-
dling procedure.
n An issue is a question raised in the absence of specification which, if left unre-
solved, will have an adverse impact on the project. In the relationship between
IDA and the Supplier, issues will arise when the contract, supporting schedules or
technical specifications are not explicit about some point that must be agreed in
order to complete the project.

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n Examples of issues are:

p A technical option for implementing a system is unresolved.
p It not clear how a business function is to be performed.
p A delivery schedule has not been agreed.
n A problem occurs when a part of the system fails to meet the requirements. A
problem is the result of a defect detected in a project deliverable like a software
module or a user manual. A defect occurs when a required function is not per-
formed as specified in the current baseline. A defect can be discovered during
integration, system testing and acceptance, or during the maintenance phase of
the project.
n Examples of problems are:
p vendor's or user's software does not function as anticipated
p system software component is not correct
p new physical constraints (host premises not ready, environment which does
not conform to security rules, etc.)
p delivery not made
p delay in obtaining resources
p partners which are absent or unavailable
n A change occurs when client and supplier agree that a part of the delivered sys-
tem is to be changed, either because of a problem or because the requirements
have changed. Changes are dealt with by Change Request form, defined in
Change Management Procedure. Problem reporting is based on the Problem
Report form.
Define the procedure the project will use for issues, problems and changes.

8.2.2. Procedure

Describe the detailed procedure, showing all the steps leading from a request
to its implementation/resolution. This includes the following:
n request (its format, transmission and recording)
n reception of the request
n classification (type - issue/problem/change, importance, urgency, responsibili-
ties)
n technical evaluation (reality, feasibility, specification of the change including side
effects on already produced documents or products, responsibilities)
n time and cost evaluation (responsibilities)
n decision (recording and informing, responsibilities)
n organisation of implementation (responsibilities, tracking activities, position in the
development process)
n implementation
n tests (re-testing, responsibilities)
n verification activities
n follow-up activities

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n control of the state of all requests

This description should be summarised in a drawing.
The repercussions of the request on the development process depend on the type of
request and on the time when the decision on the request is taken, because of different
consequences for all the documents or products already produced that are under con-
figuration control.
Confirm that if agreement cannot be reached, the escalation process de-
scribed in the PMP section 3.4 (Escalation) applies.
For managing requests the following three forms (which may be integrated in a unique
one) should be used:
n a request form, indicating the name of the component or area of concern, its ver-
sion number, issuing date, writer's name, brief description of the change or prob-
lem or issue, name of the recipient authority and in the case of a request for cor-
rection the level of severity of the nonconformity
n a study form, indicating the name of the person or people who led the analysis,
technical consequences (other components) of the proposed solution in cost and
time needed
n a follow-up form, indicating the estimated date for completion of the implementa-
tion/resolution, the status and the description of the implementation/resolution, the
new version number of the affected components, the name of the
implementers(s).

8.3. Quality Management Plan

In the following description two distinct notions are referred to; for a good understand-
ing of the text their definitions are given below:
Quality requirement External characteristic of a product (in terms of fitness), as
defined by IDA.
Quality criterion Internal characteristic of a product expressing its intrinsic
structure that contributes to the attainment of one or several
quality requirements.

8.3.1. Contractual quality requirements

Give the list of all contractual quality requirements by reproducing the exact
terminology of the user when expressing quality requirements.

8.3.2. Quality criteria

If quality requirements (contractual or other) are not expressed in terms of cri-

teria, perform a translation into terms of criteria. Present this in the form of aa-t
ble.

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Taking into account incompatibilities between criteria, order these from the
most important to the least important.
For each criterion, given the list of technical steps that are taken in order to
achieve the quality objective.
For each criterion given the method used to evaluate it. For example, in the
case of system development, the following is described for the application to be re-
viewed:
n what has to be measured
n how it is going to be measured (with what tools)
n what is the range of acceptable values
According to the type of measure a rating level is given. The range of acceptable val-
ues is given.
When for a specific criterion this is impossible to achieve, it is noted down.
For example for the simplicity criterion on a software product, the name of the tool that
will measure the complexity of each program and the range of acceptable values are
given.
Additionally a list is established, specifying the deliverables and for each of the deliv-
erables the applicable criteria.

8.3.3. Risks

Identify and record risks gathered from all project participants and document
in a Risk Assessment Statement. The latter not only evaluates the risks, but also
gives strategies for avoiding or containing [Link] project will then monitor these
risks and take corrective action at the right time, so that the project and risk resolution
process remains on the right course.
Keep the risks independent of each other by reducing them to their root causes. Avoid
vague statements.

8.3.4. Procedures

Reproduce the following text.

The standards, procedures and methods listed in this section shall be observed and
employed by the Supplier in performing its obligations under the contract. Any exce
p-
tions to compliance with these standards, procedures and methods shall bee-r
quested with a Change Request, and no such exception will be permitted until the
Change Request has been approved by the designated IDA authority.
A copy of each standard or procedure must be lodged in the supplier’s project library
All documents referenced in these sections appear also in section1.4.1 (Reference
documents) or 1.4.2 (Applicable documents).

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[Link]. Methods, techniques and tools

List the methods (published, in-house or project specific) used are listed to-
gether with the techniques and tools that support them throughout the devel-
opment process.
Give information about:
n distinctive features of this project
n weak points of tools to be used, means of avoiding them, etc.
n the use of tools when passing from one phase to the next one.

[Link]. Technical Standards

List of International, European or National standards used (ISO,IEEE,...):

Title of Document Issuing Body Version /Date

Quality systems - model for quality assurance ISO 9001 1994

in design, development, production, installa-
tion and servicing
ISO 9000-3Guidelines for the application of ISO 9000-3 1997
ISO 9001

[Link]. Hardware and software

List of all hardware and software used for the development process. This i n-
cludes:
n host and target machines
n hardware and software configuration of the development machine
n hardware and software configuration of the target machine
n means for going from the development to the target machine
n tools that have been presented in the section
[Link] (Methods, techniques and
tools).
Two tables (one for hardware, one for software) may usefully summarise this informa-
tion.

[Link]. Supplied products

When a product is purchased for or supplied by the user, identify what spe-
cial care is given for example on licensing, maintenance, obtaining updated,
new releases or versions. Describe arrangements made and the way these
products are managed

[Link]. Suppliers
Describe how suppliers are assessed and managed.

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[Link]. Document reference rules

Confirm adherence to the following.
The document reference, to be provided in the page header, must take the form:
n <Project Id>-<Document Type>-<Document Id>
or
n <Project Id>-<Sub-project>-<Document Type>-<Document Id>
The Project Identifier in 3 letters.
The Document Types acronyms are in 3 letters.
The most common are as follows:
n ADD Architectural Design Document
n ATP Acceptance Test Plan
n ATR Acceptance Test Report
n DDD Detailed Design Document
n MMM Minutes of Monthly Meeting
n MPR Monthly Project Progress Report
n OPM Operations Manual
n PAF Pre-analysis and Feasibility Report
n PAR Pre-analysis Report
n PMP Project Management Plan
n PPR Project Progress Report
n PRA Project Audit Report
n QAR Project Quality Audit Report
n QCR Quality Control Report
n SIR Site Installation Report
n TRR Technical Review Report
n URS User Requirements Specifications
The Document Identifier (three characters) are:
n for problem reports, issue reports and change requests:
p one character indicating the originator of the problem, issue or changee-r
quest;
p a sequential number composed of two digits defined by the originator
n for Project Progress Reports and minutes of the Monthly Meeting: three chara c-
ters indicating the sequence number.

[Link]. Miscellaneous requirements

The following additional requirements shall apply:
n All project documentation must follow the IDA template.

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n The final version of the documentation is to be delivered to IDA in both hard-copy

and soft-copy form.
n If not Windows 3.1 (UK version) standard, all style, template, font, and printer
driver files necessary to edit and print the documents on IDA's equipment are to
be supplied.

[Link]. Document delivery

Documentation shall be delivered according to the following specifications:

Language English
Paper size A4
Word Processor Microsoft Word for Windows, Version 2 or 6
Medium 3.5" High Density diskette
Spreadsheet Microsoft Excel 4 or 5
Visual aid and presentation Microsoft Power Point 4
Drawing Program Visio 3
Project reporting PMW 2.0, MS Project, SPJ
Archiving and file compression PKZIP 2.04g or compatible

[Link]. E-Mail Rules

Confirm adherence to the following.
Every message exchanged through X.400 and Internet between the Supplier and IDA
will addressed to the IDA Project Manager (or Project Leader).
The exchange of E-mail messages will respect the following rules:
n a document will correspond to one file (all appendices are included in the
document file); unless it becomes unmanageable when it can be split
n when attachment, the name of the file (with its extension) will be included in the
message body.
If related files should be transferred, the use of PKZIP or other compatible productf- o
fers a convenient way to package the files into 1 while keeping track of the filenames.

8.3.5. Quality Control

Describe the Quality Control procedures applied in the project.

A Project Quality Audit and a Project Audit control the quality of the whole project. A
Project Quality Audit is a formal, administrative examination focusing on the applica-
tion of the procedures defined in this Project Management Plan with respect to the ISO
9000 standards. A Project Audit is a thorough examination of the project management,
the technical development process and the project deliverables.
Review procedures and in-process controls such as checkpoints, control the quality of
a particular deliverable.

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The acceptance procedure follows the review procedures and has a contractual na-
ture.

8.3.6. Audits

Precisely describe audits that are planned or wanted by IDA or the Supplier:
n project quality audit
n project audit
n etc.
Describe the procedure for each type of planned audit, giving for each one:
n its objectives
n the sequence of events
n those attending by job title
n documentation required to be available for the audit or to support the audit
n the follow-up
n the records that have to be produced and filed.
This quality assessment can be performed by IDA on all projects. IDA may elect to
contract with a third party to perform this assessment.

8.3.7. Follow-up of corrective actions

Identify the procedure used by the supplier’s QA department (or equivalent)

for recording any non-conformities it may raise against the project and re-
porting on associated corrective actions.

8.4. Security Plan

8.4.1. Access control

Describe the means of restricting and controlling access, stating the respon-
sible authority for each activity. This section concerns, for example, control of ac-
cess:
n to media by taking into account the risk of fire, non-authorised access, virus or
computer crime
n to premises in order to avoid damage or computer crime
Access control to code is described in the section 8.1.2 (Configuration control). Spe-
cific measures for classified projects are treated in the section8.4.4 (Confidentiality).

8.4.2. Handling, storage and archiving

Describe all specific activities concerning storage (this does no cover perma-
nent storage of stable products, which is the domain of archiving): essentially inform
a-
tion on where documents or software are stored, saying who is responsible for the

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original or master copy and how long they are kept. For hardware the special cond
i-
tions for storage are indicated (humidity, temperature, etc.).
Describe:
n for distributed projects, the location of intermediate storage for equipment (har
d-
ware, software)
n for projects that include delivery of hardware, the measures for assuring identif
i-
cation and level of quality.
Describe all specific activities concerning archiving, the list of all products that
must be archived including the Project File, deliverables, and the complete set of
documents allowing for traceability of quality activities (for example minutes of reviews
and audits, trace of the configuration status, validation results, acceptance report) e- r
lated to development and management activities is produced.
The archiving duration must be stated here.

8.4.3. Backup procedures

State responsibilities, frequency, storage premises, nature (part or total) and

verification (for example by periodic restoration tests) for backups.

8.4.4. Confidentiality

Describe how confidentiality is handled. For security reasons or confidentiality

reasons, a Security Plan can be issued as a detached part of the PMP and will bef- re
erenced as an applicable document.
Certain deliverables may be considered to be Confidential. They will be described un-
der the heading 'Confidential' in the deliverable matrix.
The level of confidentiality of the project is indicated regarding the following or combi-
nation of the following:
n data;
n personnel, such as computer scientists, keyboard operators and system manag-
ers;
n software and software packages, such as operating systems, applications and
programs;
n media, such as paper, sound, images , magnetic media, telephone lines;
n hardware, such as filing cabinets, photocopiers, fax machines, telephones, com-
puters and printers;
n infrastructure, such as communications networks;
n procedures, such as organisation, instructions, monitoring authorisation and con-
tracts.

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8.5. Replication, Delivery, Installation and Servicing Plan

Explain using appropriate sections below how Replication, Delivery, Installa-

tion and Servicing is performed.

8.5.1. Replication

When a replication (reproduction) activity has to be performed, this section describes

the means set up to assure that the replicated object is identical to the master and of
the same quality, and is the right one.
For example, in case of duplication of an object on magnetic media: verification of the
readability of the resulting object, use of check-sums, etc.
Evidence of the use of anti-virus programs should be demonstrated.

8.5.2. Delivery

The delivery procedure for products (documents, software or hardware) is described.

This includes, for each delivery, the application of an approval process and the use of
a delivery slip. When the project includes delivery of equipment, this section also gives
details concerning the arrangements made in order to identify the different products
and to assure level of quality during handling and transportation.
When items of media are to be delivered, appropriate protection and packaging
should be provided.
Delivery of hard copy will take place by ordinary mail or courier. Delivery of material on
soft-copy media will be made as an electronic mail attachment or by delivery of the
material on diskette. The Supplier will be liable for the presence or acquisition of any
virus.
Despatch of formal deliverables will be advised by the Supplier to the Commission at
the time of despatch. Delivery to the Commission will be acknowledged in writing
(“writing” includes e-mail) by the Project Leader on receipt.

8.5.3. Installation

When installation is to be performed, details about the installation protocol are given,
stating:
n the object being installed (system installation, operating environment)
n the exact location
n installation data requirements
n plans, detailed planning
n means and resources (human or material) and the responsible authority (user,
Project Team, subcontractor)
n security
n the way completion is determined

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8.5.4. Servicing

[Link]. Warranty
This section describes how warranty is met, its duration, the components under war-
ranty, and any specific restrictions.
Warranty is the last phase activity. Thus its description includes environmental activi-
ties, prerequisites, phase activities, results and verification activities. Configuration
management and change control take an important part in the warranty activity.
The procedure for exchange of information (forms, responsibilities, time for reply, etc.)
is given. A reference can be made to section 8.2.2 Change Management Plan
Procedure).

[Link]. Assistance to start-up

In the case of assistance, indications as to the conditions, the location, the duration
and the resources (usually manpower) are given.

[Link]. User training

If user training takes place, indications as to the conditions, the location, the duration
and the resources (manpower and eventually equipment) are given.

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9. Appendices

9.1. (A) Correspondence table with the IDA Project Management Plan Model

When a supplier decides to apply his own format to the Project Management
Plan, he must provide in annex A a cross-reference of the following format:

Model reference Remark Specific reference

5.1 Any comment, explanation [Link]

The model reference is the reference number, according to the model (this doc u-
ment), while the Specific Reference indicates the reference number in the supplier’s
Project Management Plan. Remark can be used to describe in detail the differences
between the two Project Management Plans, as applied in the project.
**** End of the Project Management Plan Writing Guide ***

Project Management Plan Writing Guide

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