PL:Project Management Plan
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Generalities
The ITERMAG Project Management Plan is a document that describes the ITERMAG Project Management System used by the ITERMAG Project team.
The objective of the ITERMAG Project Management Plan is to define the approach to be used by the ITERMAG Project team to deliver the intended scope of the ITERMAG Consortium Project .
The ITERMAG Project Management Plan includes the following main aspects:
- Project Structure;
- Scope Management;
- WBS Management;
- Schedule Management;
- Financial Management;
- Quality Management;
- Safety Management;
- Human Resources Management;
- Resource Management;
- Communications management;
- Project Change Management;
- Risk Management;
- Procurement Management
- Project Audits and Surveillance
Organisational Structure of ITERMAG
The ITERMAG Consortium is structured as a Project, with a single Quality Management System. The Project shall be in a position to respond to multiple calls for interest, which shall give rise to multiple Contracts. The elements of the Consortium Structure are described in this section.
The dashed line separates management issues defined in the ITERMAG-CA (the Consortium Agreement) and those which are handled by the Project Management Plan.
Members of ITERMAG
The ITERMAG Consortium is a group of "Members". Three (CEA,CIEMAT, CRPP) are EURATOM Associates and one (RFX) is a Research Unit in the form of a Consortium (Consorzio RFX) inside an Associate (ENEA). Members are defined in a formally binding "ITERMAG Consortium Agreement".
ITERMAG Steering Committee
The Steering Committee includes:
- a Representative from each Member with a mandate to vote on behalf of the Associate
- the ITERMAG Project Leader
The Steering Committee is represented externally by the Chairperson of the Steering Committee who has delegated power of representation for the other Members within the scope of the ITERMAG Consortium.
The Steering Committee shall meet at least twice per year, and otherwise on demand of any Member, according to the ITERMAG Consortium Agreement. The Steering Committee shall:
- nominate or replace nominees in the Steering Committee and the ITERMAG Project Leadership
- verify and accept the accounts of the ITERMAG Project Leadership
- submit a formal report of activities and financial status to each Member
- select the Chairperson for the following term.
ITERMAG Project Leader
The ITERMAG Project Leader assumes the technical responsibility for managing the Consortium, reporting to the Steering Committee and chairing the ITERMAG Project Leadership Committee (PLS). The ITERMAG Project Leader also chairs an ITERMAG Shared Resources Committee (CSR).
ITERMAG Project Leadership
The ITERMAG Project Leadership (PLS) includes:
- the ITERMAG Project Leader
- the Deputy ITERMAG Project Leader
- the Technical Advisory Group
- all Contract Managers
- an open number of ad hoc experts, called upon by the ITERMAG Project Leader.
The ITERMAG Project Leadership Committee is chaired by the ITERMAG Project Leader, or his Deputy.--Leonard 11:27, 8 July 2008 (CEST) What is the IPL Committee and what is its role ?
ITERMAG Technical Advisory Group
Its purpose is to guide the ITERMAG Project Leader and thereby the Steering Committee in all technical judgments.
The Technical Advisory Group includes at least one nominated technical delegate from each Member who is not either ITERMAG Project Leader or his Deputy.
The Technical Advisory Group shall meet regularly, and communicate on demand, to analyse and respond to any technical issues, and to ensure that the technical competence of the Consortium is well used. Additional experts may be invited to attend specific meetings where appropriate.
ITERMAG Project Management Office
The ITERMAG Project Management Office is the most significant of the Shared Resources. Shared resources are provided by the Members to provide common shared resources to the ITERMAG Project Leadership and to the Contract Managers. The Project Management Office organises these shared resources. ITERMAG Shared Resources include accounting, administration, planning, documentation and quality control.
The ITERMAG Shared Resources are distributed among and within the Members, according to competence and availability. They have separate accounting and will constitute an overhead (frais généraux) to be distributed between existing and future Contracts. Before the existence of a Contract, the ITERMAG Shared Resources shall constitute an accumulated debt to the Members, to be recovered from subsequent Contracts.
The Project Management Office includes the following roles:
ITERMAG Contracts
Each call for tender identified by the Steering Committee as within the scope of the Consortium, and considered to be of interest to the Consortium, will give rise to a "Contract" for which a Contract Manager will develop a plan of action with a Contract Team. Each Contract will give rise to a back to back contract (CA) binding the Members to their prevision of results, resources, responsibilities and liabilities for that particular contract.
Contract Manager
The Contract Manager is nominated by the ITERMAG Project Leadership (PLS) when a Contract is formed. The Contract Manager reports to the ITERMAG Project Leader.
--Leonard 16:53, 16 September 2008 (CEST): Comment: please define his responsibilities and his empowerment on the contract team member.
Contract Team
The Contract Team is formed by staff assigned or seconded to ITERMAG according to the back to back contract.
Human Resources Management
Nominated Consortium Staff
Nominated Consortium Staff include:
- ITERMAG Project Leader
- ITERMAG Deputy Project Leader
- ITERMAG Technical Advisory Group
- ITERMAG Contract Managers
All nominated Consortium staff should be permanent employees of their respective Members.
All human resources will remain under the employment and authority of the independent Members.
They are either "assigned" to work for the ITERMAG Consortium on a contract by contract basis, but remaining under the authority of the employer, or "seconded" to work under the authority of the Host.
Clear accounting of the allocated resources fall under "Finance".
Forward planning of the required and allocated resources will be generated by the ITERMAG Project Leadership for the ITERMAG Project and for by the Contract Manager for the Contracts.
Shared resources and contact team resources shall be allocated as part of the procedure of responding to any call.
Authority and Reporting
All ITERMAG Consortium staff remain under the authority of their employer who is one of the Members. Staff are "assigned" either to the ITERMAG Shared Resources, or to a Contract Project. In this assignment role, they report to either the ITERMAG Project Leader or to the Contract Manager for all affairs related to this assignment. Any case of dispute not resolved by these two authorities will be resolved by the Steering Committee. Reporting in this context corresponds to ensuring the correct execution and planning of the assigned activities, and does not replace any line management within each Member.--Leonard 11:51, 8 July 2008 (CEST) I propose the following formulation: All ITERMAG Consortium staff remain under the authority of their employer who is one of the Members. Staff are "assigned" either to the ITERMAG Shared Resources, or to a Contract Project. In this assignment role, they report to either the ITERMAG Project Leader or to the Contract Manager for all affairs related to this assignment. Reporting in this context corresponds to ensuring the correct execution and planning of the assigned activities, and does not replace any line management within each Member.
Any case of dispute not resolved by these two authorities will be resolved by the Steering Committee.
Within this context:
- the ITERMAG Project Leader reports to the ITERMAG Steering Committee
- the Deputy ITERMAG Project Leader reports to the ITERMAG Project Leader
- the ITERMAG Shared Resources and the Technical Advisory Group are chaired by the ITERMAG Project Leader
- the Contract Managers report to the ITERMAG Project Leader
Scope Management
The scope of the ITERMAG Consortium is described in an Annexe to the ITERMAG Contract of Agreement.
WBS Management - Work Breakdown Structure
A WBS is defined under Primavera for the operation of the ITERMAG Project Leadership. This WBS is managed by the ITERMAG Project Leadership. A generic Work Breakdown Structure will form the basis of a set of Contract WBS, each of which is managed by a Contract Manager.
Planning Management
The scheduling of the ITERMAG Project is handled under Primavera using the following independent project schedules:
- ITERMAG Project planning, for the activities of the full ITERMAG Consortium (under ITERMAG Project Management Office)
- Magnetics construction planning, strongly linked to the ITER IO planning (under ITERMAG Project Management Office)
- Contract planning, independently generated for each Contract, but linked to the ITERMAG Project Planning for schedule and resources (under Contract Manager)
Financial Management
Principles
An ITERMAG Finance Plan is established to define the obligations of the Members and of the ITERMAG Finance Member, responsible for the accounting of the consortium finances. The ITERMAG Finance Plan is proposed to the ITERMAG Steering Committee for approval.
All ITERMAG financial transactions are proposed by the Project Leadership, for approval by the ITERMAG Steering Committee.
Monies are received for any Contract, or for ITERMAG Shared Resources, for all Members collectively. The amounts due are calculated by the Contract Managers, submitted through the ITERMAG Project Leader to the ITERMAG Steering Committee for approval, and transmitted by the ITERMAG Steering Committee Chairperson to the Client.
Handling the surplus or deficit for each Contract is specified in the ITERMAG Contract of Agreement.
Payment is preferred through a single channel via a separated and auditable accounting system provided by the ITERMAG Project Leader Member.
All accounting of costs is based on real costs (Euro) plus locally applied overheads, based on overheads to be agreed by the Steering Committee. Swiss Franc accounting is to be converted to Euro at the date the accounts are consolidated by the Project Management Office.
Financial transactions
The following financial transactions are considered by the Financial Plan:
- payment by Clients to ITERMAG
- payment by Clients to Members
- payment by Members to ITERMAG
- payment by ITERMAG to Members
- payment by Members to contractors
- payment by ITERMAG to contractors
The following budgetary actions are considered by the Financial Plan:
- prevision of Contract costs by Members
- prevision of Contract costs by ITERMAG
- prevision of shared resources costs by Members
- accounting of Contract costs by Members
- accounting of Contract costs by ITERMAG
- accounting of shared resources costs by Members
Quality Management
The ITERMAG Consortium will function with a single Quality Management System. This Quality Management System will present the procedures and tools to ensure that the ITERMAG Project Management Plan will be correctly and traceably executed by the ITERMAG Consortium, in peculiar a Project Quality Plan and a Contract Quality Plan. This last will serve as reference to establish the Quality Plan specific to a proposal.
Individual Contracts generated to respond to multiple Calls for Proposals or Calls for Interest will each have a Quality Plan developed as part of the offer.
The role of the ITERMAG Quality Manager or Officer will be defined for each contract as part of the Contract Quality Plan, as well as the roles of the different responsible officers, who will be in contact with the clients. These roles must be defined even if the person can change from on contract to anther contract.
Resource Management
Communications Management
Internal communications are described under Project Structure, and include spontaneous internal and external communications as well as regular internal and external reporting.
External communications (spontaneous)
- Commercial and contractual communications:
- Client <--> ITERMAG Steering Committee Chairman, copied to ITERMAG Steering Committee and ITERMAG Project Leadership and archived.
- Technical decisions : Client <--> ITERMAG Project Leader, copied to ITERMAG Project Leadership and Contract Manager and archived.
- Technical information exchanges : Client <--> Contract Manager, copied to ITERMAG Project Leadership and archived.
Internal communications (spontaneous)
- ITERMAG Steering Committee --> ITERMAG Project Leader, copied to ITERMAG Project Leadership and archived.
- ITERMAG Project Leader --> ITERMAG Steering Committee, copied to ITERMAG Project Leadership and archived.
- ITERMAG Project Leader --> Contract Manager, copied to ITERMAG Project Leadership and archived.
- Contract Manager --> ITERMAG Project Leader, copied to ITERMAG Project Leadership and archived.
External communications (reporting)
Note: All external reporting is under Contract Project Management.
Internal communications (reporting)
ITERMAG Project Leader --> ITERMAG Steering Committee, copied to ITERMAG Project Leadership and archived. Regular (2-monthly) reporting of the status of all current activities, including the status of each current Contract Project.
Contract Manager --> ITERMAG Project Leader, copied to ITERMAG Project Leadership and archived. Regular (1-monthly) reporting of the status of each current Contract Project.
External communications (publishing)
Responsibility for clearing all public communications (publication, conference abstract, paper or presentation, workshop presentation) on matters concerning a Contract Project lies with the ITERMAG Project Leader, who shall consult the ITERMAG Project Leadership in case of divergence of opinion. Notice of 5 working days is required.
Responsibility for clearing any public communications (other public meeting) on matters concerning a Contract Project lies with the Contract Manager. Notice of 5 working days is required.
In case of disagreement between the ITERMAG Project Leader, the Contract Manager and a proposed presenter, the Chairman of the ITERMAG Steering Committee shall take prompt action to resolve this disagreement.
Communications within the institution of a Member shall be clearly marked "In Confidence" unless previously cleared.
Document Templates
The ITERMAG Consortium uses a set of common templates for all types of documents, for internal and external communication. The template set is:
A. Document types
| Type | Name | Purpose | Creator |
|---|---|---|---|
| MS Word | Neutral | General use | |
| Memo Internal | |||
| Memo External | |||
| Letter | |||
| Deliverable | |||
| Report | |||
| Meeting minutes | |||
| MS Excel | Neutral | ||
| Proposal | |||
| HR sumary | |||
| Finance summary | |||
| MS Powerpoint | Neutral | ||
| Report | |||
| Conference | |||
| MS Project | Neutral | ||
| Proposal | |||
| Contract | |||
| XML | XML data | ||
| Transormation | |||
| Schema | |||
| Matlab | m-file | ||
| mat-file | |||
| graphics output | |||
| Primavera | Neutral | ||
| Logos |
Electronic Document Management System
The ITERMAG Consortium will use a common EDMS for all documents transferred from one responsibility to another responsibility. The responsibility for the EDMS will come under the ITERMAG Shared Resources.
Change Management
Change control only concerns the ITERMAG Project Management Plan through modifications to the ITERMAG Consortium Agreement.
Risk Management
Financial risk assessment mainly concerns the Contract Management Plan. The risk to the ITERMAG Consortium is a) absence of contracts to offset the ITERMAG Consortium Shared Resources, b) loss of opportunity and c) loss of reputation by failure of a Contract.
Failure of a Contract can be attributable to the Contract Management, or the ITERMAG Project Management. Primary risks associated with the ITERMAG Project Management are:
- lack of required skills in the ITERMAG project management
- inadequate resources in the ITERMAG project management
- inappropriate selection of tools and methods for the ITERMAG project management
- inadequate cost management, less significant, since all contracts are run at a loss
- inadequate communication due to the distributed nature of ITERMAG
- lack of attention to methods, including Quality Management
- selection of contracts which are outside the technical skills of the consortium
Procurement Management
Procurement of external resources/material appear under the Contract Management Plan, with the exception of investment of software for the ITERMAG Consortium Shared Resources.
To be added
- publication and IPR under CA
- management of non-disclosure agreements between Members
- Project Audit. It means quality audit of the Consortium operating.
