PL:Contract Management Plan

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	== Resource Management ==		== Resource Management ==
-	Human Resources are "seconded" to work for the ITERMAG Consortium Project and will either be allocated to the Consortium Project Leadership or to specific Contract Projects.	+	Human Resources are "assigned" to work for the ITERMAG Consortium and will either be allocated to the Consortium Project Leadership or to a specific Contract Project Manager.
	Clear accounting of the allocated resources for a Contract Project will fall under "Finance".		Clear accounting of the allocated resources for a Contract Project will fall under "Finance".
	Forward planning of the required and allocated resources will be generated by the Contract Project Manager.		Forward planning of the required and allocated resources will be generated by the Contract Project Manager.

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Revision as of 18:14, 5 May 2008

Contents 1 Generalities 2 Structure 2.1 Contract Project Management 2.2 Contract Manager 3 Scope 4 Schedule 5 Tendering 6 Financial 7 Quality 8 Resource Management 9 Communications 9.1 External communications 9.2 Internal communications 10 Change Control 10.1 Technical design changes 10.2 Contract condition changes 10.3 Internal management changes 11 Risk 12 Procurement

Generalities

The Contract Project Management Plan is a document that describes the Contract Project management system used by a contract manager.

The objective of the Contract Project Management Plan is do define the approach to be used by the Contract Project Manager to deliver the intended scope of the project.

The Contract Project Manager follows the Contract Project Management Plan following input from the Consortium Project Leadership .

The plan shall be agreed and approved by at least the Consortium Project Leadership and the Consortium Steering Committee.

The Contract Project Management Plan includes the following main aspects:

• Contract Structure;
• Scope Management;
• Schedule Management;
• Financial Management;
• Quality Management;
• Resource Management for resources like people, tools and others;
• Communications management;
• Contract Change Management;
• Risk Management; and
• Procurement Management

We go through these proposed components one by one for ITERMAG to determine whether they should be part of the ITERMAG Contract Project Management Plan or not, and what the current status is.

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Structure

The Contract is structured as a Project, as a component of the Consortium project Quality Plan.

File:Struc 001.gif

Contract Project Management

The Contract Project Management provides surveillance of a Contract Project. The Consortium Project Leader then reports to the Consortium Steering Committee.

Contract Manager

Each call for interest/tender gives rise to a "Contract Project" for which a Contract Project Manager is nominated by the Project Leadership. The Contract Project Manager develops a plan of action. The Contract Project Manager reports to the Consortium Project Leader.

Scope --Jo 23:10, 25 April 2008 (CEST) The precise details are part of the agreement, but the figure should help. To be presented to and discussed by the QA group.

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Scope

The scope of an ITERMAG Contract Project is defined by the call for interest or call for tender which gives rise to the contract itself. It is then reduced, if necessary, by the Project Leadership and ultimately by the Steering Committee.

Status --Jo 19:23, 27 April 2008 (CEST)-- no more needed

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Schedule

The scheduling of a Contract Project is handled under Primavera using the following independent contract schedules:

• DConsortium Project planning, for the activities of the full ITERMAG Consortium Project
• Magnetics construction planning, strongly linked to the ITER IO planning
• Contract Project planning, independently generated for each Contract Project

Status --Jo 19:23, 27 April 2008 (CEST) no more needed

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Tendering

The Contract Project Manager is responsible for creating the resource requirements for a Contract Project, and on deriving the contract costs and risks. A proposed offer is then generated together with the Consortium Project Leadership. This offer is submitted to the Steering Committee for approval.

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Financial

The Contract Project Manager creates a contract spending curve when submitting a draft offer. The Contract Project Manager is subsequently responsible for maintaining records of all the costs incurred by all Members, and on comparing them with the predicted spending curve. Deviations which suggest a significant final deviation from the original cost estimates (>5%) shall be immediately signalled to the Consortium Project Leader.

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Quality

The Contract Project will function respecting the Consortium Project Quality Plan. This Quality Plan will present the procedures and tools to ensure that the individual Contract Project Management Plan will be correctly and traceably executed by the Contract Project Manager.

Status --Jo 19:23, 27 April 2008 (CEST) Subset of the Consortium Project Quality Plan, no additional document required.

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Resource Management

Human Resources are "assigned" to work for the ITERMAG Consortium and will either be allocated to the Consortium Project Leadership or to a specific Contract Project Manager. Clear accounting of the allocated resources for a Contract Project will fall under "Finance". Forward planning of the required and allocated resources will be generated by the Contract Project Manager. Non-release of the required Human Resources is foreseen to be a major difficulty due to the extreme pressure on Human Resources in the Member Associates.

Status --Jo 22:35, 25 April 2008 (CEST) To be part of the Contract of Agreement, and to be reviewed in June.

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Communications

Communications are partially described under Project Structure, and include internal and external communications.

External communications

• Commercial and contractual communications <--> Consortium Project Leader, copied to Consortium Project Leadership and archived. Consortium Project Leader assumes any follow-up.
• Technical decisions <--> Consortium Project Leader, copied to Consortium Project Leadership and archived.
• Technical information exchanges <--> Consortium Project Leader, copied to Consortium Project Leadership and archived.

Internal communications

• Steering Committee --> Consortium Project Leader, copied to Consortium Project Leadership and archived.
• Consortium Project Leader --> Steering Committee, copied to Project Leadership and archived.
• Consortium Project Leader --> Contract Project Manager, copied to Project Leadership and archived.
• Contract Project Manager --> Consortium Project Leader, coped to Consortium Project Leadership and archived.

Status --Jo 22:41, 25 April 2008 (CEST) The usage of the Wiki under development for ITERMAG is being evaluated as appropriate for archival. How to handle E-mail is under discussion.

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Change Control

Change Control contains 3 elements:

• Technical design changes
• Contract condition changes
• Internal management changes

Technical design changes

• Client <--> Consortium Contract Manager, Design Change Request and cost/schedule impact signed on both sides after agreement, copied to Consortium Project Leader and archived. The DCR clearly states all interfaces affected by the change. Consortium Project Leader rejects or approves change and signs. If impact on cost-schedule is significant (TBD) final decision is deferred to Steering Committee by Consortium Project Leader. Design Change Decision is then archived.
• Consortium Member --> Contract Project Manager, Design Change Proposal signed on both sides after agreement, to be submitted to Consortium Project Manager for transmission to client if Contract Manager agrees.

Contract condition changes

• Contract Project Manager --> Consortium Project Leader, Contract Condition Change is notified if performance, cost or schedule variations lead to conflict with the contract conditions. Consortium Project Leader assumes responsibility.
• Client --> Consortium Project Leader, Contract Condition Change is notified if technical changes are required by the client. Consortium Project Leader evaluates the impact of the changes and reports to Steering Committee with a proposed action.

Internal management changes

• Member --> Steering Committee, Member reports any change in resources previously allocated.

Status --Jo 23:10, 25 April 2008 (CEST) The development of the change request system is intimately linked with the Quality Plan and appropriate procedures and forms will be proposed by the QA experts under request by the Consortium Project Leader.

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Risk

Assessment and management of risk is an integral component of the contract assessment on a case by case basis. Risks include:

• Unable to deliver the scope/performance of the contract
• Unable to deliver the scheduling of the contract
• Unable to meet the estimated value of the contract

Status --Jo 19:23, 27 April 2008 (CEST) this comes under the role of the Steering Committee

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Procurement

Procurement of external resources/material

Status --Jo 23:10, 25 April 2008 (CEST) Not yet considered.

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