PL:Contract Management Plan

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Revision as of 17:08, 16 June 2008

Generalities

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

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

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 Consortium Programme Management Plan or not, and what the current status is.

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Contract Project Management Structure

Eeach Consortium Contract is structured as a Project, and is a component of the Consortium Structure, as shown in the following figure.

Context

The Contract Project Management provides surveillance of a Contract Project. The Contract Project Management functions under the Consortium Programme Leadership. The Consortium Programme Leader reports to the Consortium Steering Committee.

Contract Project Manager

Each call for interest gives rise to a "Contract Project" for which a Contract Project Manager is nominated by the Consortium Programme Leadership. The Contract Project Manager develops a plan of action to generate an offer. In case of a contract being awarded, the Contract Project Manager is responsible for the correct execution of the Contract Project. The Contract Project Manager reports to the Consortium Programme Leader.

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Scope

The scope of an ITERMAG Contract Project is defined by a call for interest or call for tender which gives rise to the contract or F4E grant itself. Both are referred to as "Contracts". It is then reduced, if necessary, by the Consortium Programme Leadership and ultimately by the Steering Committee.

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Schedule

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

• Magnetics construction planning, strongly linked to the ITER IO planning
• Contract Project planning, independently generated for each Contract Project and linked to the Consortium Programme Planning

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Tendering

The Consortium Programme Leadership is initially responsible for creating a proposal for responding to a call for interest or a call for tender. This Outline Offer includes:

• the resource requirements for each Member
• a back-to-back agreement between Members to agree and guarantee these resources
• the contract schedule
• the contract costs for each Member
• the contract risks

This Outline Offer is submitted to the Steering Committee for modification or approval.

After approval by the Steering Committee:

• a Contract Project Manager is confirmed by the Steering Committee in collaboration with the Consortium Programme Leadership
• a full commercial offer is established
• the offer is transmitted to the Steering Committee for final approval and ultimately submission to the client.

The process for handling a call for interest or a call for tender is illustrated in the figure below.

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Financial

The Contract Project Manager creates a contract spending curve when creating 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 Programme Leader.

Splitting of the revenu from a Contract will be on an uniform basis according to the Contract of Association.

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Quality

The Contract Project functions respecting the Contract Project Quality Plan under the Consortium Programme Quality Management System. This Quality Plan presents the procedures and tools to ensure that the individual Contract Project Management Plan is correctly and traceably executed by the Contract Project Manager.

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Resource Management

Human Resources are "assigned" to work for the ITERMAG Consortium and will either be allocated to the Consortium Programme 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 Members.

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Communications

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

External communications

• Technical decisions: Client <--> Contract Project Manager, copied to Contract Project Team and Consortium Programme Leadership and archived.
• Technical information exchanges: Client <--> Contract Project Manager, copied to Contract Project Team and Consortium Programme Leadership and archived.

Internal communications

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

Contract condition changes

• Contract Project Manager --> Consortium Programme Leader, Contract Condition Change is notified if performance, cost or schedule variations lead to conflict with the contract conditions. Consortium Programme Leader assumes responsibility.
• Client --> Consortium Programme Leader, Contract Condition Change is notified if technical changes are required by the client. Consortium Programme 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 Programme 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

Risks are assessed by:

• Contract Project Manager for a first technical and commercial view
• Consortium Programme Leadership to ensure a common technical and commercial view
• Steering Committee to ensure a global financial and strategic view

Decisions on risk as the authority of the Steereing 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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