PL:Project Management Plan
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Generalities
The Consortium Project Management Plan is a document that describes the Consortium Project Management System used by the Consortium Project team.
The objective of the Consortium Project Management Plan is do define the approach to be used by the Consortium Project team to deliver the intended scope of the Consortium Project.
A Consortium Project Leader creates the Consortium Project Management Plan following input from the project team and the Stakeholders, who are the Member Associates.
The plan should be agreed and approved by at least the project team and the stakeholders.
The Consortium Project Management Plan includes the following main aspects:
- Project Structure;
- Scope Management;
- WBS Management;
- Schedule Management;
- Financial Management;
- Quality Management;
- Resource Management for resources like people, tools and others;
- Communications management;
- Project Change Management;
- Risk Management; and
- Procurement Management
It is good practice and mostly required by large consulting and professional project management firms, to have a formally agreed and version controlled project management plan approved in the early stages of the project, and applied throughout the project.
We go through the proposed components one by one for ITERMAG to determine whether they should be part of the ITERMAG Consortium Project Management Plan or not, and what the current status is.
Structure
The ITERMAG Consortium is structured as a Project, with a single Quality Plan to be applied to multiple Contract Projects. File:Struc 001.gif
Steering Committee
The Steering Committee includes a nominee from each Member Associate. The Steering Committee is represented externally by the Chairman of the Steering Committee who has delegated signing power for the other Member Associates within the scope of the Consortium.
Consortium Project Leader
The Consortium Project Leader assumes the technical responsibility for the Consortium, reporting to the Steering Committee and chairing the Project Leadership Committee. The Project Leader also chairs the Consortium Common Resources Committee.
Consortium Project Leadership
The Consortium Project Leadership includes the Consortium Project Leader, a Deputy Consortium Project Leader, a Technical Advisory Group and all Contract Project Managers. The Consortium Project Leadership Committee is chaired by the Project Leader.
Technical Advisory Group
A Technical Advisory Group includes the Consortium Project Leader and a senior technical delegate from each Member Associate. Its purpose is to guide the Consortium Project Leader and thereby the Steering Committee in all technical judgments.
The Consortium Shared Resources are provided by the Member Associates to provide resources to the Consortium Project Leadership and to the Contract Project Managers. Shared Resources include accounting, administration, planning and quality control.
Shared resources may be centralised in one Member Associate, or distributed among the Member Associates.
Contract Project Manager
Each call for interest/tender will give rise to a "Contract Project" for which the Contract Project Manager will develop a plan of action. The Contract Project Manager reports to the Consortium Project Leader. The Contract Project Manager is proposed by the Consortium Project Leadership when a Contract Project is formed.
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.
Consortium Project Scope
The scope of the ITERMAG Consortium Project is handled in an Annexe to the Consortium Contract of Agreement.
Status --Jo 22:26, 25 April 2008 (CEST) being edited
WBS - Work Breakdown Structure
A WBS is defined under Primavera for the operation of the Consortium Project and the Consortium Project Leadership, managed by the Consortium Project Leadership. A generic Work Breakdown Structure will form the basis of a set of Contract Project WBS, each of which is managed by the Contract Project Manager.
Status --Jo 22:26, 25 April 2008 (CEST) being edited
Schedule
The scheduling of the ITERMAG Consortium Project is handled under Primavera using the following independent project schedules:
- Consortium Project planning, for the activities of the full ITERMAG consortium
- Magnetics construction planning, strongly linked to the ITER IO planning
- Contract Project planning, independently generated for each Contract
Status --Jo 22:26, 25 April 2008 (CEST) Primavera under learning curve at CRPP, prototypes being developed by Jo Lister
Financial
The finance of the ITERMAG Consortium is defined in the ITERMAG Contract of Agreement. Monies are received for any Contract Project, or for Shared Resources, for all Members collectively. The amounts due are calculated by the Contract Project Manager, submitted through the Consortium Project Leader to the Steering Committee for approval, and transmitted by the Steering Committee Chairman to the client. Handling the surplus or deficit for each Contract Project is specified in the Contract of Agreement.
Status --Jo 22:26, 25 April 2008 (CEST) Handled in the Agreement - no independent documentation required.
Quality Assurance
The Consortium Project will function as a single project with a single Project Quality Plan. This Quality Plan will present the procedures and tools to ensure that this Consortium Project Management Plan will be correctly and traceably executed by the Consortium. Individual Contract Projects will be generated to respond to multiple Calls for Proposals or Calls for Interest.
Status --Jo 22:26, 25 April 2008 (CEST) Under development with the collaboration of the QA experts from CEA, CRPP, RFX
Resource Management
Human Resource management will be a challenge for the Consortium, since all human resources will remain under the employment and authority of the independent Member Associate employers. They are "assigned" to work for the ITERMAG consortium on a contract by contract basis. Any problems Clear accounting of the allocated resources will fall under "Finance". Forward planning of the required and allocated resources will be generated by the Consortium Project Leadership for the Consortium Project and for by the Contract Project Manager for the Contract Projects. Non-release of the required Human Resources is foreseen to be a major difficulty due to the extreme pressure on Human Resources in all the Member Associates, a current situation which is likely to last.
Status --Jo 22:35, 25 April 2008 (CEST) To be part of the Contract of Agreement, and to be reviewed in June.
Communications
Communications are partially 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 <--> Steering Committee Chairman, copied to Steering Committee and Consortium Project Leadership and archived.
- Technical decisions <--> Consortium Project Leader, copied to Consortium Project Leadership and Contract Project Manager and archived.
- Technical information exchanges <--> Contract Project Manager, copied to Consortium Project Leadership and archived.
Internal communications (spontaneous)
- Steering Committee --> Consortium Project Leader, copied to Consortium Project Leadership and archived.
- Consortium Project Leader --> Steering Committee, copied to Consortium Project Leadership and archived.
- Consortium Project Leader --> Contract Project Manager, copied to Consortium Project Leadership and archived.
- Contract Project Manager --> Consortium Project Leader, coped to Consortium Project Leadership and archived.
External communications (reporting)
Note: Only external reporting is under Contract Project Management
Internal communications (reporting)
Consortium Project Leader --> Steering Committee, copied to Consortium Project Leadership and archived. Regular (2-monthly) reporting of the status of all current activities, including the status of each current Contract Project. Contract Project Manager --> Consortium Project Leader, copied to Consortium 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 Consortium Project Leader, who shall consult the Consortium 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 Project Manager. Notice of 5 working days is required.
In case of disagreement between the Consortium Project Leader, the Contract Project Manager and a proposed presenter, the Chairman of the Steering Committee shall take prompt action to resolve this disagreement.
Communications within the institution of a Member Associate shall be clearly marked "In Confidence" unless previously cleared.
Status --Jo 19:35, 27 April 2008 (CEST) to be agreed
Change Control
Change Control contains 3 elements:
Technical design changes
- Client <--> Contract Project Manager, Design Change Request and cost/schedule impact signed on both sides after agreement, copied to 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.
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 the Steering Committee with a proposed action.
Internal management changes
- Member Associate --> 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 Project Leader.
Risk
There is no risk to the Consortium Project outside specific Contract Projects, with the exception of the Shared Resources costs and the Consortium Project Leadership. Their activity should be minimised outside Contract Projects to reduce the overheads on the Member Associates. Assessment 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 23:10, 25 April 2008 (CEST) Today we do not know the range of punitive measures to be proposed by the clients, nor whether the consortium shall be allowed or willing to assume them. If penalty clauses are included for, for example, lateness or incompleteness of delivery, then the consortium shall have the right to impose penalty clauses for late delivery of specifications, components, drawings from F4E, independently of whether F4E itself causes such a problem.
Procurement
Procurement of external resources/material
Status --Jo 23:10, 25 April 2008 (CEST) Not yet considered.
