PL:Project Management Plan

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Contents 1 Generalities 2 Structure 3 Members 3.1 Steering Committee 3.2 ITERMAG Programme Leader 3.3 ITERMAG Programme Leadership 3.4 Technical Advisory Group 3.5 ITERMAG Shared Resources 3.6 Contract Project 3.7 Contract Manager 4 Authority and Reporting 5 ITERMAG Consortium Programme Scope 6 WBS - Work Breakdown Structure 7 Schedule 8 Financial 9 Quality Assurance 10 Resource Management 10.1 Nominated Consortium Staff 10.2 ITERMAG Shared Resources and ITERMAG Contract Team Resources 11 Communications 11.1 External communications (spontaneous) 11.2 Internal communications (spontaneous) 11.3 External communications (reporting) 11.4 Internal communications (reporting) 11.5 External communications (publishing) 11.6 Electronic Document Management System 12 Change Control 13 Risk 14 Procurement 15 To be added

Generalities

The ITERMAG Programme Management Plan is a document that describes the ITERMAG Programme Management System used by the ITERMAG Programme team.

The objective of the ITERMAG Programme Management Plan is to define the approach to be used by the ITERMAG Programme team to deliver the intended scope of the ITERMAG Consortium Programme .

An ITERMAG Programme Leader creates the ITERMAG Programme 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 ITERMAG Programme 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 these proposed components one by one for ITERMAG to determine whether they should be part of the ITERMAG Programme Management Plan or not, and what the current status is.

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Structure

The ITERMAG Consortium is structured as the Consortium Programme, with a single Quality Management System. The purpose of structuring the Consortium as a "Programme" is to manage an undefined future number of "Projects". A common Contract Management Plan will provide the management structure of a Contract Project. A separate Quality Plan will be applied to these multiple Contract Projects. The elements of the Consortium Structure is described in this section.

Members

The Consortium is a group of "Members". Most are EURATOM Associates. Members are defined in a formally binding "ITERMAG Consortium Agreement".

--Lister 14:49, 16 June 2008 (CEST) To be discussed in Madrid

Steering Committee

The Steering Committee includes:

• a nominee from each Member
• the ITERMAG Programme Leader
• the Deputy ITERMAG Programme Leader
• an open number of Technical Advisors, forming a "Technical Advisory Group".

The Steering Committee is represented externally by the Chairman 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 once per year, and otherwise on demand of any Member, according to the ITERMAG Consortium Agreement. This ITERMAG Consortium General Meeting shall:

• nominate or re-nominate all nominees in the Steeering Committee and the ITERMAG Programme Leadership
• verify the accounts of the ITERMAG Project Leadership and discharge this leadership
• submit a formal report of activities and financial status to each Member
• select the Chairperson for the following term.

--Jo 10:51, 9 May 2008 (CEST) the June meeting has to agree precisely on what the Chairman can sign, and for whom. It appears that F4E wish to have a QA member of the Steering Committee. JBL finds this strange so far. --Lister 14:49, 16 June 2008 (CEST) F4E wishes the Grants to be handled by a "Coordinator"

ITERMAG Programme Leader

The ITERMAG Programme Leader assumes the technical responsibility for managing the Consortium, reporting to the Steering Committee and chairing the ITERMAG Programme Leadership Committee (PLS). The ITERMAG Programme Leader also chairs an ITERMAG Shared Resources Committee (CSR).

ITERMAG Programme Leadership

The ITERMAG Programme Leadership (PLS) includes:

• the ITERMAG Programme Leader
• the Deputy ITERMAG Programme Leader
• the Technical Advisory Group
• all Contract Managers
• an open number of ad hoc experts, called upon by the ITERMAG Programme Leader.

The ITERMAG Programme Leadership Committee is chaired by the ITERMAG Programme Leader, or his Deputy.

Technical Advisory Group

The Technical Advisory Group includes at least one nominated technical delegate from each Member who is not either ITERMAG Programme Leader or his Deputy. Its purpose is to guide the ITERMAG Programme Leader and thereby the Steering Committee in all technical judgments, and to ensure that each Member is represented at the technical level by a nominated representative.

The Technical Advisory Group shall meet regularly, and communicate on demand, to ensure that the technical competence of the Consortium is well used, and to analyse and respond to any technical issues. Each Member shall nominate one delegate to the Technical Advisory Group. Additional experts may be invited to attend specific meetings where appropriate.

ITERMAG Shared Resources

The ITERMAG Shared Resources are provided by the Members to provide resources to the ITERMAG Programme Leadership and to the Contract Managers. ITERMAG Shared Resources include accounting, administration, planning 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 to be distributed between existing and future Contract Projects. Before the existance of a Contract Project, the ITERMAG Shared Resources shall constitute an accumulated debt to the Members, to be recovered from subsequent Contract Projects.

Contract Project

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 Project" for which a Contract Manager will develop a plan of action with a Contract Team.

Contract Manager

The Contract Manager is nominated by the ITERMAG Programme Leadership (PLS) when a Contract Project is formed. The Contract Manager reports to the ITERMAG Programme Leader.

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 Programme 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.

Within this context:

• the ITERMAG Programme Leader reports to the ITERMAG Steering Committee
• the Deputy ITERMAG Programme Leader reports to the ITERMAG Programme Leader
• the ITERMAG Shared Resources and the Technical Advisory Group are chaired by the ITERMAG Programme Leader
• the Contract Managers report to the ITERMAG Programme Leader

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ITERMAG Consortium Programme Scope

The scope of the ITERMAG Consortium Programme is handled in an Annexe to the ITERMAG Contract of Agreement.

Status --Jo 22:26, 25 April 2008 (CEST) being edited

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WBS - Work Breakdown Structure

A WBS is defined under Primavera for the operation of the ITERMAG Programme and the ITERMAG Programme Leadership. These two WBS are managed by the ITERMAG Programme 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 Manager.

Status --Jo 22:26, 25 April 2008 (CEST) WBS is being edited

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Schedule

The scheduling of the ITERMAG Consortium Programme is handled under Primavera using the following independent project schedules:

• ITERMAG Programme 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, but linked to the ITERMAG Programme Planning for schedule and resources

Status --Jo 22:26, 25 April 2008 (CEST) Primavera is under learning curve at CRPP, prototypes being developed by Jo Lister

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Financial

The finance of the ITERMAG Consortium is defined in the ITERMAG Consortium Agreement. Monies are received for any Contract , or for ITERMAG Shared Resources, for all Members collectively. The amounts due are calculated by the Contract Manager, submitted through the ITERMAG Programme 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 should be through a single channel via a specific and isolated accounting in the ITERMAG Programme Leader Member.

Status --Jo 22:26, 25 April 2008 (CEST) Handled in the Agreement - no independent documentation required.

Status --Jo 10:51, 9 May 2008 (CEST) Simple question, can the ITERMAG Consortium create a bank account with sub-accounts ? JBL feeling is that this will not be the case, and that one Associate will be banker for all contracts, responsible for distributing to the others. A single financial entity would be easier, but I understand that it would not be feasible. Anyway, it is likely to be negative for a considerable time.... !!

Question --Lister 14:49, 16 June 2008 (CEST) JBL prefers a single payment through the PLS. This partially and formally conceals the redistribution of effort among ITERMAG Consortium Members.

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Quality Assurance

The ITERMAG Consortium Programme will function as programme with a single Programme Quality System. This Quality System will present the procedures and tools to ensure that this ITERMAG Programme Management Plan will be correctly and traceably executed by the ITERMAG Consortium. Individual Contract Projects will be generated to respond to multiple Calls for Proposals or Calls for Interest; each will have a Quality Plan developed as part of the offer.

Status --Jo 22:26, 25 April 2008 (CEST) Under development with the collaboration of the QA experts from CEA, CRPP, RFX

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Resource Management

Nominated Consortium Staff

Nominated Consortium Staff includes:

• ITERMAG Programme Leader
• ITERMAG Deputy Programme Leader
• ITERMAG Technical Advisory Group
• ITERMAG Contract Managers

Nominated ITERMAG Consortium Staff should be confirmed or replaced at least once per year, by action of the ITERMAG Steering Committee. To increase flexibility, such modifications should take place at the same time.

ITERMAG Shared Resources and ITERMAG Contract Team Resources

Human Resource management will be a challenge for the ITERMAG 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 fall under "Finance". Forward planning of the required and allocated resources will be generated by the ITERMAG Programme Leadership for the ITERMAG Programme and for by the Contract 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 Members , a current situation which is likely to last.

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

Comment --Jo 10:59, 9 May 2008 (CEST) We have to set a minimum on assignment, to avoid past difficulties. I see this as a challenge for generating real resources for the Consortium and for the contracts.

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Communications

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

Internal communications (spontaneous)

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

External communications (reporting)

Note: All external reporting is under Contract Project Management.

Internal communications (reporting)

ITERMAG Programme Leader --> ITERMAG Steering Committee, copied to ITERMAG Programme 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 Programme Leader, copied to ITERMAG Programme 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 Programme Leader, who shall consult the ITERMAG Programme 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 Programme 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.

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 Resrouces.

Status --Jo 19:35, 27 April 2008 (CEST) to be agreed and under discussion at CRPP

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Change Control

Change control only concerns the ITERMAG Programme Management Plan through modifications to the ITERMAG Consortium Agreement.

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Risk

Risk assessment mainly concerns the Contract Project Management Plan. The risk to the ITERMAG Consortium is a) absence of contracts to offset the ITERMAG Consortium Shared Resources and b) loss of opportunity.

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Procurement

Procurement of external resources/material appear under the Contract Project Management Plan, with the exception of investment of software for the ITERMAG Consortium Shared Resources.

Status --Jo 23:10, 25 April 2008 (CEST)

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To be added

• management of non-disclosure agreements between Members