Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P.

Kolb

Note:

Text displayed in blue italics is included to provide guidance to the author and should be deleted or hidden before publishing the document. This template can be used at it is, or to complete and improve an already existing template.

Project Plan for <project name

Distribution:
<Organi!ation., "ame

Appendices:
<#ppendi$ %

Help:

The purpose of the Project Plan is to document all managerial aspects of a project that are required to execute it successfully within its constraints. f some aspects are defined in separate plans !e.g. "uality #ssurance Plan$ %onfiguration &anagement Plan$ 'is( &anagement Plan$ Project )chedule*$ the Project Plan should refer to these documents. It is important, that also non-applicability of a section is agreed on by the responsible manager. Therefore: +on,t remove headlines level - and level . headlines !Heading- and Heading.* 'easons why a section is not applicable shall be documented under the respective headline

Contents

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

1. Overview.............................................................................................3 2. Goals and Scope...............................................................................3

2.1 Project Goals...........................................................................................3 2.2 Project Scope..........................................................................................4
&.&.% 'ncluded.................................................................................................. ( &.&.& )$cluded................................................................................................. (

3. Organization ......................................................................................4
3.1 Organizational Boundaries and Inter aces............................................4
*.%.% +esource Owners...................................................................................( *.%.& +ecei,ers...............................................................................................( *.%.* Sub-contractors....................................................................................... *.%.( Suppliers................................................................................................ . *.%.. /ross 0unctions...................................................................................... *.%.1 Other Projects ........................................................................................

3.2 Project Organization...............................................................................!

*.&.% Project Manager.....................................................................................1 *.&.& Project-internal 0unctions.......................................................................1 *.&.* Project 2eam..........................................................................................1 *.&.( Steering /ommittee................................................................................3

4. Sc"edule and Budget........................................................................#

4.1 $or% Brea%down Structure....................................................................# 4.2 Sc"edule and &ilestones.......................................................................# 4.3 Budget.....................................................................................................' 4.4 (evelop)ent Process.............................................................................' 4.* (evelop)ent +nviron)ent....................................................................., 4.! &easure)ents Progra).........................................................................,

*. -is% &anage)ent.............................................................................., !. Su./contract &anage)ent.............................................................10 #. Co))unication and -eporting .....................................................10 '. (eliver1 Plan....................................................................................11
'.1 (elivera.les and -eceivers..................................................................11

,. 2ualit1 3ssurance...........................................................................11 10. Con iguration and C"ange &anage)ent....................................11 11. Securit1 3spects...........................................................................11 12. 3..reviations and (e initions.....................................................12 13. -e erences.....................................................................................12 14. -evision .........................................................................................12

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

1. Overview
Help: This section describes a management summary. Provide essential information li(e /hat the motivation for this project is !e.g. to fill a gap in the product portfolio* /ho the customer is /hat the project will deliver. s it a new product or an extension of an existing one0 /hat it will cost How long it will ta(e /hich organi1ations are involved /hich other projects depend on the project result /hich other projects contribute with their results Refer to the Project Proposal [1] or other documents (e.g. Feasibility Study Report) containing information on the project background like market, technology, profitability, and competitor evaluation.

2. Goals and Scope

2.1 Project Goals
Help: The project goals define the expected project results together with the required development constraints. nformation may be extracted from the Project Proposal 2-3 !or the 4easibility )tudy 'eport* and the Project 'equirements )pecification and completed$ if required. Identify the various categories of project goals (list the major project goals only and refer to the Project Requirements Specification or other documents for details). Consider the following categories: 4unctional goals )trategic goals 5usiness goals !e.g.: time6to6mar(et$ cost* Technological goals "uality goals 7rgani1ational goals !e.g. competence development$ testing of new methods$ techniques$ or tools$ application of new processes$ etc.* 7ther goals$ e.g.: usability$ portability$ etc. !these goals$ and what is specifically expected$ should be clearly specified in the Project 'equirements )pecification* %onstraints !e.g.: environmental constraints$ application specific standards$ national standards$ cultural relationships$ etc.* Prioritize the project goals: Functional, business, and quality goals should be prioritized at least. Project Goal 5unctional Goals6 <functional goal 7% <functional goal 7& Business Goals6 <2ime-to-mar8et <efficiency, cost, 4uality 7ec"nological Goals6 Priorit1 & Co))ent4(escription4-e erence 0or details see the Project +e4uirements Specification 5&6

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb Project Goal <technical goal 7% 2ualit1 Goals6 <4uality goal 7% Constraints6 <en,ironmental <appl. specific standards <national standards & Priorit1 Co))ent4(escription4-e erence

2.2 Project Scope

Help: %larify what the project will !and will not* deliver$ in order to avoid future shifts in the level of ambition.

2.2.1 Included
2he deli,erables of this project and their recei,ers are listed in detail in the deli,ery plan in chapter %9.

2.2.2 +8cluded
Help: )tate what is specifically excluded from the project but what the customer may expect to be included. This could$ for example$ be clarifying that training of end6users is excluded. 2his project will e$clude :

3. Organization
Help: +escribe the internal project organi1ation and all organi1ational issues affected by the project result or the project is dependent on. 8ou may extract information from the Project Proposal 2-3 !or 4easibility )tudy 'eport*.

3.1 Organizational Boundaries and Interfaces

Help: +escribe the environment that the project is embedded in. dentify external stakeholders the project is dependent on and who are affected by the project result. +escribe the administrative and managerial boundaries between the project and each of the following entities: the parent organi1ation$ the customer organi1ation$ subcontracted organi1ations$ and any other organi1ational entities that interact with the project.

3.1.1 -esource Owners

+esource Owners are defined in the +esource Plan in section ..%.

3.1.2 -eceivers
+ecei,ers are defined in the ;eli,ery Plan in section %9.

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

3.1.3 Su./contractors
Help: # Sub contractor is an external organi1ation that is contracted to provide the project with a specified product$ (nowledge or service. Sub-contractors are defined in the sub-contract management in section <.

3.1.4 Suppliers
Help: # Supplier is an external organi1ation contributing to the project with an existing product !%7T) 9 %ommercial 7ff The )helf* that is incorporated into a project deliverable !e.g. a database system* or used for project support !e.g. tool$ equipment*. Identify all external suppliers and their deliverables. State any special arrangements or procedures that will be used in contacts with the suppliers. Name contacts, if applicable. Co)pan16 Contact (elivera.le Co))ent

3.1.* Cross 5unctions

Help: dentify all functions within the organi1ation that are involved in:contribute to the project. 5unction Product Mgmt Mar8eting Sales Ser,ice 2raining Manufacturing =uality 2echnology Supply Mgmt (ept.6 Contact -esponsi.ilit14Co))ent

3.1.! Ot"er Projects

Help: )pecify the interface to other projects. dentify the relevant dependencies in terms of deliveries to or from the project$ and usage of the same resources. Project Org.6 Project &gr (ependenc1 Co))ent

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

3.2 Project Organization

Help: +escribe how the project is organi1ed. +escribe what subprojects and other areas of responsibility are planned. dentify and staff all steering functions$ project management functions$ and execution functions. Graphical illustrations such as hierarchical organization charts or matrix diagrams may be used to depict the lines of authority, responsibility, and communication within the project.

3.2.1 Project &anager

Help: dentify the Project &anager who has the overall responsibility of the project. f the Project &anager has appointed a Technical Project &anager !syn.: +evelopment Project &anager*$ who is only responsible for the technical project execution$ this should also be specified. Example: -ole Project Manager 2echnical Project Mgr. Organization6 9a)e

3.2.2 Project/internal 5unctions

Help: )ince the project manager has the overall project responsibility$ he :she is also responsible for the project6internal functions. 5ut he:she can delegate the management of these functions to project team members. n this case list the functions and individuals responsible for Example: 5unction =uality #ssurance System 2est >ead ?alidation >ead /onfiguration Mgmt /hange Mgmt etc. Organization6 9a)e Co))ent

3.2.3 Project 7ea)

Help: ;ist all project team members here and ensure that the time they spend on the project is accounted for in the project budget. Organization6 9a)e 3vaila.ilit1 Co))ent

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

3.2.4 Steering Co))ittee

Help: dentify the committed individuals composing the project steering committee$ and its responsibility and authority within the project. 2he Steering /ommittee @Ste/oA of the project is responsible for :. 2he Ste/o consists of the following membersB Organization 9a)e Co))ent

4. Sc"edule and Budget

!.1 "ork Breakdo#n Structure
Help: 5ased on project goals and scope$ define a /or( 5rea(down )tructure. +efine wor( pac(ages and project activities. t is normally a separate document$ therefore list it in 'eferences and refer to it. 2he Cor8 Brea8down Structure @CBSA is documented in 516.

!.2 Schedule and $ilestones

Help: <stimate the effort for the project activities and plan the activity sequencing. Then prepare the schedule that supports all of the required activities and complies with the resource plan. Define project milestones based on the chosen development strategy (see section 6) and on critical events in the project schedule. List the milestones and define clear milestone criteria to make milestones measurable. &ilestones M9 (escription Start Project e.g.B Project goals and scope defined Start Planning <milestone description, e.g. >ife /ycle Objecti,es >/O defined Start )$ecution <milestone description, e.g. >ife /ycle #rchitecture >/# defined /onfirm )$ecution <milestone description, e.g. alpa ,ersion Start 'ntroduction &ilestone Criteria Budget +elease P+S or S+S re,iewed Sta8eholders identified 'mpl. Proposal re,iewed Scope and concept described Planned (ate <yyyy-mm-dd <yyyy-mm-dd

M%

<yyyy-mm-dd <yyyy-mm-dd

M&

+e4uirements agreed, project plan re,iewed, resources committed #rchitecture re,iewed and stable

<yyyy-mm-dd <yyyy-mm-dd

M*

<yyyy-mm-dd <yyyy-mm-dd <yyyy-mm-dd

M(

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb &ilestones (escription <milestone description, e.g. system test passed M. +elease Product <milestone description /lose Project &ilestone Criteria /oding of new functionality finished, ;raft documentation Product system tested, documentation re,iewed Planned (ate <yyyy-mm-dd

<yyyy-mm-dd <yyyy-mm-dd <yyyy-mm-dd

M1

# detailed Project Schedule is a,ailable in 5(6. 2he Project Schedule is monthly updated by the Project Manager.

!.3 Budget
Help: %alculate the required project budget based on cost estimates for project activities$ sub6contracts$ %7T) !%ommercial 7ff The )helf*$ training$ etc. Present the distribution of the budget over the whole project life. Categor1 Budget or Period in %:S; &1/ &2/ &3/ &4/ &2 &3 &4 &*

&0/ &1

&*/ &!

Duman +esources @internalA Duman +esources @e$ternalA Purchases @/O2SA )4uipment Premises 2ools 2ra,el costs 2raining +e,iew acti,ities Other 2otal 7otal cu)ulated

% 1

% 2

& 4

. ,

& 11

% 12

0or a detailed list of costs of all resources see <document 5$6. Help: Prepare a resource plan specifying the project=s need for human resources$ as well as for other resources !equipment$ tools$ licenses$ etc.*.

!.! %e&elop'ent Process

Help: f available and applicable refer to the organizational de&elop'ent process and describe deviations from this standard process. 7therwise describe the development process applied in this project. Explain why this development process has been selected. Describe how the selected development process is tailored to the needs of the project, takes learnings from previous projects into account, and how it is mapped to the milestone process.

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

!.( %e&elop'ent )n&iron'ent

Help: +efine methods$ tools$ languages$ etc. to be employed for design$ implementation$ test$ and documentation$ and when they !or (nowledge* should be available. Example: Ite) &et"ods Ese /ase 3pplied or +e4uirements capturing 3vaila.ilit1 .1 M9

7ools +ational +ose

;esign

M&

<anguages EM> Fa,a /GG

;esign Ceb interface :

M& M& M&

!.* $easure'ents Progra'

Help: f available refer to the organizational 'easure'ents progra' and document deviations from this program. 7therwise define which project specific data should be collected$ e.g. to assess the achievement of the project goals. Examples: 71pe o data <7 changed re4uirements <7 defects found before M( <performance data Purpose -esponsi.le =-+esponsible =-+esponsible 2est lead

to assess the achie,ement of project re4uirements

*. -is% &anage)ent
Help: +escribe the procedure to be used for managing ris(s in the project. The procedure should specify who is responsible for ris( management$ when ris( situation is regularly considered !e.g. at each project status meeting*$ and which roles ris(s are communicated to$ etc. Also refer to the Risk Management Plan (or Risk Sheet) where the risks are listed, assessed, and mitigation and contingency is defined. Example: #ll identified ris8s are documented, assessed and prioriti!ed in the +is8 Management Plan 5.6 by the Project manager. 2he plan also defines the mitigation and contingency measures and who is responsible for. 2he +is8 Management Plan is updated monthly

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb or on e,ent and communicated to all affected sta8eholders by the Project Manager. 2he ris8 status is reported to the line management in the monthly Project +eport.

!. Su./contract &anage)ent
Help: ;ist which part of wor( is out6sourced to which sub6contractor. Refer to the sub-contractors agreement that should include or refer to the statement of work, the execution process, milestones, quality assurance, configuration management, communication structure, hand-over procedure, acceptance criteria, and quality audits. Su./contractor Contact Su./contracted $or% -e . to su./contract

Co)pan1

#. Co))unication and -eporting

Help: )tate the principles for reporting and distributing information within the project for the different groups of internal and external sta(eholders. nclude$ for example$ how often the reporting will ta(e place$ the type of reports or information$ the type of media in which it is presented$ and the type of meetings that will ta(e place. a) Internal communication and reporting: ensure that all information is available to those who need it. Plan project meetings, how often they take place, and who will participate Define how project information will made available to the internal stakeholders (e.g. project library) Define how and how often sub-projects and sub-contractors report to the project manager Define who participates milestone meetings Define how events will be communicated b) External communication and reporting: Define what information will be provided to which stakeholders Define how and how often information will be provided to which stakeholders often (e.g. project report) Plan regular meetings with external stakeholders (e.g. SteCo meetings) Example: 71pe o &et"od 4 7ool Co))unication Internal Co))unication6 Project Meetings 2eleconference 5re=uenc1 4Sc"edule Cee8ly and on e,ent Chen a,ailable In or)ation Participants 4 -esponsi.les Project Mgr Project 2eam Project Mgr@sA Project 2eam Members Project Mgr Sub-project Mgr Project Mgr Project 2eam

Sharing of project data

Shared Project Ser,er

Project status, problems, ris8s, changed re4uirements #ll project documentation and reports

Milestone Meetings 0inal Project Meeting

2eleconference 2eleconference

Before milestones M1

Project status @progessA Crap-up )$periences

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb 71pe o 5re=uenc1 &et"od 4 7ool Co))unication 4Sc"edule +8ternal Co))unication and -eporting6 Project +eport )$cel sheet Monthly In or)ation Participants 4 -esponsi.les Project Manager Sub-Project Managers Project Manager, Ste/o

Project status - progress - forecast - ris8s

Ste/o Meetings

2eleconference

Monthly

'. (eliver1 Plan

+.1 %eli&erables and ,ecei&ers
Help: ;ist here all deliverables from the project and who the receivers of the deliverables are. ndicate also the planned delivery date. Ta(e in consideration both strategic and technical aspects. Examples for non-technical deliverables are: marketing and sales material, training material, management presentations, publications, bullets, etc. Ident. (elivera.le ;% ;& Planned (ate -eceiver

)tc.

,. 2ualit1 3ssurance 10. Con iguration and C"ange &anage)ent 11. Securit1 3spects
Help: )tate how to deal with security matters$ for instance: %lassification of the project information with regard to requirements for integrity$ availability and confidentiality$ in accordance with the organi1ation=s group directives on security$ )pecific action that must be ta(en to fulfill security requirements$ such as security agreements with suppliers and partners$ security chec( of project team members$ security audits of equipment$ usage of coded information$ etc. #uthori1ation of information distribution and publishing$ that is$ who should decide which information will be distributed to whom$ Procedure for monitoring security$ Procedure for reporting security incidents.

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Successful Software Outsourcing and Offshoring, Prof. B. Meyer, Prof. P. Kolb

12. 3..reviations and (e initions

Help: ;ist all abbreviations and definitions used within this document. //B /' /M /O2S /+ /+M '; 'P =# Ste/o ?I? /hange /ontrol Board /onfiguration 'tem /onfiguration Management /ommercial Off 2he Shelf /hange +e4uest /hange +e4uest Management 'dentification, 'dentifier 'ntellectual Property =uality #ssurance Steering /ommittee ?erification and ?alidation

13. -e erences
Help: ;ist all other documents this document refers to. 5%6 5&6 5*6 5(6 5.6 516 536 5<6 5H6 5%96 <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. <;oc. "o. Project Proposal for <project name Project +e4uirements Specification for <project name 'mplementation Proposal for <project name Project Schedule for <project name +is8 Management Plan for <project name Cor8 Brea8down Structure for <project name =uality #ssurance Plan @if it is a separate planA /onfiguration Management Plan @if it is a separate planA <Sub-contract 7%

14. -evision
Rev. ind. Page (P) Chapt. (C) --Description original ,ersion Date Dept./Init.

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