SaveAll Project Management Plan

1、SaveAllProject Management PlanRevision 0211 July 2010Document No.: 011259-51Prepared for: SaveAll 51803 Bellflower BlvdMcLean, VA 23011Prepared by:Premier Advanced Security Systems, Inc. 2212 6th AvenueRedondo Beach, CA 90278WARNING: This is only a partial plan for class purposes. Students should no

2、t assume if they use this plan as a template, they have a complete plan.Revision/Change RecordRevisionDateRevision/Change DescriptionSection0005/02/10Initial release.N/A0105/18/10Added tools provided by the customer.2.3.30207/11/10Added risks that were identified during the requirements phase.2.6Tab

3、le of Contents1Introduction11.1Purpose11.2Planning Approach12Plans12.1Products12.2Project Organization22.3Resource Estimates32.3.1Schedule42.3.2Effort and Cost52.3.3Tools52.3.4Facilities and Engineering Environments62.4Process Management72.5Metrics82.6Risk Management82.7Reviews and Meetings92.8Engin

4、eering, Verification, and Validation102.9Supplier Agreement Management122.10Decision Analysis and Resolution122.11Training122.12Quality Assurance132.13Configuration Management143Acronyms17List of FiguresFigure 2.21. Project Organization2Figure 2.3.11. Top-Level Work Breakdown Structure (WBS)4Figure

5、2.3.12. Top-Level Schedule4List of TablesTable 2.11. Products1Table 2.21. Roles and Responsibilities2Table 2.22. Relevant Stakeholders3Table 2.3.21. Effort and Cost5Table 2.41. Tailoring Report Summary7Table 2.42. PASS Procedures7Table 2.51. Metrics8Table 2.61. Project Risks9Table 2.71. Reviews and

6、Meetings9Table 2.81. Verification Methods for Products10Table 2.82. Products Subject to Peer Reviews and Evaluation Criteria11Table 2.83. Validation Methods for Products11Table 2.91. Suppliers12Table 2.101. Evaluation Methods12Table 2.111. Project-Specific Training Needs13Table 2.121. Process and Pr

7、oduct Audits and Inspections13Table 2.131. Levels of Control14Table 2.132. Work Products14Table 2.133. Configuration Management Approach15Table 2.134. Documents and Records Control15© 2010 by Carnegie Mellon UniversityIntroduction to CMMI for Development v1.3 CourseSaveAll Project Management Pl

8、an (110110)Page 171 INTRODUCTION1.1 PurposeThis Project Management Plan (PMP) provides the plan for managing the SaveAll project. The project will develop and deliver a SaveAll-brand home security system prototype, which is a low-end system with minimal capability. The prototype must be delivered in

9、 1 year from the start of the contract and not exceed the fixed price of $8 million.1.2 Planning ApproachDuring the project planning phase, a project planning team with representatives from engineering disciplines, i.e., systems engineering, software engineering, hardware engineering, integration an

10、d test, and Quality Assurance (QA), is assembled to provide a balanced perspective on the project plans. The Premier Advanced Security Systems, Inc. (PASS) PMP Template is used to develop this PMP. The project researched the PASS Process Assets Library (PAL) and PASS Measurement Repository for proce

11、ss assets, measurements, and information from similar projects, which can be used to estimate and plan project activities.After the draft PMP is complete, the Project Manager (PM) obtains review and commitment from affected groups to ensure plans are communicated and project team members “buy in” to

12、 their responsibilities. After affected groups agree to their commitments, the PM obtains review and approval from SaveAll. This plan is updated throughout the project life-cycle for changes in requirements, scope of work, schedule, cost, etc.2 PLANSThe project is small and short duration where sepa

13、rate plans, such as a Software Development Plan, Risk Management Plan, Quality Assurance Plan, etc. are not necessary. All plans, with the exception of the detailed schedule are integrated into this plan.2.1 ProductsThe products delivered to SaveAll are identified in Table 2.11.Table 2.11. ProductsP

14、roductProject Management PlanMonthly Status Reports and BriefingsProduction Drawings, Parts List, and ProceduresMaintenance ManualUsers ManualPrototypeSource Code and Object CodeTest Environment2.2 Project OrganizationThe project organization is shown in Figure 2.2-1.Figure 2.21. Project Organizatio

15、nThe roles and responsibilities and staff level are described in Table 2.21.Table 2.21. Roles and ResponsibilitiesRoleResponsibilitiesFTE HeadsCustomerDefines and approves customer requirements and accepts products.N/APASS PresidentReviews PASS projects via periodic management reviews to ensure proj

16、ect success.N/AProject ManagementEstablishes and maintains the PMP. Ensures project activities are executed per the PMP. Interfaces with the customer and other stakeholders to ensure their needs are met and they are involved. Selects and manages suppliers. Chairs the Change Control Board (CCB).1Syst

17、ems EngineeringEstablishes and maintains system requirements, interface requirements, requirements traceability, system architecture, and concept of operations. Conducts trade studies, when needed, to understand alternative solutions and to assist the PMP to select suppliers. Verifies requirements t

18、hrough peer reviews and system test. Validates requirements through technical reviews with the customer.3Software EngineeringEstablishes and maintains the architectural design, detailed design, implementation, unit/component tests, and user documentation. Verifies products through peer reviews, test

19、s, and other verification methods. Validates products through technical reviews with the customer. Establishes and maintains the engineering environment needed for development activities.6Hardware EngineeringEstablishes and maintains the hardware design, engineering drawings, and production document

20、ation. Verifies hardware through inspections by QA.4Integration and TestEstablishes and maintains test plans and test procedures, integrates components into an operational system per the integration sequence, conducts formal tests, and validates the product operates in its intended environment. Esta

21、blishes and maintains the engineering environment needed for integration and test activities.3Quality AssuranceEnsures activities are conducted and products are produced in accordance with the contract, PASS policies, standards, and procedures. Participates in peer reviews to ensure quality products

22、 are produced.2Configuration / Data ManagementManages configuration identification and control, change management, configuration status accounting, and configuration audits. Manages control, receipt, delivery, distribution, and tracking of both deliverable and non-deliverable documents and records.1

23、Process GroupDefines, oversees, and continually improves PASS process assets, such as policies, procedures, templates, forms, tools, and standards.N/ASupplierProvides products and services in accordance with the supplier agreement.N/AContractsHandles legal matters concerning the contract and its exe

24、cution. Authorizes contractual work and contract changes.N/ARelevant stakeholders and their levels of involvement are identified in Table 2.2-2.Table 2.22. Relevant StakeholdersInvolvementRelevant StakeholdersCustomerProject ManagerSystems EngineeringSoftware EngineeringHardware EngineeringIntegrati

25、on and TestQuality AssuranceConfig/Data ManagementAttend customer and supplier meetings.XXXXXXAttend technical reviews for requirements, design, and test.XXXXXXXAttend Change Control Board meetings to make formal decisions on requirements changes.XXXXXXXAttend peer reviews when required.XXXXXProvide

26、 status at management reviews, including status against the 10% cost, effort, and defect density thresholds.XXXXXXIdentify new risks and mitigate open risks.XXXXXTimely closure of audit findings, action items, and issues.XXXXXX2.3 Resource Estimates2.3.1 ScheduleTasks are identified in Figure 2.3.11

27、. Lower-level schedules are created when needed in separate plans.Figure 2.3.11. Top-Level Work Breakdown Structure (WBS)Figure 2.3.12. Top-Level Schedule2.3.2 Effort and CostThe effort and cost to produce the product are identified in Table 2.3.21. Only some historical data from the PASS Measuremen

28、t Repository could be used since this is the first low-end security system. All PASS historical data are from high-end security systems.The PASS cost allocation table which is based on historical data (Project Management 17%, Systems Engineering 10%, Hardware Engineering 15%, Software Engineering 30

29、%, Integration and Test 15%, Configuration/Data Management 6%, Quality Assurance 4%, and Other 3%) was used as a starting point to estimate effort and cost. The estimated 200,000 Lines of Code (LOC) and 24 hardware drawings were used to further refine the effort and cost.The estimates assume low ris

30、k, high employee competence, and reuse of approximately 50% of existing PASS assets.Table 2.3.21. Effort and CostRoleEffortCostProject Management6800 hrs$1,360KSystems Engineering4000 hrs$800KSoftware Engineering12,000 hrs$2,400KHardware Engineering6,000 hrs$1,200KIntegration and Test6,000 hrs$1,200

31、KQuality Assurance1,600 hrs$320KConfiguration/Data Management2,400 hrs$480KOther, e.g., facilities, travel, admin support, training, etc.N/A$240KTOTAL38,800 hrs$8,000,0002.3.3 ToolsThe project uses tools identified in Table 2.3.3-1.Table 2.3.31. ToolsRoleToolPurposeProject ManagementTool AStatistics

32、 toolTool BCost tracking toolTool CRisk management toolSystems EngineeringTool DRequirements traceability toolTool ERequirements analysis toolTool FSimulation toolSoftware EngineeringTool GUnified Modeling Language (UML) toolTool HCompilerTool IDatabase toolHardware EngineeringTool JMaterial managem

33、ent systemTool KEngineering drawingsIntegration and TestTool LAutomatic integration and test toolTool MMemory and performance analyzerQuality AssuranceTool NAudit toolTool OAudit findings tracking toolConfiguration ManagementTool PProject data repositoryTool QChange tracking systemTool RConfiguratio

34、n management database toolOtherTool STracking tool for peer review and test defectsTool TTailoring the PASS standard process toolTool UCorrective and preventive action system for tracking issues and action items from customer meetings, technical reviews, and supplier reviews and audits.2.3.4 Facilit

35、ies and Engineering EnvironmentsFacilities are defined in Table 2.3.4-1. For each facility, security restrictions and access control limitations are briefly described.Table 2.3.4-1. Project FacilitiesFacilityLocationPurposeEngineering Center WestRedondo Beach, CAFacility where all SaveAll engineerin

36、g activities will be performed.Engineering Center EastOrlando, FLFacility where the Alexis project is located. Some software will be reused from the Alexis project. The facility is a secured facility and requires special access clearance.PASS HeadquartersMcLean, VAOrganizational support from the Pro

37、cess Group, Human Resources, payroll, etc.Engineering environments are defined in Table 2.3.4-2. The standard work environment for all employees, including a list of standard tools and software, is posted on the PASS Information Technology (IT) web site. In addition, the project provides tools speci

38、fied in Table 2.3.3-1.Table 2.3.4-2. Engineering EnvironmentsEnvironmentDescriptionSystems EngineeringUsed for requirements analysis, designing architectural views, and developing simulators and prototypes. The environment is located in the Engineering Center West facility.Software EngineeringUsed f

39、or design, implementation, and unit/component test. The environment is located in the Engineering Center West facility.Integration and TestUsed to integrate and test components during incremental integration activities. Includes test support software, simulators, test tools, and test hardware. Simul

40、ates the operational environment for acceptance testing and validation. The environment is located in the Engineering Center East facility.2.4 Process ManagementThe PASS standard process is tailored via the Tailoring Report within the first 30 days after contract start-up. A summary of the more sign

41、ificant changes is provided in Table 2.41.Table 2.41. Tailoring Report SummaryPASS Standard ProcessTailoringProject PlanningThe SaveAll project duration is 1 year; therefore, the Tailoring Report will not be reviewed and updated annually to keep up with changes to the PASS standard process.Project M

42、onitoring and ControlNoneSupplier ManagementOnly the DetectEx supplier will be monitored. Other suppliers have a proven track record with PASS.RequirementsRequirements traceability will not include traceability to units.DesignNoneImplementationNoneIntegrationNoneVerification and ValidationNoneQualit

43、y AssuranceNoneConfiguration/Data ManagementAt CCBs, voting, not consensus, will be used to make decisions.The project uses the waterfall life-cycle model which consists of the requirements, architectural design, detailed design, implementation, integration and test, system test, acceptance test, an

44、d delivery phases. The waterfall life-cycle model was selected instead of the incremental or evolutionary life-cycle model due to the short duration of the project. The project uses the Unified Modeling Language (UML) methodology to design the product using C+.The project uses the PASS Process Group

45、 procedures identified in Table 2.42.Table 2.42. PASS ProceduresPASS ProcedureDescriptionPeer Review Procedure D3948Step-by-step instructions for planning and conducting peer reviews and analyzing peer review defect data.Technical Review Procedure D4829Step-by-step instructions for creating briefing

46、s for technical reviews with the customer and for conducting the technical review meeting.Integration Procedure D3293Step-by-step instructions for integrating software and hardware components into a system.The project provides this PMP and trade studies to PASS, who determines whether the assets sho

47、uld be inserted in the PASS PAL for use by other projects. The project provides actual effort and cost data to the PASS Measurement Repository for PASS estimation models.2.5 MetricsThe projects information needs are:· Can the project deliver within cost, particularly when the company has no exp

48、erience with cost constraints?· Can the project deliver on time with such a short schedule, particularly when more people cannot be added if the project falls behind schedule due to cost constraints?The projects measurement objectives are:· Project completes each life-cycle phase within 10

49、% of the estimated costs and completes the project at or below the agreed-to costs· Project completes each life-cycle phase within 10% of the estimated hours and completes no more than 1 month beyond the agreed-to schedule.Metrics are identified in Table 2.51. When the project may not achieve m

50、easurement objectives, the cause and proposed actions are presented at the next project management review. Status is presented at subsequent reviews until the metrics show the correction was effective. Managers collect cost data from Cost Control and hours from the effort reporting system and analyz

51、e the data using the PASS standard statistics package.Table 2.51. MetricsMetricObjectiveFrequencyResponsible PartyAnalysis / Specification LimitCostTrack actual and planned costs per life-cycle phase.WeeklyEach ManagerEach week, track if actual costs are within 10% of planned costs using control cha

52、rts with spec limits.EffortTrack actual and planned hours per life-cycle phase.WeeklyEach ManagerEach week, track if actual hours are within 10% of planned hours using control charts with spec limits to determine if the project is ahead or behind schedule and by how much.2.6 Risk ManagementThe risk

53、strategy is described in detail in the defined process. The Software Engineering Institute (SEI) Risk Taxonomy is used for risk sources. Risks are categorized by Likelihood of Occurrence, Impact, and Risk Rating. For Impact and Risk Rating, High, Medium, and Low are used. For Likelihood of Occurrenc

54、e, Low Likelihood, Likely, and Highly Likely are used. Project risks, including the plans for mitigating each risk, and contingency plans are defined in Table 2.61. Risks are statused at each management review until risks are mitigated.Table 2.61. Project RisksRisk DescriptionLikelihood of Occurrenc

55、eImpactRisk RatingMitigation/Contingency Plan1. Inability to control costs.Highly LikelyHighHighMonitor hours and actual costs no later than weekly, preferably twice a week. If there is a negative trend for 2 weeks, immediately determine the root cause and take corrective actions.2. Inability to manage customer changes. Personnel have been trained for 30 years to alway