年wifi交付-项目计划

WiFiProjectCurrent astLastUpdatedDateApprovedApprovalRevisionDateBriefDescriptionofTableof Project CUSTOMER INTEGRATED Project ProjectShared ProductAcquisition rAcquisition r SAMTeam Transitionto ProjectTeamInvolvement tonesandDeliverables FacilitiesandSupport Project Dependencies,Constraints,Assumptions, DependencyManagement Policiesand MANAGEMENT QualityAssurance ConfigurationItemsandBaseline ConfigurationManagement Storage AccessControl Change ChangeControl ConfigurationStatusAccountingandStandard ConfigurationActivities RecordCollection& BuildProcedures,PackagingInstructionsandRelease ProductQuality RiskManagement CommunicationsManagement Customer ProjectMonitoringandReview ProjectDataManagement ysisandResolution PROJECTMANAGEMENT ChangeControl ProjectStakeholdersandInvolvement Issue Escalation HumanResource Estimation PROJECTCLOSURE PROJECTRE-PLANNING APPENDIXA:PROJECT’S DeviationApproval ProjectThishasbeendevelopedby公司for上汽通用经销商WiFi运营项目for上汽通用.Thiswasdevelopedfrom“2015年Wi-Fi投放平台搭建及运营v3.0-SOW.doc”andisintendedtosatisfyallthecustomerrequirements,objectives,andProjectSGMSWi-Fi跟据SGMS总部Wi-Fi运营团队对Wi-Fi整体的要求，统揽经销商Wi-Fi、车展Wi-Fi、车载Wi-Fi、第Wi-Fi，细化成文SGMSWi-Fi的整体策略、五年规划、2015年计划。2015年着重对经销商Wi-Fi进行布局及，包括移动H5搭建及运营、运营、SGMSGMSWi-FiKPI经销商Wi-Fi对于在展厅、售后区域，客户看到的认证页面及认证后弹出的H5是不同。同时，认证页面及认证后弹出的H5按位置总部、区域、经销商有不同的权限，及个性化定制。 搭建局域网的秒级通道认证页面以及认证后弹出H5的运览的页面设计、跳转路径建议，以及其他相关建议，如：加载速度。设计制作，包含但不限于：内容架构组织，文案、编辑、页面设计、动画制作、HTML5制作 页面以及认证后弹出H5的banners（约3个更新数/月）；网上潜在收集。设计Wi-Fi专属活动的KV及相关素材（20个），包含租用/拍摄/编辑/编写、发Minisite（10），O2O借助局域网高速技术，设计移动端车型和售后附件展示橱窗（包含3D车模及其相关渲染工作），并设计再购、售后销售的O2O环节。每月提交认证页面以及认证后弹出H5的流量报告（PV，UV，平均时长，平均浏览页面，平每月提交总部、区域的Wi-Fi运营报告，包含进店客流报告、车主粉丝贡献报告、客户报告、Wi-Fi区域运在总部Wi-Fi运营团队确认后，支持部分区域活动的创意制作，包含KV及相关素材的制作（一个大区2个/年，即50个），以及互动环节设置，比如券、售后附件推介、再购机制等。提供7*12小时呼叫中心对4S店CMS系统等各类与投放平台相关问题进行使用支持在系统中制作固定报表，SGMS区域可以实时在系统中查看进店客流报告、客户报告等（54S4S店运提供7*12小时呼叫中心对4S店CMS系统等各类与投放平台相关问题进行使用支持对4S店自行上传的素材进行审核，审核周期不超过24小时制作通用的创意模板，以及相应互动环节模板，比如4S店券99.9DOWN8DOWN1LOADING10PV/UV3，LEADS/UV3.2AP、AC提供满足3.2所述功能的要求，如CMS的要求、工作流引擎的要求等对进行系统化管理，所有数据与SGMS系统进行对接对主流机型、平板电脑、PC端进行适配配合SGMS的IT部门更新的内容管理平台（CMS）整理素材其他SGMS的IT部门与CMS相关的要求在数据运营及Wi-Fi运营过程中，做到合法合规，比如，82、SGMS的客户隐私保护体系CustomerCustomerDeliveryProjectProjectProjectPRD（IncludeUI/UEArchitecturalDesignITStandardBOMSystem SourceCodeSystemTestPlan(includingSystemTestingSystemTestUserAcceptanceTestPlanUserAcceptanceTestSystemTestSummaryUserAcceptanceTestSummarySystemDeploymentPlan(DP,IncludeCutoverTrainingSystemInstallationSystemMaintenanceOperations,MaintenanceandSupportPlanPostProjectReviewFormoredetailedinformation,pleasecheckthefollowingSGMWiFi_-Work

Integrated

Formoredetailedinformation,pleasecheckthefollowing

计划ProjectShared[Developandheretheproject’sSharedVision.ThesharedvisionisbuiltbyallProjectTeammembers,includingpartneringStakeholders–andalignswithIS&Svision–andalsowiththeProjectCharter.Thesharedvisionmustbesharedacrossallproject-integratedteams.Whenarteamjoinstheproject,thismustbesharedwiththatteam.Thebestpracticeistobrainstormwithintheteamtogetathemeofkeydriversofsuccessintheproject.]Acquisition[Describetheapproachforacquisition.Includeexpectationsonhowtheprojectwillbecontractedwithrs.Itisessentialthatthissection stherationaleandsupportingationfortherevaluationnotjusttheresultsoftheserevaluationactivity.Forexample,iftherehasbeenanofficialdeterminationofMSAstatusthatshouldbeed.TheBuild/Buy/Reusestudyisanotherexampleofadeliverablethatshouldbeincorporatedinthissection.PleasecontactyourSAMystforguidanceregardingcompletingthissection.RefertotherAgreementManagement/ITProcurementprocessforthestepsforRFI/RFPPreparation,ContractDraftPreparationandContractNegotiationandApprovalsteps.Thestepsfortheseactivitiesshouldbeincludedintheproject’sWorkBreakdownStructure(WBS).RefertorAgreementManagementactivitychecklist.ProductAcquisition[ThissectionistobefilledatthebeginningofthePlanPhase,andcompletetheapproachassoonaspossible,butnolaterthantheDefinePhaseandafterthedecisiontobuild,buyorreuseproductsormajorcomponentshasbeenfinalized.TheProjectManagershallallproductsormajorcomponentsandtheirproductacquisitionapproachinthetablebelow.TheProductAcquisitionApproachcouldbeReusablecomponent,Reusablecomponentwithcustomization,COTS,COTSwithcustomizationorbuild.ationdeliverablesdonotneedtobelistedinthissection.TheportionofworkmentionedinthetableisOptional]<RationaleandsupportingationfortheproductacquisitionProductPortionofworkAcquisitionApproach(Reusable,Reusablewithcustomization,COTS,COTSwithcustomization,rAcquisition[therationaleandsupportingationfortheracquisitionapproach.Completethetablelistingwiththeracquisitionapproachchosen,therandlisttheassociateddeliverables.Thissectiondoesnotapplytostaffaugmentation/T&Mcontractor’sservicesacquisition.]AcquisitionrDeliverablesbyApproachbyrby(Ifristoprovidealldeliverablesundereachphase,putAlleachphase,otherwise,listdeliverableswithassociatedWorkdoneunderMSA,toprovideallWorkdoneunderMSA,EDStosub-contracttoanotherNon-MSAworktobebyNon-MSAworktobebyrotherthanMSAworkcontractedanotherrviaMSAworkcontractedmultiplersviaSingle[Addadditionalapplicabletor[therationaleusedforselectingthers–theidentificationofrs(strategicrlist,rqualificationevaluation),therevaluationcriteria,(rProposalEvaluationMatrixand/orrManagementRiskAssessmentchecklist,SingleSourced,DecisionysisandResolution,other),andrdatagathered(RFI,RFP,other).Completethetablelistingther(s)andtherjustification.Note:EvaluationScorecardValuesarenottobeentered.]rrrsStrategicRationaleforrSAMTeamWorldWidePurchasingLegalFinanceOperationsContracts Transitionto[Describehowtheworkproduct(s)willbetransitionedtothefacilitiesthatwillreceive,store,useandmaintaintheacquiredproduct.BesuretoincludetransitionactivitiesintheprojectWorkProduct/MethodofTransitionrtoProjectTeamInvolvement theProjectTeamInvolvementintheProjectRolesandResponsibilitiesIdentification andreferencethat inthissection.IdentifytheProjectTeamMemberswhoareassignedtotheproject,theirroles,responsibilities,contactdetailsandprojectallocationpercentage.CompletethePRRItoidentifyProjectTeamMembers,stakeholdersandprojectparticipants,theirrole,skillsandrequiredtraining.] tonesandDeliverablesPleasecheckthe Operating

-Work[Thisisanoptionalsectionwhichistobecompletedonlywhenthereisadistinctprojectspecificmodeofoperationfortheteammemberstoworkcollectivelyandindividually,teamtomoderateparticipationandinteralinteraction,andanyotherteamrules–e.g.Meetingparticipationrules,flexibletimings,inter-groupcoordination,updatingstatusofactionitems,etc.]FacilitiesandSupport[PurposeofthisSection:Identifyandfacilitiesandsupporttoolsrequiredinordertoexecutetheprojecttasksanddevelopitsdeliverables.Identifythetimingofwhenthesefacilitiesandsupporttoolswouldberequired.Includefacilitiesandsupporttoolsfordisasterrecovery.Identifyanycriticalhardwareorsoftwarerequiredbytheproject.Notethatthisincludeshardwareorsoftwarelicensesrequiredfordevelopmentaswellasintegrationtesting.AlldeploymentrelatedproductioninfrastructuremustbeplannedaspartoftheIT-BoM.]DevelopmentEnvironmentReasonorbyDatePlanforTestingEnvironmentReasonorbyDatePlanforProject[PurposeofthisSection:Describetheprojectcostsandtheexpectedtimingofexpendituresfortheproject.Thefollowingelementsshouldbeconsidered:staffing,equipment,resourcesandmaterials,travel,administrative,facilitiesandoverhead.CostsforallSDP-21projectphasesandactivities,includingtestinganddeployment(ifpartoftheproject)shouldbeincluded.IncludetheTop-Downestimatingworksheetthatsupportsthecostsandidentifyassumptionsmade.][PurposeofthisSection:Identifyanyexistingsystemsorplanned/in-processdevelopments,whichmayaffectormaybeaffectedbythesuccessofthisproject.Adddependenciesastheyareidentifiedduringthisproject’sdevelopment.Inaddition,identifyanyanticipatedreusecomponents.Identifytheconstraints,assumptionsandexclusionsthatexistfortheproject.]DependencyManagementDeliverableRequiredByEscalationnorTracking[AlsocaptureanydependenciesthatthermayhaveonGMoranotherIdentifyexistingprojects/initiativesthatareplanned/inprocess,whichwillaffectorbeaffectedbythisproject.Considerthefollowing:sinOverlapinOverlapin[PurposeofthisIdentifyfactorsthatwilllimittheProjectTeam’soptionsalongwithfactorsthattheymustaccountforastheydeveloptheirsolution.Forexample,apredefinedbudgetisaconstraintthatislikelytolimittheteam’soptionsregardingscope,staffingandschedule.Alsocaptureconstraintsrelatedtoractivitieshereaswell.Identifyfactorsthat,forplanningpurposes,willbeconsideredtobetrue,real,orcertain.Forexample,anyresourcesassignedtotheprojectwillbeassumedtoremainwiththeprojectfortheduration.Alsocaptureanyassumptionsrelatedtoractivitieshereaswell.Identifyproducts,servicesorprocessesthatarenotspecificallyapartoftheproject.Anexamplestatementmightbe,“anythingnotexplicitlyincludedintheprojectdeliverablesisimplicitlyexcludedfromthisproject.”][ListknownitemsandhowtheyaffecttheTypeofitemlusions,DescriptionofPoliciesand[PurposeofthisSection:IdentifyallGMandIS&SStandardspertinenttothisTheprojectwillconformtoallrelevantGMandIS&SPoliciesandStandards,including,butnotlimitedto:GMInformationSecurityPolicyandPracticesCorporateDataStandardsITStandardsProcessandGMPrivacyPrinciplesandPoliciesforSDP-21GMInformationLifeCycleManagementSEICMMIversionManagement[PurposeofthisSection:theplanstomanagequality,configurationmanagement,communications,andrsfortheproject.IncorporatetheworkscheduleforeachofthemanagementplansintotheIntegratedPlansectionofthis.]QualityAssurance[PurposeofthisSection:DefinetheoverviewplanoftheQAactivitieshere.RefertoProjectQualityAssuranceProcessfordetails.Listther’scriticalprocesses.ThesecriticalprocessesshallbereviewedbyGMtoensurethattheworkproductsandthesystembeingdevelopedbyrareasperCMvel2.MakesuretheseprocessesarelistedintherAgreementtoo.Ataminimum,itis mendedthatGMmonitorther’sQAprocesses.ThetasksforProjectQualityAssuranceshouldbelistedintheProjectSchedule.]QAFrequencyoftheWorkProductsConductProcessAsDevelopedandapplicabletothePhaseandasscheduledintheprojectConductCriticalWorkProductAsscheduledintheprojectProjectPlan(includingallplanslikeSystemDeploymentPlanandProductQualityPlanetc.)BRD,SRS,ConductProcessAsscheduledintheprojectSelectedprocessesthatarecriticaltothesuccessofReviewWorkProductBaselinesthroughBeforeTollgateAsapplicabletotheQAofr’s<QA<Anyotherrprocesscriticaltothesuccessoftheproject>Frequencyofr’sscheduleofqualityreviews<Asscheduledintheprojecta.r’sQAb.<Additionalworkproductsbasedonotherrprocessesselected><Identifyprojectspecifictraining,consultationanddiscussionsasrequiredforthe<Insert<InsertworkproductstobeConfigurationManagement(CM)[PurposeofthisSection:Identifyanddefinetheconfigurationitems,controlthechangesontheconfigurationitemsthroughouttheirlifecycle,recordandreportstatusofChangeRequests(CRs)andverifycompletenessandcorrectnessofconfigurationitems].ConfigurationItemsandBaseline[PurposeofthisSection:Definetheconfigurationitemstobecontrolledandtheirdefinitionsastheyevolveorareselected.TheinformationtypicallyedinthissectioniscapturedintheDeliverableSumndProjectRolesandResponsibilitiesIdentification(PRRI).TheDeliverableSummarycontainsalistofalltheworkproductsfortheproject.ProjectRolesandResponsibilitiesIdentificationRASICmatrixswhoistheowneroftheworkproduct(Responsible)aswellaswhohasresponsibilitiestosupport,review,approve,orbeinformedaboutthecreationandmaintenanceoftheworkproduct.ThereistypicallynothingtointhissectionexcepttoreferencetheDeliverableSumndthePRRI.]ConfigurationManagementCMToolused,ifDirectoryStructureinCMStorage[DescribethedirectorystructuretostorealltheCI'sidentifiedabove.IfanytoolisusedforConfigurationManagementandversionmanagement,mentionthetoolandusageguidelinesforthetool.Mentionthetypesofconfigurationmanagementsystems.Typically,theyareasDynamic(ordeveloper’s)systemsthatcontaincomponentscurrentlybeingcreatedorrevised.Theyareinthedeveloper'sworkspaceandarecontrolledbythedeveloper.Configurationitemsinadynamicsystemareunderversioncontrol.Master(orcontrolled)systemsthatcontaincurrentbaselinesandanyrevisions.ConfigurationitemsinamastersystemareunderfullconfigurationmanagementStaticsystemsthatcontainarchivesofvariousbaselinesreleasedforDynamicCMMasterCMStaticCM<SharedDirectorynameforeachDeveloper.Developermaintainsthedifferentversionsmanuallyinhis/herdirectorywhichafternecessaryapprovalmovesintotheMasterareaoftheCMsystem><ThisisaDirectorynameortheProjectnameasgivenintheCMtool(ifusedintheproject).TheDeveloper’sversiongetscheckedhereafterobtainingnecessaryauthorizationstodothebaseline.TypicallyCMLeadhasaccesstothisarea.ThisareahasRestrictedaccess.ChangeControlprocessshallbeappliedtochangeCIsputinthisarea.ProjectDataManagementdirectorytoobelongsherewhichcontainsrecordsandPVRslikeminutesofmeeting,<TheDirectorystructureorArchivenameunderwhichtheArchiveoftheCI’sisstored,forexampleDomino.docfolderfortheproject.SpacedesignatedinQuickPlace.Itshouldhavethelinkstopreviousarchivestoo.UsuallyWorkProductBaselineafterTollgatethatneedstoarchiveishere.>Backupmechanism:<Mentionhowthissystemisbackedup,howoftenandwhoisresponsibleforthebackup.>Backupmechanism:<Mentionhowthissystemisbackedup,howoftenandwhoisresponsibleforthebackup.>Backupmechanism:<Mentionhowthissystemisbackedup,howoftenandwhoisresponsibleforthebackup.>Restoration<Mentionhowthissystemmayberestoredandwhoisresponsiblefortherestoration.Mentionthepossibleamountofthedatalossispossible.>Restoration<Mentionhowthissystemmayberestoredandwhoisresponsiblefortherestoration.Mentionthepossibleamountofthedatalossispossible.>Restoration<Mentionhowthissystemmayberestoredandwhoisresponsiblefortherestoration.Mentionthepossibleamountofthedatalossispossible.>AccessControl[DescribethecheckinandcheckoutproceduresfortheCI’sandwhotransferstheCI’sfromdifferentlevelsofCMsystems.]Change[StatewheretheChangeRegisterisstored.Itshouldbestoredinashareddirectoryandaccessiblebyeverybody.]ChangeControl[PurposeofthisSection:IdentifytheChangeControlBoard(CCB)anditslevelofauthorityforapprovingproposedchanges.ACCBmaybeanindividualorgroup.MultiplelevelsofCCBsmaybespecified,dependinguponthedegreeofsystemorprojectcomplexity.WhenmultipleCCBsareused,theplanshouldspecifyhowtheproperlevelofchangecontrolisdeterminedforachangerequest.]BoardChairedbyandMinuteofmeetingmaintainedChangeControlBoard<PM,CMLead,MembersrelatedtotheCRasidentifiedbytheMinutesofthemeetingtobemaintainedbyCMLeadRequirementsChangeControlBoard(RCCB)<ProcessEngineer,ProjectChampionifneeded,PM,CMLead,RAifneededPAifMinutesofthemeetingtobemaintainedbyPMConfigurationStatusAccountingandStandard[PurposeofthisSection:Identifytheconfigurationstatusaccountingactivities,whichrecordandreportonthestatusofprojectconfigurationitems.Determinewhetheranautomatedconfigurationmanagementsystemwillbeusedtorecordandreportontheseactivities.Identifywhatdatawillberecordedandwhatwillbereported.Identifythestandardreportsingtheconfigurationmanagementactivitiesthataretobedevelopedandmadeavailabletoaffectedgroupsandindividuals.]ConfigurationActivities[PlantheConfigurationAuditstoensurethattheCMprocessisbeingfollowedandbaselineintegrityismaintainedfortheproject.TheQAystperformstheconfigurationAudits.ThesuggestedfrequencyofConfigurationauditsisbeforeeachtollgatereviewineachphaseoftheCM/BaselinePlannedPlanphase-BaselineDefinephase-BaselineConstructphase-BaselineTestphase-ReleaseDeployphase-ReleaseRecord&[Identifytheconfigurationmanagementationthatwillberetained.Statethemethodsandfacilitiesthatwillbeusedtosafeguardandmaintainthisation.(Forexampleidentifyoff-sitebackupfacilitiesthatwillbeused.DesignatetheretentionperiodbasedontheGMInformationLifeCycleManagement(ILM)]BuildProcedures,PackagingInstructionsandRelease[PurposeofthisSection:Identifythebuildprocedureforthereleaseandthescriptstoaidthebuildandinstallationofthesystem.Mentionthemechanismforverifyingthebuildscriptsandbuildprocedures.Describetheapproachforassuringthatworkproductsandsoftwareprovidedbyrsmeetminimumstandardsforconfigurationmanagement.MinimumstandardsforconfigurationmanagementshouldbedefinedinthecontractbetweenGMandther.ThecontractbetweenGMandthershouldrequirethertoprovideitsconfigurationmanagementplan,processes,andpracticestoGMandallowforGMtoauditrconfigurationmanagementactivities,asGMdeemsnecessary.StatetheapproachforhowrdeliverablestoGMarebaselinedandverifiedforintegrityandcompleteness.StatethetoolsusedbytherforconfigurationmanagementactivitiesandhowtherwouldmaintaindeliverablesafterdeliverytoGM.Example:GMwillbuildandverifytheinstallationandthencheckintoPVCSsoftwarerepository.StatehowthesystemshallbepackagedanddeliveredtoProductQuality[PurposeofthisSection:Note:UsetheSeparatetemplate.TotheProductQualityPlan,thiscoversTestStrategy,PeerReviewPlanandthetativeQualityObjectives.PeerReviewPlanisrequiredatCMvel3andisoptionalforCMvel2unlessspecifiedbytheIOorganizationguidelines.tativeQualityObjectivesarerequiredatCMvel4andareoptionalunlessspecifiedbytheIOorganizationGuidelines.RefertoProductQualityPlanningProcessformoredetails.TheProductQualityPlanshallbelinkedherebeforesendingtheProjectPlanoutforreview.]RiskManagement[PurposeofthisSection:Note:Usetheseparatetemplate.RefertoRiskManagementProcesstoidentifytheproject’srisks;developriskmitigationplansorcontingencyplans.theRiskManagementStrategyhereinthissection.theRiskManagementPlanandlinkituphereinthissection.TheRiskManagementStrategyshouldconsidertheproject’sconstraintsandoptionstoplanfrequencyofmonitoringtherisks.ForRiskreassessmentusetericSoftwareRiskAssessmentchecklisttoidentifyandassesstheproject’srisk]RiskIdentificationRiskParameterandCriteriaChecklistasgiveninRiskManagementPlanITProjectRiskAssessmentSDP-21GenericSoftwareProjectRiskRiskRiskManagementMonitoringofRisks–Informal–weeklyprogressreviewFormal--beforeReportingofRisks–FrequencyandSemi–MonthlyinMonthlyinRiskDefinePhaseConstructPhaseCommunicationsManagement[PurposeofthisSection:activitiesandschedulesforcommunicatingwithallpartiesaffectedbytheproject.Identifythetypeof munication,information/contentprovided,frequency/trigger,informationowner,andaudienceofcommunications.Addcolumnsasneededtoidentifyadditionalinformation.Identifybothregularprojectcommunicationsandinformativecommunications.WithoutduplicatinginformationintheProjectOrganizationsection,contactinformationforindividualsinthevariousaudiences.Meetingtypesmaybemerged/consolidatedasdeemedappropriatebytheProjectTeam.Reviewsbytheteamforlessonslearnedmusttakeplace.]Customer[howtheprojectstatuswillbereviewedwiththeBusinessProjectChampion.whattypesofreviewsmusthappen,whomustparticipate,whatwouldbethedefaultagendaortemplateforthestatustobereported,etc.Typically,theBusinessCaseshallbeupdatedduringthetollgates.]ReviewFrequencyofMandatoryBusinessGroupRepresentative(ProvideNames)ProjectMonitoringandReview[Purposeofthissection:thefrequencyofprojectprogressreviews.RefertotheProjectMonitoringandControlProcessformandatoryprojectmonitoringreviewstobeconducted.rshallbeinvolvedwherevernecessary,anditistheresponsibilityoftheProjectManagertoidentifythosemeetingsandcommunicatethesametother.Addtothefollowingtablesanyspecificmeetingsfortheproject.Revisethetablebelowbasedontherightfrequency.]Projectstatus/4-UpreviewPreviousAction Scheduletoplan& BudgettoCustomer&projectMonitorstheprojectrelatedssuchasprojectdeliverables(DataManagement),WorkProducts,StatusReportsandMinutes Risks,issues, Resource LessonsWeeklyTimeandMinuteswithrecordofinvitees&participants(SDP-21ProgressReviewReport)ActionitemsinProjectlogProjectrPerformanceEvaluationWeeklyStatusWeekly/Bi-WeeklyProjectProjectProjectPreviousActionSchedule,Plan,BudgetandCustomerandprojectRisks,Issues,ChangeResourceLessonsTimeandMinuteswithrecordofinvitees&participantsActionitemsenteredintotheappropriatetoolStatusoftherequirementsgatheringStatusonWeeklyntsJointReviewofTwoweekspriorProjectReview&sign-offbyrelevantteammembersofsforcurrentprojectphaseLessonseachSDP-21Projectstatus&requestapprovaltoproceed–(seeTollgateTollgateReviewsatofeachSDP-21QAStatusReport:4-UpReporttoRisks,BudgettoGeneraltones/DeliverablesnotNext90DayWeeklyorBi-weeklyProjectPMRPresentationProjectStatus/4-UpProjectScheduletoBudgettoRisks,Issues,Changes,ResourcecommitmentsGeneralDeploymentplans,SeniorPM,PostProjectReviewofitemsthatwentwellorwouldbedonedifferentlyontheproject.PriortoprojectProjectProjectDataManagement[PurposeofthisSection:Planformanagingthevarioustypesofprojectdata.Fillthebelowtableappropriayandaddmoretypesofdataifrequired]DataTypeStorage/Access/ns(ifDatausedbyssuchasBRD,SRS,Project<SDP->AsdefinedintheAsperCMAsperCMAsperCMDistributedforRevisiononlydnotes,actionsandfromformal<SDP->inInProjectEachfilewithMeetingProjectaftermeetingbudget,AR,fromlocation//tooln,PTS><enterhowthedataisgoingtobearchivedand<enterifthedataneedstohaveListwhichrolescanandwhichcan<enterwhowouldusethedata,howandhowoften>Project/ActionProjectlogs,actionfromInProjectUpdatedFilewithUpdateProjecttypicallyafterMetricspertheSDP-21from>InProjectFileidentifiedProjectStoredeveryRisksandntplanSDP-InProjectFileidentifiedProjectStoredafterupdatingriskstatus,usuallyreferredinDataTypeStorage/Access/ns(ifDatausedbyRecordsforareas–e.g.Reviewlogs,format,e-BasedonInProjectorFileidentifiedwithdateProjectStoredsemi-inITInProjectorFileidentifiedwithdate<enterifthedataneedstohaveListwhichrolescanandwhichcan<enterwhowouldusethedata,howandhowoften>ReviewsandeRecordsntreviewsofthee<SDP-inProjectInProjectorFileidentifiedwithdate<enterifthedataneedstohaveListwhichrolescanandwhichcanmodify>UsedbyProjectteamtotrackactionfromthent>InProjectorFileidentifiedwithdateProjectUsedbyProjectteamtotrackactionReferthefollowingIS&SsupportingassetspriortoplanningyourdataaccessandsecurityInformationSecurityPolicyandPractices(ReferencePrivacyPrinciplesofGeneralMotorsCorporation(ReferenceDecisionysisandResolution[Note:DARisarequiredCMvel3[PurposeofthisSection:Identify&theissuesrequiringDAR,theDARownerandtheevaluationmethod,pertheSDP-21Decisionysis&ResolutionProcessandSDP-21ysis&ResolutionHint:TheDARTemplateisthenusedtotheEvaluatedAlternativesandthemendSolutionsforeachoftheIssuesrequiringDAR.]#IssuesrequiringDAREvaluation<e.g.Selectionofrs,Selection<ThePM<Architecturealternatives,thetradeoff,SelectionofSystemowneralternatives,Selectionofdefault,componentsidentifyaLiteratureowneretc.ProjectManagementChangeControl[PurposeofthisSection:NOTE:ThisprocedureisedwithintheChangeControlProcessinSDP-21.]ProjectStakeholdersandInvolvement theProjectStakeholdersandInvolvementPlanintheProjectRolesandResponsibilitiesIdentification(PRRI)andreferencethatinthissection]Issue[PurposeofthisSection:Identifyadditionaldetailsin yzingandmanagingissuesthatariseduringtheproject.Identifyanytoolsorothersupportsforissuemanagementandhowandwhentheyaretobeused(e.g.,ProjectLog).]Escalation theescalationprocessandpeopleorrolesanddecisionmakersoutsidethecoreProjectTeam(s)necessarytoresolveissues.TheProjectTeam,ledbytheProjectManager,developscorrectiveactionstoaddresstheissue.TheProjectManagermayassigntheactionstoaResponsibleIndividualorcouldrequiretheclosecollaborationand/ornegotiationofmanyindividualstoarriveatanacceptablesetofcorrectiveactions.Asignificantissuemayneedtobeescalatedtohighermanagementlevelsinordertoachieveanacceptablesetofcorrectiveactionstoresolvetheissue.Thenormalescalationpathisasfollows:ProjectrProjectLeadAccountSecondGlobalDirectororExecutiveAccountThirdChiefInfoSectorrExecutive/[IncludeanyotherlevelasForalllevelsofescalation,thecorrectiveactionsalongwithasummaryofeffortstoresolvetheissue(s)shouldbeforwardedtotheappropriateparties