Project
Management Process Manual
(QMS-ISPL-M-PMP)
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Version
No |
V20 |
Prepared by |
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Date |
30-01-2015 |
Name |
Sai
Prasad Koneru |
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Signature |
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Date |
30-01-2015 |
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Copy
No |
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Approved by |
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|
Issued to |
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Name |
Thomas
Glass |
|
Signature |
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Date |
30-01-2015 |
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Document
Amendment Record
A-
Added,
M- Modified, D- Deleted
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Sl.No |
Date |
Version No |
Page No |
Change Mode(A/M/D) |
Brief description of change |
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1 |
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V01 |
N/A |
A |
Initial Release |
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2 |
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V01 |
4 |
A |
Included the description of weekly
project progress report |
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3 |
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V02 |
6 |
A |
Included the reference of weekly
project progress report (QMS-ISPL-F-WPP) |
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4 |
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V02 |
7 |
A |
Included section 3 –Records |
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5 |
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V03 |
2 |
M |
2.1.2 Responsibility section -
Modified CEO/CTO/Business Development
Manager |
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2 |
M |
Modified description regarding the
use of Project Log under 2.2.1 Process Overview |
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4 |
M |
Modified section 2.3.1 Process
Overview under Project Execution Updated the contents in the Team
reviews, Management reviews, and Customer reviews Modified the description regarding
the weekly project progress Included contents regarding the monthly
project progress Included the contents of Project
and Management Review template Included the description regarding
the customer feedback log ,customer satisfaction survey questionnaire,
customer satisfaction survey questionnaire analysis, Alternative customer
satisfaction analysis |
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|
6 |
|
V03 |
6 |
M |
Updated section2.3.3 entry
criteria ,input,activity,output,exit criteria –
Updated the weekly project progress
report instead of weekly status report
and also included the details of the customer satisfaction survey and
project and management review template |
|
Updated section 2.3.5 references –
Included references of Monthly project progress report ,Project and
management review template |
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7 |
M |
Updated section 2.4.1 process
overview under Project Closure section – Included the description of the
customer feedback, customer satisfaction survey questionnaire, customer
satisfaction questionnaire analysis ,alternative customer satisfaction
analysis |
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9 |
M |
Updated section 2.4.5 references
with reference of the metrics analysis report |
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Updated section 3 with references
of monthly project progress report, project & management review template,
customer feedback log, customer satisfaction survey questionnaire, customer
satisfaction survey questionnaire analysis, alternative customer satisfaction
analysis. |
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|
7 |
|
V04 |
6 |
D |
Deleted the description and
contents of Project & Management review template from section 2.3.1 |
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8 |
7 |
D |
Deleted the description and
contents of Project & Management review document from exit criteria
,Alternative customer satisfaction analysis from activity & exit criteria
respectively of section 2.3.3 |
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|
9 |
8 |
D |
Deleted the description of Project
& Management review template, Customer satisfaction index from references
of section 2.3.5 |
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|
10 |
9 |
M |
Modified the description and contents
of the alternative customer satisfaction questionnaire analysis from section
2.4.1 |
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|
11 |
11 |
D |
Removed Project & Management
Review template, Customer satisfaction index from section 3 Records |
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|
12 |
|
V05 |
2 |
M |
Modified the process for
preparation plan and referred the Project Tailoring Guidelines and the
related format. |
|
4 |
A |
Added the Project Tailoring Plan
and the Project Tailoring Guidelines |
|||
|
13 |
|
V06 |
9 |
M |
Added a monthly project progress report - Outsourcing report in Section 2.3.5 Added a
separate customer satisfaction questionnaire analysis form in Section
2.4.1 |
|
14 |
|
V07 |
9 |
M |
Renamed the monthly project progress report in Section 2.3.5 to Metrics Analysis Report |
|
15 |
|
V07 |
9 |
A |
Referred the Guidelines for evaluation of Customer Satisfaction Survey Questionnaire for Outsourcing Projects |
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16 |
06-06-2012 |
V07 |
N/A |
D |
The Company address information is
removed from the Footer |
|
17 |
30-01-2015 |
V20 |
N/A |
N/A |
Reviewed and base lined |
Table of
Contents
1.2 Project
management activities
2 Project
management process stages
2.1.3 Entry
criteria, Activities, Input, Output, Exit criteria
2.2.4 Entry
criteria, Activities, Input, Output, Exit criteria
2.3.3 Entry
criteria, Activities, Input, Output, Exit criteria
2.4.3 Entry
criteria, Activities, Input, Output, Exit criteria
1
Project management process
1.1 Process
overview
The objective of project management process is to plan,
execute, and monitor and control the project management activities in order to
meet the contractual commitments made to the customer. This process is
applicable for all projects/products undertaken by Inooga
Solutions and/or associated companies, such as -
Ø
Software development projects
(customer specific/ associated companies) –
covering all life cycle activities.
Ø
Product development for general
market.
Ø
In-house projects.
Ø
Enhancement projects – providing
additional functionalities.
Ø
Maintenance of existing project.
Ø
Re–engineering projects.
1.2 Project
management activities
Ø
Project Acquisition.
Ø
Project Initiation.
Ø
Project Execution.
Ø
Project Closure.
2 Project management process
stages
2.1 Project
acquisition
2.1.1 Process overview
CEO/Business development manager (BDM)
studies the requirements of the associate companies and enters into the
business contracts with customer. Based upon the requirements, the initial
project estimation is done.
On entering into the contract with
the customer, the CEO/CTO/PMO/associate company issues the statement of work,
scope of the project that is to be executed by Inooga
Solutions. The means of communication can be either by mail/fax, or by issuing
the work order form by the customer.
On receipt of statement of work, the
CEO reviews the same for acceptance. Acceptance of the project is communicated
to the designated coordinator of the associate company. CEO initiates the
project by issuing a PIN to the project manager identified in consultation with
the Chief Technology Officer (CTO).
A designated coordinator from Inooga Solutions facilitates smooth coordination between
the project execution team and the customer. For any formal and statutory
purposes, an associate company is treated as a primary customer of Inooga Solutions, in practice Inooga
Solutions and associate company share a common responsibility for serving the
customer's requirements.
Inooga Solutions takes up in-house projects in order to develop
products. Such a requirement may be felt at any level. The same is escalated to
the CEO and the decision is taken to execute the project. The project
manager/team members of Inooga Solutions prepare a
requirements document and identify purpose and scope of the project and return
the same to the CEO for issue of PIN. The project then takes off in accordance
with the defined project management process.
2.1.2
Responsibilities
CEO/CTO/ business development
manager are responsible for the initiation of the project.
2.1.3 Entry criteria, Activities, Input, Output, Exit criteria
|
Sl.No |
Entry Criteria |
Input |
Activity |
Output |
Exit Criteria |
|
1 |
Scope of the work Work order form Statement of work Approved proposal Approved contract |
Project initiation note Estimation sheet |
Preparation of PIN. Preparation of estimation sheet |
Approval of PIN Approval of estimation sheet |
Release of approved PIN Release
of approved estimation sheet |
2.1.4 References
Marketing process manual (QMS-ISPL-M-MKT).
Project initiation note (QMS-ISPL-F-PIN).
2.2 Project
initiation
2.2.1 Process overview
Upon issue of the approved PIN and preparation of the
estimation sheet from CEO/CTO, project manager studies the contract, system
requirements specification and estimates the effort required for completion of
the project.
Effort required for the following activities is estimated:
Ø
Requirements analysis.
Ø
High level design.
Ø
Detail design or (DFIN).
Ø
Coding and unit testing.
Ø
Integration and integration testing.
Ø
Installation and acceptance.
Ø
Warranty
Project manager uses any standard method (e.g., Estimation
procedures, Function point analysis, Function complexity/projections etc.,) and
past experience in similar projects for preparation of project effort
estimates. These estimates are discussed with CEO for approval. In addition to
the staff estimates, information about hardware and software requirements for
the project is also submitted for approval. CTO arranges resources within the project team or
management takes the responsibility to provide the necessary resources.
Based on the commitments made to the customer, milestones to
be achieved, deliveries to be made and resources allocated, the project
manager/project leader shall assess for any
project-specific process tailoring which may be required for the project. The
Project Manager shall prepare the Project Tailoring Plan (PTP) (QMS-ISPL-F-PTP) as per the Project Tailoring Guidelines in
such cases. The Project Management Plan (PMP) (QMS-ISPL-T-PMP) is prepared based on the Project Tailoring Plan
for completion of the project. However,
for projects, where the project tailoring is not applicable, the project
tailoring process and the Project Tailoring Plan is ignored. Therefore,
Project Tailoring Plan need not be referred, for the preparation of the
Project Management Plan (PMP)
The project management plan addresses following issues:
Ø
Project details.
Ø
Project objectives.
Ø
Project deliverables.
Ø
Software development plan.
Ø
Reporting and communication plan.
Ø
Escalation process.
Ø
Risk management.
Ø
Software quality assurance plan.
Ø
Testing strategy.
Ø
Software configuration management
plan.
Ø
Process tailoring.
Prior to preparation of the project
management plan, project manager goes through the project closure of the
completed projects and captures information on productivity, reusable code,
design methods, preventive actions etc., The information is used in more
realistic project estimates and helps in utilizing existing design methods and
reusable code.
The project manager prepares project management plan (PMP)
as per the template (QMS-ISPL-T-PMP)
and maintains a project log (QMS-ISPL-L-PRJ)
to keep a record of all the activities related to the project in a chronological
order. However, maintenance of the project log is not mandatory and if any
requirement is felt at any given point of time to keep a record of all the
activities related to the project in the chronological order,
in that case the project log can be maintained. Detailed project schedules/work
breakdown structure is prepared. These are updated weekly as and when required
based on the necessity or need.
Project manager identifies the necessary tools, standards
and methods for executing the project. If
any third party tool is required for development, the same is informed to the
customer. PMP is discussed with affected groups such as Quality Assurance,
Human Resource, and System Administration. The PMP is reviewed as per company’s
Review Process (QMS-ISPL-M-REV).
The reviewed PMP is approved by CTO/ CEO.
Approved PMP is kept under document
control and configuration management.
2.2.2
Customer property
Customer supplied products (can be hardware, software, documents, data and intellectual property) are inspected (where appropriate) for suitability by the project manager before use and products found unsuitable for use are recorded and reported to the customer for suitable action. The project manager maintains the records of all customer-supplied products being used in the project management plan. On completion of the project, customer-supplied products are returned to the customer or disposed off as mutually agreed upon.
2.2.3 Responsibilities
Project manager, CTO, CEO,
respective departments head and customer are responsible for defining
objectives of the project with reference to the customer requirements and
obtaining customer concurrence.
2.2.4
Entry criteria, Activities, Input, Output, Exit criteria
|
Sl.No |
Entry Criteria |
Input |
Activity |
Output |
Exit Criteria |
|
1 |
Completion of requirements
analysis. Release of approved project
initiation note. |
Project management plan
template Preliminary
requirement analysis document Project Tailoring Plan Effort estimation Similar previous
project closure report for reference (if any). |
Preparation of project
management plan Defining project
objectives. Identifying risk analysis. Identifying
project-specific process tailoring activities Review and approval of
PMP |
Project objectives risk analysis and
mitigation plan Approved Project Tailoring Plan Approved PMP document PMP review records |
Approval
and release of project management plan. |
2.2.5 Measurements
Time required for preparation of
PMP.
2.2.6 References
Project
management plan template (QMS-ISPL-T-PMP).
Software requirements specifications (QMS-ISPL-T-SRS).
Review process manual (QMS-ISPL-M-REV).
Project log (QMS-ISPL-L-PRJ).
Configuration management process
manual (QMS-ISPL-M-CMP).
Project tailoring plan (QMS-ISPL-F-PTP).
2.3 Project
execution
2.3.1 Process overview
CEO/CTO reviews PMP as per the company’s review process and approves
the same. Project manager and the top management arrange necessary resources
for the execution of the project. Approved plan is issued through document and
document control procedure. If required as per contract, PMP is submitted to
the customer.
The execution of the project starts with implementation of
software development phases as described in software development process manual
and the software development methodology which has to be used for the software
development. The process by which user requirements are elicited and software
satisfying these requirements is designed, coded, tested and delivered to the
customer. The software development process manual is used when a new
application is being developed or a major enhancement is being done for an
existing application.
Project progress reviews are conducted as monthly project progress meeting in
the 2nd week of every month. During these reviews, in case the
project schedule is found to be varying from the planned schedule, appropriate
adjustments are made in the schedule and the relevant records are modified to
reflect the updated schedule.
If mentioned in the Project Management Plan, the Project
reviews are conducted at three stages, as per the schedules specified in the
PMP.
The various reviews are:
Ø
Team reviews
Ø
Management reviews
Ø
Customer reviews (if required
contractually)
Based on the project progress review, the PMP or the
schedules are amended.
Team reviews:
Project leaders/project manager reviews the progress of the
project once in a month with the team members (unless otherwise specified in
the PMP). The frequency of this meeting and participants is dependent on the
size and complexity of the project. During the team review, following points
are discussed:
Ø
Update the team members on progress
of the project, work breakdown structure with respect to the project management
plan.
Ø
Discuss the probability of meeting
schedules.
Ø
Discuss the good practices.
Ø
Tracking of previous action points.
Ø
Review of plans for team members and
progress.
Ø
Identification of causes for delays
(if any).
Ø
Discussion regarding the audit
results and Software Quality Assurance (SQA) reviews.
Ø
Corrective actions (Functional and
Date wise).
Ø
Issues that need management
attention.
Ø
Project manager updates the weekly
project progress report on the status of the project as per the format.
Project manager will check the details of the weekly/monthly
task of individual team members from the timesheet and reports the details in
the weekly project progress meeting which is held every week i.e. on Friday and
in the monthly project progress meeting which is conducted in the 2nd
week of every month.
A consolidated weekly project progress report (QMS-ISPL-F-WPP)
is maintained in the PMO sub folder under ALL PUBLIC FOLDERS of Outlook express
by PMO/authorized person every week after the weekly project progress meeting.
The monthly project progress report (QMS-ISPL-R-MPP)/(QMS-ISPL-R-MAR
(Outsourcing) is prepared by the PM/authorized person and is reported in the monthly project progress
meetings that is held in the 2nd week of every month.
Management
reviews
Project manager reports to CEO/CTO regarding the progress of
the project every month including any resource requirements and other issues.
CEO/CTO conduct review of the monthly progress reports and
records his comments and observations, for the project manager, on the
respective report in the section provided for the same (weekly Project progress
report). During the review, following points are discussed:
Results of audits.
Ø
Process performance and product
conformity.
Ø
Summary of customer feedback
(complaints/commendations/satisfaction surveys).
Ø
Corrective and preventive actions.
Ø
Follow up actions from previous Management
Review
Ø
Changes that could affect the QMS.
Ø
Any other points relevant to QMS/ for continual improvement.
Customer
reviews
Project manager reviews the progress of projects with the
customer as per contractual terms. During the review, following points are
discussed:
Ø
Progress of projects with respect to
plans.
Ø
Technical issues.
Ø
Customer feedback.
Customer feedback received are logged in the customer
feedback log by project manager/department head which consists of both customer
commendations and customer complaints
The customer complaints may be received by any one of the
following modes—letter, email, fax, telephone or personal. If the complaint is received by anyone other
than the contact person, the receiver passes on the details immediately to the
contact person.
Ø
All complaints received are immediately acknowledged.
Ø
In case where the complaint can be resolved, without any
delay, (say, within a day from the receipt of the complaint), solution is
provided to the customer immediately after the receipt of the customer
complaint.
Ø
Where resolving the complaint is
likely to take time, an interim reply is sent within 24 hours of the receipt of
the complaint, explaining, in brief, action being taken and indicating the
likely time frame by which the complaint can be resolved.
Ø
Where resolving a complaint is
likely to take considerable time, (say, more than two weeks), project manager
keeps the customer apprised of the reasons thereof and progress being made.
Problem resolution:
Project manager assigns a person to resolve the problem. The following actions
are needed towards problem resolution
Ø
Investigating
and identifying the root cause of the complaint.
Ø
Identifying
solution to the complaint received.
Ø
Implementing
and verifying the solution by means of review or testing.
Ø
Informing the customer of the solution to
the problem/complaint reported.
Once the
complaint is resolved satisfactorily, the status in the customer feedback log
for the customer complaint is closed.
MR/QA
Manager/authorized person compiles statistics of the status of complaints in
the weekly and monthly project progress meetings
The monthly project progress report is collected by the
PMO/MR/authorized person from project manager/coordinator/authorized person
every month and is reported by MR to MRC in the Management Review Meeting
presentation.
Work Horse
Tool
Work Horse Tool at Inooga Solutions will be used for preparation of project
management plan, tracking the progress of phases, modules and tasks of projects
that are assigned to employees of the company working at the Software
Development center at various levels with appropriate reporting and security
features at each level.
2.3.2 Responsibilities
Project manager/CEO/CTO/PMO/customer
are responsible for monitoring the progress of the
project.
2.3.3
Entry criteria, Activities, Input, Output, Exit criteria
|
Sl. No |
Entry Criteria |
Input |
Activity |
Output |
Exit Criteria |
|
1. |
Project
related activities and reviews as specified in project management plan. |
Customer feedback log Weekly project progress report Monthly Project progress report Customer
satisfaction survey questionnaire Customer
satisfaction survey questionnaire analysis |
Customer complaints and
commendations are logged in the customer feedback log Work breakdown structure is
prepared. Weekly & Monthly Project Progress reports are prepared. Project management plan review
record is prepared/review record is prepared. Software development phases are
implemented. Progress of the project is
monitored. Project review is done. Sending
customer satisfaction survey questionnaire to the customer after the closure
of the project or after 6 months
Preparing
the customer satisfaction survey questionnaire analysis based on the filled
in data sent by the customer Preparation
of the customer satisfaction index or alternative customer satisfaction
analysis. |
Customer feedback log Weekly & Monthly Project
Progress report. Project progress records. Action points. Completion
of the project and ready for release Computation
of the Customer satisfaction index |
Resolution of customer complaints Completion of project progress
reviews. Completion of all the software
development life cycle phases. Customer
satisfaction index Or
Alternative
customer satisfaction analysis |
2.3.4 Measurements
Time spent on tasks in the project.
2.3.5 References
Software development process manual (QMS-ISPL-M-SDP).
Software development methodology (QMS-ISPL-M-SDM).
Weekly status report (QMS-ISPL-F-WSR).
Weekly project progress report (QMS-ISPL-F-WPP).
Review process manual (QMS-ISPL-M-REV).
Metric analysis report
(QMS-ISPL-R-MAR).
Metrics Analysis report-outsourcing
(QMS-ISPL-R-MAR).
Customer Feedback Log (QMS-ISPL-L-CFL).
Customer satisfaction survey
questionnaire (QMS-ISPL-F-CSQ).
Customer satisfaction survey
questionnaire (Outsourcing) (QMS-ISPL-F-CSQ-O).
Guidelines for evaluation of customer
satisfaction survey questionnaire
(Outsourcing)
(QMS-ISPL-G-CSQ-O).
Customer Satisfaction survey
questionnaire analysis (QMS-ISPL-F-CQA).
Alternative Customer Satisfaction
Analysis (QMS-ISPL-F-ACS).
2.4 Project
closure
2.4.1 Process overview
The project manager follows-up with the customer to get the
final acceptance letter for all the deliverables, so that the project can be finally
closed and project sign off document is prepared.
After the final acceptance of software project the PM
provides the customer with a Customer satisfaction survey questionnaire form or
if the project duration is more than 6 months then, the customer satisfaction
survey questionnaire form will be provided by the PM after 6 months from the
date of initiation of the project for computation of the customer satisfaction
index which provides information regarding the overall percentage level of
satisfaction of the Customer. The Customer satisfaction survey questionnaire
form used will vary depending on the type of project. In case of outsourcing
projects, a separate customer satisfaction survey questionnaire for outsourcing
projects is used. In case the rating given in the Customer satisfaction
questionnaire form is less than 7, then the same is escalated for analyzing
using “Customer satisfaction questionnaire analysis form” by the PM.Guidelines for evaluation of the Customer Satisfaction
Survey Questionnaire for Outsourcing projects available in the QMS which shall
be used for evaluation. Project head/PMO/ MR computes the overall Customer
satisfaction index so as to compare between the organization wide quality
objectives with that of the computed overall customer satisfaction index and
the same is presented in the Management Review meeting.
The computation of the customer satisfaction index in case
if the customer satisfaction survey questionnaire is not obtained from the
customer is as follows:
(100-(the average of (effort overrun*applicable weightage, schedule deviation*applicable weightage, post delivery defects per person day*applicable weightage, customer delight index*applicable weightage)) after the final delivery of the project. But in case the customer satisfaction has to be calculated every six months before the final delivery of the software then post delivery defects per person day is not applicable and is not considered in the overall calculation.
1. Effort Overrun=3
2.Schedule deviation=1.5
3.Post delivery defects per person day=600
4. Customer delight index=1.5
The
individual weightages as mentioned above are to
indicate 70% of Customer satisfaction index level.
Project manager intimates CEO/CTO about the completion of
the project to facilitate release and reallocation of the resources. This
activity may start before the project end date.
The project manager prepares the project closure note to
identify the following:
Ø
Reusable components
Ø
Good and bad practices
Ø
Suggestion for improvement
This activity has to be completed not
later than seven working days from the project closure date.
Project manager collects all the relevant metrics data of
the project and analyses the same by using measurement analysis process (QMS-ISPL-P-MAP).
Project is archived and all the project records/ data are
handed over to the system administration department for the future use/references.
The project closure meeting is called by the project manager
inviting the management and presenting them with an overview of the project,
the metrics analysis, and the best practices, and issues faced and their
resolution.
CEO/CTO approves project closure note as the last activity
of the project management process.
2.4.2 Responsibilities
PM or the
person whom the CEO / CTO appoints.
2.4.3 Entry criteria, Activities, Input, Output, Exit criteria
|
Sl.No |
Entry
Criteria |
Input |
Activity |
Output |
Exit
Criteria |
|
1 |
Completion of project. |
Information on project execution. |
Sign off at the end of project. Project closure meeting. Project closure report. Creating archives of project. |
Project release sign off document. Details of project closure meeting. Project closure report. Project /Product package. Project closure note. |
Archiving project. |
2.4.4 Measurements
Project
schedule – planned Vs actual.
Project
effort - planned Vs actual.
Resources used
– planned Vs actual.
2.4.5 References
Project
closure report (QMS-ISPL-F-PCR).
Project
closure note (QMS-ISPL-F-PCN).
Metrics
analysis report (QMS-ISPL-R-MAR).
3
Records
|
Sl. No |
Required Record |
Custodian |
Retention Period |
Record ID |
|
1. |
Project
Initiation Note |
Project
Manager/Coordinator |
Till
the end of the project/Contract |
|
|
2. |
Project
Management Plan |
Project
Manager/Coordinator |
Till
the end of the project/Contract |
|
|
3. |
Weekly
Project Progress Report |
PM/PMO/Authorized
person |
Till
the end of the project/Contract |
|
|
4. |
Metrics
analysis Report |
Project
Manager/Coordinator |
Till
the end of the project/Contract |
|
|
5. |
Metrics
Analysis Report - Outsourcing |
Project
Manager/Coordinator |
Till
the end of the project/Contract |
|
|
6. |
Project
Closure Report |
Project
Manager/Authorized person |
Till
the end of the project/Contract |
|
|
7. |
Customer
Feedback Log |
Project
Manager/Authorized person |
Till
the end of the project/Contract |
|
|
8. |
Customer
Satisfaction Questionnaire Form |
Project
Manager/Authorized person |
Till
the end of the project/Contract |
|
|
9. |
Customer
Satisfaction Questionnaire Form - for Outsourcing Projects |
Project
Manager/Authorized person |
Till
the end of the project/Contract |
|
|
10. |
Customer
Satisfaction Survey Questionnaire Analysis |
Project
Manager/Authorized person |
Till
the end of the project/Contract |
|
|
11. |
Alternative
Customer Satisfaction Analysis Form |
MR/Authorized
person |
Till
the end of the project/Contract/1 Year/Surveillance audit (whichever is
applicable) |
|
|
12. |
Weekly
Status Report |
Authorized
persons |
2
Years/ Surveillance audit (Whichever is applicable) |
|
|
13. |
Project closure note |
Project Manager/Authorized person |
Till the end of the project/contract |