Project Governance Plan V0.2a

DELIVER
Project Governance
Plan
(Engagement Name and Id)
(Client)
Reference: (document reference)
Version: (document version)
Date: (document date)
(engagement name)/ Project Governance Plan Page 2
DOCUMENT ORIGIN
AUTHOR OPERATION UNIT
CHANGE HISTORY
VERSION DATE CHANGES
REVIEW AND APPROVAL
COMPANY NAME DATE SIGNATURE
DISTRIBUTION
COMPANY NAME LOCATION ACTION INO
Template reference: DT-0004
Template version: 5.0
Copyright 2004 by Capgemini
Reference: (document reference) Version: (document version) Date: (document date)
TABLE O CONTENTS
!" PRO#ECT GOVERNANCE PLAN OVERVIEW""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""$
!"!" P%r&o'e O( T)e Project Governance Plan"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""$
!"*" Sco&e O( T)e Project Governance Plan""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""$
!"+" Control O( T)e Project Governance Plan""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!,
!"-" Dev.at.on' ro/ Stan0ar0 Str%ct%re"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!!
*" PRO#ECT OVERVIEW""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !*
*"!" Project De'cr.&t.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !*
*"*" Project O1ject.ve'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !*
*"+" Project Cr.t.cal S%cce'' actor'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!*
*"-" Project Sco&e""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !+
*"2" Contract%al Del.vera1le'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !+
*"3" Contract%al M.le'tone'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !+
*"4" Cl.ent O1l.5at.on'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !+
*"6" A''%/&t.on' An0 Con'tra.nt'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!-
*"$" De&en0enc.e'7Relate0 Project'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!-
+" DELIVERY APPROACH""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !2
+"!" P)a'e'8 Sta5e'8 Act.v.t.e'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!2
+"*" Del.vera1le'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !2
Appeni! D contains a Deliverable Description for all eliverables from the pro"ect# both
contract$al an non-contract$al. The metho of elivery to %C&'( is efine in that escription
................................................................................................................................................... )5
+"+" Develo&/ent Stan0ar0'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !2
+"-" Ver.(.cat.on an0 Val.0at.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !2
+"2" Not.(.cat.on o( Del.ver.e'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !3
+"3" Re&l.cat.on""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !3
+"4" In'tallat.on""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !3
+"6" Serv.c.n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !3
-" PRO#ECT GOVERNANCE""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !4
-"!" Project Mana5e/ent Met)o0""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!4
*n this section a reference sho$l be mae to the +ro"ect ,anagement -$oting the version
n$mber. Any tailoring or t$ning applie to the metho# to meet the specific nees of this pro"ect#
sho$l be etaile here.............................................................................................................. ).
-"*" Or5an.'at.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !4
-"+" Role' an0 Re'&on'.1.l.t.e' Matr.ce'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!4
-"-" Internal Steer.n5 Co//.ttee De'cr.&t.on""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""!4
-"2" Project Re&ort.n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !6
/ey +erformance *nicators........................................................................................................ )0
+ro$ctivity ,etrics..................................................................................................................... )0
Delivery Dashboar.................................................................................................................... )0
+ro"ect +rogress 1eporting......................................................................................................... )0
+ro"ect &tat$s 1eporting............................................................................................................. )0
-"3" Meet.n5'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !6
-"4" Acce&tance"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !6
Client Acceptance....................................................................................................................... )0
Capgemini Acceptance............................................................................................................... )0
-"6" Cl.ent B.ll.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !$
-"$" Mon.tor.n5 O( Act.on'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !$
-"!," Han0over"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" !$
2anover +roce$res................................................................................................................. 20
2anover 1oles an 1esponsibilities.........................................................................................20
-"!!" Warrant9""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *,
2" TIME AND COST MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*!
2"!" E't./at.n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *!
2"*" Project Sc)e0%le""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *!
2"+" Co't Mana5e/ent"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *!
3$gete Costs.......................................................................................................................... 2)
Act$al Costs............................................................................................................................... 2)
2"-" B%05et Mana5e/ent""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *!
3" RIS: MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
3"!" B%'.ne'' R.'; Mana5e/ent""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
3"*" Tec)n.cal R.'; Mana5e/ent""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
4" RESOURCE MANAGEMENT""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
4"!" Tea/ Or5an.'at.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
4"*" Tea/ Role' an0 Re'&on'.1.l.t.e'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""**
4"+" On<Boar0.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" **
4"-" Tra.n.n5 an0 Coac).n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *+
4"2" Tea/ Me/1er Eval%at.on'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*+
4"3" Tea/ Me/1er Relea'e"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *+
6" CLIENT RELATIONSHIP MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*+
6"!" Cl.ent Pro(.le"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *+
6"*" Cl.ent Steer.n5 Co//.ttee De'cr.&t.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*+
6"+" Cl.ent :.c;<O(( Meet.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *+
6"-" Cl.ent Sat.'(act.on An0 OTACE"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *+
$" COMMUNICATION MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *-
$"!" Pro5re'' Meet.n5'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *-
$"*" Corre'&on0ence Han0l.n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *-
!," INRASTRUCTURE MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*-
!,"!" Project Mana5e/ent O((.ce In(ra'tr%ct%re"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*-
4ffice *nfrastr$ct$re.................................................................................................................... 24
2ar5are6&oft5are 7nvironment................................................................................................24
Tools *nfrastr$ct$re an *ntegration............................................................................................ 24
!,"*" Project Tea/ In(ra'tr%ct%re"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*-
4ffice *nfrastr$ct$re.................................................................................................................... 24
2ar5are6&oft5are 7nvironment................................................................................................24
Tools *nfrastr$ct$re an *ntegration............................................................................................ 24
!,"+" In(ra't%ct%re Rev.e='"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *-
!,"-" Sec%r.t9 Mana5e/ent"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *-
4n-site 8or9ing +ractices.......................................................................................................... 24
!,"2" Acce'' Control""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *2
(engagement name)/ Project Governance Plan Page
2anling# &torage an Archiving.................................................................................................25
3ac9$p +roce$res.................................................................................................................... 2:
Confientiality............................................................................................................................. 2:
!!" ISSUE MANAGEMENT""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *4
!*" SCOPE AND RE>UIREMENTS MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""*6
!*"!" Sco&e Ba'el.ne"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *6
!*"*" Re?%.re/ent' Tracea1.l.t9""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *6
!*"+" C)an5e Mana5e/ent""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *6
!+" >UALITY ASSURANCE""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *$
!+"!" Project Rev.e='""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *$
!+"*" Del.vera1le Rev.e='""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *$
!+"+" Project A%0.t'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *$
!+"-" >%al.t9 A%0.t'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" *$
!+"2" De(ect Trac;.n5"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +,
!+"3" Cont.n%o%' I/&rove/ent""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+,
!+"4" .nal Eval%at.on'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +,
!-" CONIGURATION MANAGEMENT""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+,
!-"!" Con(.5%rat.on I0ent.(.cat.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +,
!-"*" Con(.5%rat.on Control"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +,
!-"+" Con(.5%rat.on Stat%' Re&ort.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+!
!-"-" Con(.5%rat.on Rev.e=' an0 A%0.t'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+!
!2" :NOWLEDGE MANAGEMENT"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +*
!2"!" En5a5e/ent Pro(.le""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +*
!2"*" :no=le05e O1ject Re%'e"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +*
!2"+" :no=le05e O1ject S)ar.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+*
!3" PROCUREMENT MANAGEMENT""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+*
!3"!" S%&&l.er Select.on"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
(engagement name)/ Project Governance Plan Page !
!3"*" S%&&l.er A5ree/ent'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
!3"+" S%&&l.er Trac;.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
!3"-" S%&&l.er A%0.t'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
!3"2" S%&&l.er B.ll.n5""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
!3"3" S%&&l.er Per(or/ance"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" ++
!4" APPENDICES""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +-
!4"!" A&&en0.@ AA Doc%/ent Control""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+-
Completion an Amenment &che$le.......................................................................................;4
<ersion 2istory........................................................................................................................... ;4
Doc$ment Distrib$tion................................................................................................................ ;4
Doc$ment 1evie5e 3y............................................................................................................. ;4
&o$rce =ile >ocation................................................................................................................... ;5
!4"*" A&&en0.@ BA < Re(erence an0 A&&l.ca1le Doc%/ent'"""""""""""""""""""""""""""""""""""""""""""""""""+2
3.) 1eference Doc$ments..................................................................................................... ;5
3.2 Applicable Doc$ments..................................................................................................... ;5
!4"+" A&&en0.@ CA Glo''ar9""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""" +3
C.) Terms............................................................................................................................... ;:
C.2 Acronyms an Abbreviations............................................................................................ ;:
!4"-" APPENDIB D < Del.vera1le De'cr.&t.on'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+3
!4"2" APPENDIB E C Governance Proce0%re'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"3" APPENDIB C T./e an0 Co't Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""+$
!4"4" APPENDIB G C R.'; Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"6" APPENDIB H C Re'o%rce Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"$" APPENDIB I C Cl.ent Relat.on').& Mana5e/ent Proce0%re'"""""""""""""""""""""""""""""""""""""+$
!4"!," APPENDIB # C Co//%n.cat.on Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""+$
!4"!!" APPENDIB : C In(ra'tr%ct%re Mana5e/ent Proce0%re'"""""""""""""""""""""""""""""""""""""""""""""+$
!4"!*" APPENDIB L C I''%e Mana5e/ent Proce0%re'"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"!+" APPENDIB M C Re?%.re/ent' Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""+$
!4"!-" APPENDIB N C >%al.t9 A''%rance Proce0%re'""""""""""""""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"!2" APPENDIB O C Con(.5%rat.on Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""+$
!4"!3" APPENDIB P C :no=le05e Mana5e/ent Proce0%re'"""""""""""""""""""""""""""""""""""""""""""""""""+$
!4"!4" APPENDIB > C Proc%re/ent Mana5e/ent Proce0%re'""""""""""""""""""""""""""""""""""""""""""""""+$
(engagement name)/ Project Governance Plan Page "
(engagement name)/ Project Governance Plan Page #
!" PRO#ECT GOVERNANCE PLAN OVERVIEW
!"!" P%r&o'e O( T)e Project Governance Plan
A Project Governance Plan is a document that describes the specific procedures and resources necessary for
the fulfilment of the project according to the Clients stated requirements. These procedures should be
established when the project is set up and reviewed and modified if necessary during the life of the project.
The purpose of the Project Governance Plan should be clearly stated at the beginning of the document and
will generally conform the recommended tet below! with additions as necessary.
The objectives of the Project Governance Plan are as follows:
To give [the Client] confidence in the quality of the wor" that Capgemini will perform on the project.
To define [the Client#s] rights and obligations in relation to quality.
To ma"e visible all the means to be applied in meeting [ the Client#s] technical and quality
requirements.
To provide the quality authority with information necessary to organise quality assurance and
quality control activities! including transfer of information! verification actions! etc.
To identify all the components to be used in the project$ procedures! rules and applicable methods!
etc.
This +ro"ect ?overnance +lan provies a high-level vie5 of the %PRO#ECT( pro"ect. *t
etails the scope# ob"ectives an overall approach for planning# esigning# eveloping an
implementing the sol$tion for %C>*7'T(.
The +ro"ect ?overnance +lan provies for a common $nerstaning bet5een all pro"ect
participants# helps manage e!pectations# an becomes the stanar against 5hich changes
an eviations to process or pro$ct are ientifie an manage.
!"*" Sco&e O( T)e Project Governance Plan
@ This section should describe the scope of the Project Governance Plan! ma"ing clear both what is covered
by the document and what is not.
The Project Governance Plan covers the processes! means and personnel for the following domains%
the planning activities$
the production activities &writing of a document! producing software! modelling! etc.'$
the management activities &project management! preparation of reviews! training! installing tools!
configuration management! etc.'$
the verification activities &wal"(through! review! audit! test by sampling! etc.'.
)hen the Project Governance Plan is first created! a full understanding of all phases of the project will not
usually be available. A completion schedule should therefore be incorporated in this section! which identifies
the dates planned for further additions.
Provide a cris$ definition of t%e sco$e& '%is is t%e o$$ortunit( to clarif( sco$e issues earl( in t%e
$roject& )nsure t%is covers *a$gemini res$onsi+ilities onl( or t%at *a$gemini,s res$onsi+ilities
-it%in t%e sco$e are cr(stal clear& *onsider:
. t%e s(stem to +e develo$ed
. t%e services to +e $rovided e&g& $rogramme office
. a D/D level 0 mig%t +e useful
. reference 2$$endi3 D for delivera+les rat%er t%an re$eat list of delivera+les %ere 4
The follo5ing are 5ithin scope of CapgeminiAs responsibilities on this pro"ect:
). @ list items 5ithin scope of CapgeminiAs responsibilities on the pro"ect. 7ns$re they are e!plicit B
!"+" Control O( T)e Project Governance Plan
Preparation
*t is normally the Project +anager who prepares the Project Governance Plan. The Project +anager may
choose to delegate this tas" to another resource! such as the quality authority. ,owever! the ultimate
responsibility for its completion and maintenance remains with the Project +anager. Also! as the Client must
approve the Project Governance Plan! the Client should therefore be involved in its formulation! albeit
through discussion! to agree the approach! and to parta"e in the composition.
The Project Governance Plan should always be a co(ordinated effort with a broad range of inputs and
contributions! even if the Project +anager or one other delegated person is responsible for combining!
moulding and presenting these inputs. The use of a table will simplify the summary of the activities and the
roles responsible for the development and production of the Project Governance Plan! for eample%
PGP -evelopment Activity .esponsible
-/0*1/ T,/ +2-/3 Project +anager
-efine contents of section 4 Team 3eader 5
-efine contents of sections 6.5 to 6.57 Team 3eader 8
-efine contents of remaining sections Project +anager
Produce initial version -ocumentation 9pecialist
:pdate the Project Governance Plan Project +anager
Approval
This section should describe the procedure for internal approval and eternal approval. The compleity of
the approval process will be dependent upon the nature of the local 2peration :nit procedures! the Client
procedures and the project.
A Project Governance Plan is approved initially by Capgemini &;internal approval;' and subsequently by the
Client! or their representative &;eternal approval;'.
)hen a Project Governance Plan is a contractual requirement! an authority stipulated in the contract
&usually the Client' must perform the eternal approval. )hen this is not the case! the Client must clearly
indicate to whom this authority is given.
:pdating
As the Project Governance Plan contains elements which should not vary with time! only eceptional events
&modification of the contract! deviations to the Project Governance Plan due to impossible application of its
requirements! new production conditions! etc.' are grounds for modification of the Project Governance Plan.
The Client needs to be informed of any modifications made to the Project Governance Plan during the life of
the project.
The updating procedure should be described in detail. -epending on the Client requirement for a Project
Governance Plan! the following type of information should be given%
authority responsible for the updating process!
version control definition!
request for updating coming from the Client!
request for updating coming from Capgemini &usually the Project +anager'!
decision(ma"ing process!
the Capgemini responsibilities!
the Client responsibilities!
organisation of meetings for decision(ma"ing!
recording of decisions!
responsibilities for performing the update!
information for the Client!
re(issuing of the document!
responsibilities associated with the follow(up of decisions!
actual details of the update to be performed!
approval of the update.
3ac" 2f Adherence To Project Governance Plan
This section should describe a procedure to permit the quality authority to%
identify the lac" of adherence to the Project Governance Plan!
evaluate the impact and consequences of this!
initiate corrective actions! which may fall into one of the three following categories%
o those that require the application of the Project Governance Plan!
o those that require a modification the Project Governance Plan because it is not well suited
to the project!
o those that override a specific requirement. This requires the Client#s authorisation and is
recorded with the other reporting of quality activities.
The procedure to be followed in each circumstance should be described in detail.
!"-" Dev.at.on' ro/ Stan0ar0 Str%ct%re
*n the case of a deviation from the DELIVER Project Governance Plan model &for eample! when requested
by a Client'! the following information should be provided in this section%
An introductory tet eplaining the new structure of the Project Governance Plan.
The precise reference of the standard to which the Project Governance Plan adheres.
A reference to the .eference -ocuments appendi containing a cross(reference table between the new
structure and the DELIVER model.
*f it proves necessary to split up the Project Governance Plan into several documents &for eample
-evelopment Plan! Configuration +anagement Plan! Change Control Plan'! the reason for such a split
should be provided together with an eplanation of where and how each document fits in the Project
Governance Plan. *n this case! each such document becomes an <applicable document= and should
therefore be referenced as such! in the Applicable -ocuments appendi.
*" PRO#ECT OVERVIEW
*"!" Project De'cr.&t.on
This section should comprise the definition and bac"ground of the project! including%
the identity of the project!
the name of the Client!
a brief description of the Clients activities in relation to the project!
the agreed contract value!
an eplanation of the overall environment of the project.
A diagrammatic illustration should also be produced! giving the structure of the project as viewed by the
Client! and indicating the system! subsystems and main elements. These elements! as well as their interfaces!
should be clearly defined.
The diagram should also show the following! with a brief eplanation in each case%
the part developed by Capgemini!
the part bought by Capgemini!
the part under Capgemini subcontractors# responsibility &already eisting! to be developed or
bought'!
the part under Capgemini co(contractors# responsibility &already eisting! to be developed or
bought'!
the part under the Client#s responsibility &already eisting! to be developed or bought'!
the lin"s that eist between each of the aforesaid parts.
This section may be ta"en from the Project Charter
>To give the reader of the PGP any necessary bac"ground information or information necessary to
understand the PGP in the contet of the business issues! or other ongoing projects.
*"*" Project O1ject.ve'
This is a "ey section in which the fundamental objectives of the project should be specified. ?oth the high(
level and project(level objectives should be outlined. The high(level objectives! in the contet of the business
case! which will have identified the need for the project in the first place! should first be stated &with the
Client#s agreement'. *f! for eample! the project forms an element of a complete programme then its contet
in the programme and the related programme objectives should be stated.
The project(level objectives should then be specified and can be categorised as follows%
the Client#s specific business objectives! to be achieved on the project!
the system objectives and the Client#s system epectations!
the Client#s organisational and functional objectives.
*"+" Project Cr.t.cal S%cce'' actor'
>An internal! business(related item that is measurable and will have! on an ongoing basis! a major influence
on whether or not an enterprise or process meets its objectives. /ach critical success factor should be
defined as follows%
-efinition
?egin time
/nd time
:nit of measure
+eans of measure@
*"-" Project Sco&e
9pecify the subject matter boundary of the project! the subset of the organiAation that will be involved in the
project! the time frame from project start to completion! the estimated cost for the project#s completion! and
the deliverables to be produced during the project.
Changes to scope 5ill be oc$mente as separate change re-$ests an 5ill be manage as
per the stanar change management process escribe 5ithin section )2.;.
*"2" Contract%al Del.vera1le'
The follo5ing table efines 5hat the eliverables are an 5ho is responsible# Capgemini or
the Client.
Wor;(lo=
Del.vera1le Re'&on'.1le Part9
As part of the pro"ect# many other eliverables 5ill be pro$ce in s$pport of the above 9ey
o$tp$ts of the pro"ect. These are ientifie in the pro"ect approach section of this oc$ment.
*"3" Contract%al M.le'tone'
The contractual milestones! which the project will deliver! should be described in this section. 9ubsequent
plans should be based upon these milestones! but should not be included in the Project Governance Plan.
This will allow for update of the plans without the need for a full Project Governance Plan re(issue.
The following project milestones should be shown in the project plan%
9tart date.
Contractual deadline.
*ntermediate dates lin"ed to validation! reviews! visible stages! etc.
/vents lin"ed to Client#s obligations! such as providing equipment! approving deliverables! etc.
-elivery dates.
GoBno(go decision points.
*"4" Cl.ent O1l.5at.on'
The corporate obligations of %C&'( to $nerta9e activities as part of# or provie
reso$rces for# the pro"ect# are liste belo5:
1& 5 6ist t%e general o+ligations of t%e client& *ross reference to t%e *ontract if a$$ro$riate&
*onsider:
. $rovision of -or7ing environment
. $rovision/maintenance of develo$ment environment
. $rovision/$urc%ase of licences and soft-are
. ma7ing availa+le 7e( $ersonnel
. training8 if not alread( covered +( t%e $roject
. maintenance of t%e live s(stem8 if not alread( covered +( t%e $roject
. o$eration of t%e live s(stem8 if not alread( covered +( t%e $roject 4
*"6" A''%/&t.on' An0 Con'tra.nt'
*n this section all "ey assumptions made about the project should be listed. The initial list may be ta"en from
the proposal and supporting documentation. *t is particularly important to include all assumptions relating
to deliverables! resources! and other factors to be supplied by the Client! upon which the project will be
dependent. These dependencies should be clearly documented and carefully monitored.
This section should also include constraints. Constraints may be Ceternal! that is to say! those imposed by
Client! for eample! limitations on the hardware to be used! or restricted access for Capgemini personnel to
areas or information.. There may also be Cinternal constraints! that is to say! those originating from
Capgemini! for eample! limited availability of personnel.
*"$" De&en0enc.e'7Relate0 Project'
This section efines the 9no5n e!ternal epenencies associate 5ith this pro"ect i.e.
epenencies this pro"ect has 5ith other pro"ects# areas of 5or9# people or events o$tsie
of this pro"ect.
aD Project'7Event' t)at t).' Project .' De&en0ent On
5 Delete t%is section if not re9uired 4
PROVIDER EDeta.l' o( =)o7=)at t).' &roject .' 0e&en0ent onD
+rovier * 'ame of +rovier Description of
Depenency
Date
1e-
$ire
1D Project'7Event' t)at are De&en0ent on t).' Project
5Delete t%is section if not re9uired4
RECEIVER EDeta.l' o( =)o7=)at .' 0e&en0ent on t).' &rojectD
1eceiver
*
'ame of 1eceiver Description of
Depenency
Date
1e-
$ire
+" DELIVERY APPROACH
+"!" P)a'e'8 Sta5e'8 Act.v.t.e'
D Provide a brief overview of the approach. Consider%
- describe the main phases of development
- procedures used for advancing from one phase to another
- use of traditional waterfall approach! or an iterative approach and the implications
- how requirements will be gathered e.g. by wor"shops with users or interviews with individual users
- ( how a functional specification or use cases will be produced e.g. by wor"shops with users or reviews in
small sections with users
- what technical activities will ta"e place e.g. design! build! test
- hold up of a following phase until a particular sign off is obtained
- big bang implementation or phased roll(out
- specific user activities e.g. attendance at requirements wor"shops! acceptance testing! training
- user trainingB"nowledge transfer
( any special communication within the project and with the client e.g. newsletters! bulletinsE
+"*" Del.vera1le'
Appeni! D contains a Deliverable Description for all eliverables from the pro"ect# both contract$al an non-
contract$al. The metho of elivery to %C&'( is efine in that escription
+"+" Develo&/ent Stan0ar0'
9tandards! rules and conventions that are used in the project and applied to development wor" should be
listed. The list should contain the precise identification of each document! or a reference to an appendi of
this Project Governance Plan where the document can be found. A table may usefully summarise this
information.
+"-" Ver.(.cat.on an0 Val.0at.on
This section should list the verification activities that have to be set up for assuring that the results of the
phases meet their quality requirements. These requirements should be consistent with! but not restricted to!
the Client#s quality requirements and acceptance criteria.
The following information is given for each verification activity%
Type of verification &wal"(through! end of phase review or review of document! audit! codeBdocument
inspection! etc.'.
2bject &item being verified'.
.esponsible authority for the verification &it may be the Project +anager! the quality authority! any
specific authority in the project team! or even the Client'.
Participants &usually members of the project team and sometimes the Client'.
2bjectives &criteria related to Client#s or Capgemini quality requirements'.
1otes &annotations on the document! minutes of meetings! request for corrective action! etc.'.
9chedule for sending out documents to be reviewed.
9chedule for the review.
3ist of all documents required for the review.
Approval criteria.
)riter of the minutes.
2utcome of the review including the approval criteria and the specific action&s' to occur upon
approval.
)hen the verification activities are met the net phase can start. 9ome reviews! such as proposal or contract
reviews! may have ta"en place already! in which case they should be mentioned in this section.
Appendix D contains a Deliverable Description for all deliverables from the project, both contractual and
non-contractual. The method of verification and validation b !ap"emini is defined in that description.
+"2" Not.(.cat.on o( Del.ver.e'
The delivery procedure for products &documents! software or hardware' should be described. This includes!
for each delivery! the application of an approval process and the use of a delivery note. )hen the project
includes delivery of equipment! this section should also give details concerning the arrangements made in
order to identify the different products and to assure quality during handling and transportation.
+"3" Re&l.cat.on
Appendix D contains a Deliverable Description for all deliverables from the project, both contractual and
non-contractual. An method of replication #or reproduction$ to ensure that a replicated object is identical to
the master and of the same %ualit is defined in the Deliverable Description.
+"4" In'tallat.on
D *f installation is to be performed within the project! provide details of the installation process
stating%
( the item to be installed &reference the *dentification Code in the -eliverable -escription in
Appendi C
( the eact location of the installation ( site! machine! environment
( who will carry out the installation and what client involvement is required
( plans to installBchec" that installation is complete
*f all details are not "nown at this stage! state that the details will be defined in Fan installation
planG which will contain the above information! and when it will be produced.
*f no installation is to be performed! state C1ot applicable E
+"6" Serv.c.n5
*f there is to be any subsequent service management provided by Capgemini! the relevant service
management method to be implemented should be specified here. The procedures for "nowledge transfer and
for formal hand(over should also be stated in such case.
(engagement name)/ Project Governance Plan Page 1!
-" PRO#ECT GOVERNANCE
-"!" Project Mana5e/ent Met)o0
*n this section a reference sho$l be mae to the +ro"ect ,anagement -$oting the version n$mber. Any
tailoring or t$ning applie to the metho# to meet the specific nees of this pro"ect# sho$l be etaile here.
-"*" Or5an.'at.on
The follo5ing iagram s$mmarises the lin9s that connect the parties involve in the pro"ect# an inicates the
specific f$nctions associate 5ith the pro"ect:
This section should display of all personnel and project teams involved in the project together with the lin"s
&hierarchical and functional' that connect them. An 2rganisation Chart or diagram should be created so
that the overall organisational structure of the project can be perceived at one glance. The project should be
represented in terms of the inter(related groups involved! including the following%
the Client organisation to which the project belongs!
the Client(supplier relationship!
the subcontracting organisation!
the Huality organisation!
the Capgemini organisation relating to the project &role of the 2peration :nit +anager! the
2peration :nit Huality +anager! the sales representative! the technical support! etc.'.
A graphic representation of the project is recommended &a chart or overview diagram! for eample' showing
the hierarchical dependencies between the Project +anager and the different team leaders &where this level
of organisation eists' and the members of the project. 9uch a diagram should! at this level! also show the
organisational environment of the project with entities eternal to the development &for eample business
eperts! a technical department! product support'.
*f needed! complementary descriptions of the different organisation units may be underta"en. There may also
be a need to show the project in the contet of a larger programme! in which case the project organisation
chart would then be an epansion of the relevant section of the programme organisation chart.
-"+" Role' an0 Re'&on'.1.l.t.e' Matr.ce'
This section should list! for each project stage and activity identified! the personnel &indicated by job title!
not by name' responsible! in terms of those accountable! those responsible and those consulted. 2ther levels
of responsibility! such as those who verify! inform or sign(off can be indicated as appropriate. This may be
done in the form of roles and responsibilities matrices! as shown &and can be downloaded' in the -/3*I/.
Project +anagement method.
-"-" Internal Steer.n5 Co//.ttee De'cr.&t.on
This section should state the purpose of the internal steering committee and identify each of its members.
The composition of the *nternal 9teering Committee may be represented in a table format or graphically! in a
chart or overview diagram and it is advisable to include role and contact details of each member.
The purpose of the internal steering committee meeting is typically to ensure that the appropriate start(up
tas"s have been completed and to direct the management of potential ris"s! problems! issues or concerns that
may impede the successful completion of the project.
(engagement name)/ Project Governance Plan Page 1"
-"2" Project Re&ort.n5
/ey +erformance *nicators
+ro$ctivity ,etrics
Delivery Dashboar
+ro"ect +rogress 1eporting
+ro"ect &tat$s 1eporting
-"3" Meet.n5'
-"4" Acce&tance
Client Acceptance
5 2mend t%e follo-ing section if a$$ro$riate& Reflect/cross reference t%e *ontract if a$$ro$riate&
:ore t%an one turn round of t%e document ma( +e re9uired8 +ut8 t%e num+er of turn rounds need
to +e a$$ro$riate for t%e overall $roject timescale8 es$eciall( if fi3ed $rice 4
8hen a eliverable is elivere to % C&' ( for acceptance# the follo5ing proce$re an timings 5ill apply:
Capgemini 5ill give ; 5or9ing ays notice of a eliverable to % C&' (
% C&' ( 5ill provie comments on the eliverable 5ithin 5 5or9ing ay of iss$e by Capgemini. These
comments 5ill be coorinate by % C&' ( so that a single set of comments# 5ith $plicates remove an
conflicting comments resolve# prior to iss$e to Capgemini
Capgemini 5ill revie5 the comments an $pate the eliverable as appropriate an reiss$e 5ithin 5
5or9ing ays of the receipt of all comments by % C&' (
% C&' ( 5ill have 5 5or9ing ays from reiss$e to chec9 that comments are incl$e an to sign off the
eliverable. C*n orer to meet overall timescales. This 5ill not be an opport$nity for comment in aition to
those from the initial eliveryD
if any % C&' ( oes not provie a co-orinate response by the en of either of the t5o 5 5or9ing ay
loops# follo5ing chase $p by the Capgemini +ro"ect ,anager# this 5ill be escalate to the % C&' (
+ro"ect ,anager for action. *n orer to meet the overall timescales# Capgemini may choose to contin$e
5or9 on the basis that the contents of the eliverable are correct an any s$bse-$ent changes to the
eliverable 5ill be manage thro$gh formal change control. The Capgemini 5ill inform the %C&'( +ro"ect
,anager of s$ch a ecision.
The acceptance criteria against 5hich % C&' ( 5ill verify the eliverable are given in Appeni! D# along 5ith
the people responsible for verification an sign off.
4nce all eliverables to % C&' ( have met their acceptance criteria Cas efine in Appeni! DD an
Capgemini has complete its activities as efine in this +E+ an the Contract# % C&' ( 5ill provie final
an f$ll acceptance that Capgemini has f$lfille its contract$al obligations an its responsibilities on the
pro"ect by completion of a Capgemini Acceptance Certificate by the % C&' representative (.
Capgemini Acceptance
5'%e *a$gemini acce$tance $rocedure for a $urc%ased $roduct8 or a develo$ed $roduct8 coming from t%e
*ustomer8 anot%er unit or a su$$lier8 t%at is to +e used in t%e $roject or added to t%e $roject results8 is
descri+ed& '%is includes t%e acce$tance $rotocol in -%ic% acce$tance criteria are clearl( indicated& Record
of t%e acce$tance is indicated&
(engagement name)/ Project Governance Plan Page 1#
;%en a $roduct is $urc%ased for or su$$lied +( t%e *ustomer8 s$ecial care must +e ta7en on licensing8
maintenance8 o+taining u$dates8 ne- releases or versions& 2rrangements made and t%e -a(s t%ese
$roducts are managed are descri+ed&
<f no suc% $roducts are to +e acce$ted state =>ot a$$lica+le,
Details ma( +e added to a$$endi3 D4
-"6" Cl.ent B.ll.n5
52mend details as a$$ro$riate4
2mend t%is section to =<nvoices -ill +e sent as defined in t%e *ontract if invoicing arrangements are clearl(
s$ecified in t%e *ontract (or $er%a$s t%e overall Programme Plan if t%is $roject is $art of a $rogramme)
2mend t%is section if t%e $roject is /i3ed Price and a $a(ment sc%edule needs to +e defined %ere (and
cannot +e referenced from t%e *ontract)
)nsure (ou are a-are of t%e invoice aut%orisation levels for (our deliver( unit/region4
*nvoices 5ill be sent to the % C&' ( by the % nth ( ay of each month for the 5or9 complete in the previo$s
perio.
-"$" Mon.tor.n5 O( Act.on'
Actions arising from meetings# revie5s# a$its# ris9 management# problem management are revie5e on at
least a monthly basis by the +ro"ect ,anager.
-"!," Han0over
D Provide a brief description of how and to whom the project will be handed once the teams responsibilities
have been completed. This may be to a Capgemini team or to the client. *t may be! for eample! to a testing
team or a support team.
*t is important that members of the team to which the project will be handed over are planned into the
project at the earliest possible stage. Consider how they may be included ( this may be%
during a specific handover period during which time members of the team are trained by the development
team in the application and associate documentation. 9ufficient time and budget will need to be allowed
for this approach
or by including one or more members of the team as development team members! enabling them to
become familiar with the application by being hands on during the development. This is li"ely to be the
more economical route but resources and timescales may be prohibitive
or by one or more members of the team shadowing the development team and self training. -efine how
much time will be allowed! if any! by the development to help the support team
*f there is no agreement in place for on(going support! document this fact and that arrangements need to be
agreed by the client as soon as possible. Point out the possible arrangements and relative impact on costs
and budget. Also! if arrangements are not in place early enough for adequate training of the support team to
ta"e place! this is a ris" to the successful live operation of the project ( enter this in the ris"s section
-ocument the approach! the s"ills required &or agreed' of the support team members and the deliverables
from the handover. *f the support team does not have the appropriate technical s"ills for the project and they
are to be included in the development! ensure allowance is made for this in the timescales and budget. The
support team should agree the approach and be required to sign off the completion of the "nowledge transfer
in accordance with the agreed approach E
2anover +roce$res
2anover 1oles an 1esponsibilities
-"!!" Warrant9
D This would normally be eplicit in the Contract i.e. that there is no warranty or what the warranty
arrangements are. *f so! reference the contract. *f there is no information in the Contract regarding
warranty! state here that there is no warranty on the project deliverables. *f the information in the Contract
is not eplicit! clarify the arrangements here. Consider%
( what do the warranty arrangements mean in terms of number of staff and their availabilityBlocation
( what is the process for the client notifying Capgemini of issues arising under the warranty arrangements
2" TIME AND COST MANAGEMENT
2"!" E't./at.n5
2"*" Project Sc)e0%le
52mend details as a$$ro$riate& Descri+e t%e $rocedure used for managing t%e $roject $lan and t%e tas7s
contained t%erein& <t ma( +e necessar( to +e e3$licit a+out %o- t%e $lan is to +e incor$orated into an overall
$rogramme 4
Tas9s are assigne to each team member on a % 5ee9ly ( basis on a % 5ee9ly ( timesheet. At the
en of the 5ee9# the team member s$bmits the complete % 5ee9ly ( timesheet sho5ing for each
activity the time spent an an estimate to complete. The % 5ee9ly ( timesheets are $se to $pate
the % +,8 ( pro"ect plan on a 5ee9ly basis.
2"+" Co't Mana5e/ent
5 2mend details as a$$ro$riate& Define $rocesses for controlling t%e +udget as cost8 revenue and margin&
Revenue to com$lete -ill not +e from t%e current $roject $lan if t%e $roject is fi3ed $rice8 it -ill t%e remainder
of t%e agreed +udget 4
At the o$tset of the pro"ect# the b$get in terms of % man ays an ( reven$e is agree 5ith the
client Cthis is normally part of the ContractD. The b$get for internal costs to Capgemini are agree
bet5een the Capgemini +ro"ect ,anager an Delivery ,anager an etails recore on a +ro"ect
Assignment &heet C+A&D
4n a monthly basis# the Capgemini +ro"ect ,anager provies a +ro"ect 1even$e 1eport sho5ing
the 4riginal 3$get# the C$rrent Agree 3$get# Act$al Costs to Date# =orecast 1emaining 3$get
an Total =orecast 3$get# in each of % man ays# reven$e an cost to Capgemini (. Act$al Costs
to Date is $pate from monthly timecars an e!penses forms C5hich are complete by the
pro"ect team membersD an from the $pate pro"ect plan an p$rchase invoices raise.
3$gete Costs
Act$al Costs
2"-" B%05et Mana5e/ent
3" RIS: MANAGEMENT
This section should specify the procedure and responsibilities with regard to each of the three principal
elements of .is" management% ris" assessment! ris" containment and ris" monitoring. The procedure should
be consistent with the unit/region .is" +anagement Procedures. *n particular the following aspects of the
procedure should be highlighted%
when the initial ris" assessment is performed!
who is to be responsible for the assessment!
the frequency of further ris" assessment thereafter!
the forms and templates to be used!
the frequency and responsibilities for reporting!
the process and responsibilities for ris" containment management!
definition! review and update of the ris" containment plan!
the process and responsibilities for escalation to the client!
the process and responsibilities for escalation with Capgemini.
3"!" B%'.ne'' R.'; Mana5e/ent
3"*" Tec)n.cal R.'; Mana5e/ent
4" RESOURCE MANAGEMENT
5 2mend details as a$$ro$riate& <f t%e team is joint *a$gemini/client8 t%e *a$gemini $roject
manager ma( +e as7ed to $rovide a$$raisals for t%e client staff& <f t%is is t%e case8 t%e details of t%e
a$$raisal $rocess for t%e client staff must +e included& '%e activit( must +e included in t%e $roject
$lan&& <f t%e $roject is /i3ed Price and t%is is not a contractual delivera+le or is not included in t%e
+udget8 t%en *%ange Re9uest must +e raised +( t%e *a$gemini Project :anager to cover t%e cost
of t%is activit(4
4"!" Tea/ Or5an.'at.on
4"*" Tea/ Role' an0 Re'&on'.1.l.t.e'
The Capgemini +ro"ect ,anager 5ill ens$re that Assignment Details are pro$ce for each
Capgemini team member. An Assignment Appraisal 5ill be hel either every si! months6year
accoring to their grae an6or at the en of the assignment for each Capgemini team member.
4"+" On<Boar0.n5
'e5 Capgemini team members are given a brief overvie5 of the pro"ect by the Capgemini +ro"ect
,anager %an Technical ,anager for technical aspects of the pro"ect (.
4"-" Tra.n.n5 an0 Coac).n5
4"2" Tea/ Me/1er Eval%at.on'
4"3" Tea/ Me/1er Relea'e
6" CLIENT RELATIONSHIP MANAGEMENT
6"!" Cl.ent Pro(.le
6"*" Cl.ent Steer.n5 Co//.ttee De'cr.&t.on
6"+" Cl.ent :.c;<O(( Meet.n5
6"-" Cl.ent Sat.'(act.on An0 OTACE
5 <f it is agreed -it% t%e *a$gemini 2ccount :anager and Deliver( :anager t%at no ?'2*) -ill +e carried
out for t%is $roject8 state t%at t%ere -ill +e no ?'2*) for t%is $roject& '%is ma( +e a$$ro$riate for a
small/s%ort $roject& 4
*t is Capgemini policy to meas$re client satisfaction thro$gho$t the life of each pro"ect so that the clientAs
aims an ob"ectives are $nerstoo. This process also provies feebac9 on areas that are going 5ell an
those areas 5here improvements are neee. The Capgemini programme is entitle ?'2*) C4n Time an
Above Client 7!pectationsD an proce$res are escribe in an ?'2*) -$estionnaire an broch$re.
5<f ?'2*) for t%is $roject is encom$assed +( ?'2*) for t%e Programme/@ervice -it%in -%ic% t%is $roject
fits8 delete t%e follo-ing and refer to t%e Programme/@ervice level ?'2*) 4
The responsibilities 6 timescales for effecting these proce$res are:
Ta'; T./e'cale Re'&on'.1.l.t9
*nitial criteria efine D$ring &tart Fp phase Capgemini Acco$nt ,anager 6
Capgemini Delivery ,anager
G Client +ro"ect &ponsor
Assessment @ at ma"or milestones or ma!
every : months B
Client +ro"ect &ponsor
@Describe any other client satisfaction methos employe on the pro"ect e.g. en of pro"ect s$rveyB
$" COMMUNICATION MANAGEMENT
$"!" Pro5re'' Meet.n5'
$"*" Corre'&on0ence Han0l.n5
!," INRASTRUCTURE MANAGEMENT
!,"!" Project Mana5e/ent O((.ce In(ra'tr%ct%re
4ffice *nfrastr$ct$re
2ar5are6&oft5are 7nvironment
Tools *nfrastr$ct$re an *ntegration
!,"*" Project Tea/ In(ra'tr%ct%re
DAn overview of the development environment of the project would be useful with an architecture
type of diagram. 3ist all hardware used in the delivery environment. 1ote where hardware items
are remote from the team location
Consider means of going from development to target environment
This section could refer to a separate documentE.
4ffice *nfrastr$ct$re
2ar5are6&oft5are 7nvironment
Tools *nfrastr$ct$re an *ntegration
!,"+" In(ra't%ct%re Rev.e='
!,"-" Sec%r.t9 Mana5e/ent
4n-site 8or9ing +ractices
5 <f t%e $roject is not on a client,s site8 state in t%is section t%e -or7 is on a *a$gemini site and *a$gemini
normal -or7ing $ractices a$$l(& ?t%er-ise enter s$ecific details for t%e *a$gemini $roject team -or7ing on
t%e client,s site& *onsider:
. normal -or7ing %ours
- restricted -or7ing %ours
. access to client $remises/car $ar7s (+( +adge8 $ass8 signing in)
. securit( $rocedures
. rules for arrival/removal of *a$gemini e9ui$ment
. %ealt% and safet( rules
. use of tele$%ones8 if t%e client %as s$ecific rules
- need for *a$gemini staff to log onto t%e *a$gemini <ntranet to 7ee$ a+reast of cor$orate ne-s and
access t%eir email account
- on.site virus $rotection $rocedures +efore do-n loading soft-are onto t%e client or t%ird $art( net-or7 44
!,"2" Acce'' Control
5 )nter s$ecific means of restricting access& *onsider:
. -%o access to t%e Project Re$ositor(8 documentation or soft-are -ill +e restricted to if on *a$gemini site
e&g& to t%e *a$gemini $roject team
. met%od of accessing t%e Project Re$ositor(8 documentation or soft-are -ill +e restricted to if on *a$gemini
site e&g& +( user name and $ass-ord 4
2anling# &torage an Archiving
aD Han0l.n5
5 '%is section is for %andling of %ard-are onl(& <f t%ere is no %ard-are to +e delivered8 delete t%e ne3t
sentence and state =>o s$ecial %andling arrangements are a$$lica+le,4
% Appeni! D contains etails of har5are eliverables. (
5<n 2$$endi3 D for t%e a$$ro$riate delivera+le descri+e t%e goods receiving8 ins$ection8 acce$tance/rejection
$rocesses& *onsider s$ecial arrangements on client sites4
1D Stora5e
@Descri+e -%ere documents or soft-are are stored8 sa(ing -%o is res$onsi+le for t%e original or master co$(
and %o- long t%e( are 7e$t& /or %ard-are t%e s$ecial conditions for storage are indicated (%umidit(8
tem$erature8 etc&)&
*onsider
. for distri+uted $rojects8 t%e location of intermediate storage for e9ui$ment (%ard-are8 soft-are)
. for $rojects t%at include deliver( of %ard-are8 t%e measures for assuring identification4
All oc$mentation an information regaring the management of the pro"ect is file in the +ro"ect 1epository.
All signe off paper originals of oc$ment eliverables 5ill be file in a har copy repository.
&oft5are 5ill be store % (
2ar5are 5ill be store % (
cD Arc).v.n5
5)nter details of t%e items t%at must +e arc%ived8 related to develo$ment and management activities& '%is
s%ould including t%e follo-ing:
. $roject re$ositor(
. delivera+les8 including signed $a$er co$ies
. 9ualit( activit( documentation (for e3am$le minutes of revie-s and audits8 trace of t%e configuration status8
validation results8 acce$tance re$ort)
. acce$tance certificates&
Define media and format of arc%ival and t%e location and duration of arc%iving&
3egal requirements for archiving vary from one country to another ( note any special requirements
3ac9$p +roce$res
5 )nter details of -%at is to +e +ac7ed u$& *onsider:
. t%e fre9uenc( of +ac7.u$
. location of +ac7.u$s (storage $remises including off.site co$ies)
. sco$e of +ac7u$ ($art or total)
. verification of +ac7.u$s (for e3am$le +( $eriodical restoration tests
. +ac7.u$s of information not %eld on t%e normal develo$ment media suc% as information %eld on *a$gemini
la$to$s&4
Confientiality
5 )nter an( s$ecial confidentialit( as$ects of t%e $roject and t%e measures to +e ta7en to ensure t%e( are
com$lied -it%& '%is ma( +e in t%e contract8 in -%ic% case reference t%e *ontract& *onsider:
. if t%e client %as a *onfidentialit( @tatement8 reference it %ere
. an( $articular documents t%at %ave restricted distri+ution/classification
. data encr($tion
. s$ecial clearance for ne- $ersonnel joining t%e team
<f t%ere are no s$ecial confidentialit( re9uirements8 state ='%ere are no s$ecial confidentialit( re9uirements, 4
!!" ISSUE MANAGEMENT
+roce$res for problem management are escribe 5ithin DELIVER +ro"ect ,anagement metho.
1aise *ss$e 1eport As they occ$r Any person 5or9ing on or
relate to the pro"ect
Assessment6 management of
iss$es
8ee9ly6perioically Capgemini +ro"ect ,anager
1eporting perioically Capgemini +ro"ect ,anager
7scalation of +roblems 5ill be as follo5s:
7scalation 5ithin %C&'( %C&'( +, to
%C&'( &ponsor to
%C&'( %manager(
7scalation 5ithin Capgemini Capgemini +, to
Capgemini Delivery ,anager to
Capgemini Delivery Director
!*" SCOPE AND RE>UIREMENTS MANAGEMENT
!*"!" Sco&e Ba'el.ne
!*"*" Re?%.re/ent' Tracea1.l.t9
!*"+" C)an5e Mana5e/ent
The proce$re for Change ,anagement is escribe in DELIVER +ro"ect ,anagement ,etho.
1aise Change 1e-$est61eason for
raising
As they occ$r +ro"ect ,anager
*mpact Assessment As they occ$r Capgemini +ro"ect ,anager
Approval of 3$get Changes 8ithin %5( 5or9ing ays
from iss$e of C1
% C&' +ro"ect ,anager ( to
level of % H!9 or ! man ays (
% C&' &ponsor ( to level of %
H!9 or ! man ays (
Capgemini Delivery ,anager
to level of % H!9 or ! man
ays (
7scalation of non sign off of Change 1e-$ests 5ill be as follo5s:
7scalation 5ithin %C&'( %C&'( +, to
%C&'( &ponsor to
%C&'( %manager(
7scalation 5ithin Capgemini Capgemini +, to
5 2mend as a$$ro$riate 4
!+" >UALITY ASSURANCE
Details of Terms of 1eference# participants an e!pecte $ration of the above events 5ill be fo$n in the
Capgemini stanar A$it an 1evie5 +roce$res.
!+"!" Project Rev.e='
!+"*" Del.vera1le Rev.e='
!+"+" Project A%0.t'
A$its are carrie o$t by appropriate Capgemini staff 5ho are not involve in the pro"ect. The approach
ta9en normally involves intervie5ing selecte members of the +ro"ect Team Carrange 5ith the Capgemini
+ro"ect ,anagerD an# 5here relevant# it is preferre that 9ey % C&' ( staff involve 5ith the pro"ect are
incl$e. A report is pro$ce from the a$it# 5hich is internal to Capgemini# altho$gh 9ey finings 5ill be
isc$sse 5ith the % C&' ( +ro"ect ,anager.
!+"-" >%al.t9 A%0.t'
52gree t($es and dates of audits and revie-s -it% t%e Divisional Aualit( :anager and enter details and/or
delete items from t%e ta+le +elo-& *onsider also -%et%er t%e client -ill audit t%e $roject and ensure t%e
o+jectives/$rocess/duration/follo- u$ are defined&
<f *ontract Revie- and/or Deliver( @olution Revie- %ave +een underta7en t%is section must state -%en t%e(
occurred and -%o -as involved
The follo5ing revie5s an a$its are planne to ta9e place $ring the co$rse of the pro"ect accoring to the
E$ality Ass$rance proce$res: 4
T9&e o( Rev.e= or A%0.t Re'&on'.1.l.t9
(or Or5an.'.n5
Rev.e=7A%0.t
Tar5et Date o(
Rev.e=7A%0.t
Cl.ent
Involve/ent
EY7ND
O%t&%t (ro/ t)e
Rev.e=7A%0.t
!+"2" De(ect Trac;.n5
!+"3" Cont.n%o%' I/&rove/ent
!+"4" .nal Eval%at.on'
!-" CONIGURATION MANAGEMENT
!-"!" Con(.5%rat.on I0ent.(.cat.on
5 2mend t%e follo-ing as a$$ro$riate 4
Config$ration ientification provies the mechanism to obtain visibility an to establish traceability of the
config$ration items. *entification oes not mean the assignment of a single ientifier to some monolithic
component. 1ather# it means the etermination of the constit$ent parts of a system or pro$ct# the recoring
of the characteristics of those parts# the ientification of their relationships# the assignment of a $ni-$e name
to each part# an the graphical or tab$lar epiction of the 5hole system6pro$ct.
A list of items $ner config$ration management 5ill be maintaine.
Capgemini version control stanars 5ill be $se.
The follo5ing config$ration management tools 5ill be $se:
D*f no configuration management tool is used then this section contains precise details of how configuration
management will be achieved that are required as eplanation in addition to the -/3*I/. Configuration
+anagement Guide E
!-"*" Con(.5%rat.on Control
The Config$ration ,anager is responsible for giving access to the config$ration items only to a$thorise
people. The overall ob"ective is to prevent any $ncontrolle change to occ$r# 5hile ma!imising the efficiency
of normal operations. This 5ill preserve the integrity of the 5hole config$ration# therefore allo5ing for sec$re
archives to be generate.
*n orer to protect the integrity of the config$ration an to provie the basis for the control of change# it is
essential that config$ration items are hel in an environment 5hich:
protects them from $na$thorise change or corr$ption
provies means for isaster recovery
permits the controlle chec9-in an chec9-o$t of items Cespecially for soft5are an oc$mentationD
s$pports the achievement of consistency bet5een relate config$ration items
4nce a safe environment is in place# config$ration control 5ill involve the follo5ing activities:
oc$ment an "$stify changes
eval$ate conse-$ences of changes
approve or isapprove changes
implement an verify changes
o iss$e copies of config$ration items
o recor that config$ration item has been iss$e for $pate
o notify copy holers
o store moifie versions of config$ration items
o $pate config$ration item recors
create ne5 baselines
pro$ce ne5 releases
/urt%er details on configuration control can +e found in t%e D)6<V)R *onfiguration :anagement Guide
!-"+" Con(.5%rat.on Stat%' Re&ort.n5
Config$ration stat$s reporting is a line of comm$nication bet5een the people 5or9ing on the engagement
an the 7ngagement ,anager. *t may be $se also to comm$nicate 5ith $pper management. Depening on
the sit$ation# some more -$antitative information may be re-$ire to pro$ce statistical reports as eeme
necessary.
The follo5ing information is re-$ire as inp$t for config$ration management reporting:
the stat$s of each config$ration item an baselines
the stat$s of each change re-$est# fa$lt report or 9no5n error C5ith a list of the affecte itemsD
the ate at 5hich each baseline 5as establishe
the ate at 5hich each item an change 5as incl$e in a baseline
the escription of all the changes mae $ring a certain perio of time
the oc$mentation stat$s of each item an baseline
the list of the changes planne for each ientifie f$t$re baseline.
!-"-" Con(.5%rat.on Rev.e=' an0 A%0.t'
Config$ration revie5s an a$its g$arantee the correct f$nctioning of the 5hole config$ration management
f$nction. 1evie5s foc$s on chec9ing the integrity of all the items $ner config$ration management# 5hilst
a$its foc$s on chec9ing the act$al application of the config$ration management proce$res an r$les.
A config$ration stat$s revie5 is a formal e!amination of the characteristics of config$ration items# baselines
an releases# in orer to chec9 the overall consistency an integrity of the config$ration atabase.
A config$ration stat$s revie5 5ill be con$cte:
immeiately after the intro$ction of the config$ration management system an proce$res Cto
chec9 the base config$ration# 5hich 5ill then be change only thro$gh formal control proce$resD
at planne milestones Cfor e!ample at the en of a evelopment phaseD
at specific points Cfor e!ample# follo5ing ma"or changes to the *T infrastr$ct$reD
at ranom intervals Cto isco$rage the intro$ction of sp$rio$s itemsD
in the event of a isaster Cto establish 5hich items have been amage or estroye# to investigate
recovery actions# an to verify that recovery actions have been s$ccessf$lD.
A config$ration management a$it is aime at assessing the effectiveness an efficiency of the config$ration
management f$nction as a 5hole. The config$ration management a$it 5ill incl$e chec9s to ens$re that the
traceability re-$irements are being satisfie.
They 5ill be con$cte:
shortly after the intro$ction of the config$ration management system Cappro!imately ; monthsD
perioically thereafter C:-)2 month intervalsD.
!2" :NOWLEDGE MANAGEMENT
!2"!" En5a5e/ent Pro(.le
!2"*" :no=le05e O1ject Re%'e
!2"+" :no=le05e O1ject S)ar.n5
!3" PROCUREMENT MANAGEMENT
5 <f t%ere are no '%ird Part( @u$$liers involved in t%e $roject8 state t%at t%ere are none& <f it aids
clarit(8 include t%e section if t%e client is res$onsi+le for '%ird Parties +ut restate t%at t%eir
management is t%e client,s res$onsi+ilit(& ?t%er *a$gemini Bnits ma( +e regarded as an( ot%er
e3ternal su$$lier or su+contractor& Co-ever8 in general8 t%e client s%ould $erceive *a$gemini as a
-%ole unit and care s%ould +e ta7en to avoid s%o-ing *a$gemini as fragmented&4
<nclude t%is section if *a$gemini is res$onsi+le for managing '%ird Parties& *onsider:
. %o- items -ill +e $urc%ased from t%e su$$lier (e&g& via client or +( *a$gemini). ensure t%at it is clear
-%o $a(s for suc% items& <t ma( +e t%at *a$gemini is res$onsi+le for $urc%asing t%e item in t%e first
instance +ut t%at t%e cost is t%en $assed onto t%e client
reference to Capgemini Procurement if appropriate
. an( s$ecial arrangements for su+.contractors
- reference *a$gemini @u+ *ontractor :anagement if a$$ro$riate8 for major su+.contractors
- maintenance and re$orting of $ro+lem (issue) management
- maintenance and re$orting of c%ange management
- reference +ac7.to.+ac7 contracts 4
!3"!" S%&&l.er Select.on
!3"*" S%&&l.er A5ree/ent'
!3"+" S%&&l.er Trac;.n5
!3"-" S%&&l.er A%0.t'
!3"2" S%&&l.er B.ll.n5
&$pplier bills receive by the pro"ect are chec9e by the +ro"ect ,anager. <ali invoices are passe for
payment a$thorisation an payment 5ithin Capgemini.
!3"3" S%&&l.er Per(or/ance
!4" APPENDICES
!4"!" A&&en0.@ AA Doc%/ent Control
Completion an Amenment &che$le
Date7De&en0enc97Act.on Sect.on T.tle
<ersion 2istory
Ver'.on Date Co//ent'
1&2 Dune 1### Version of tem$late for P:3 version 1&2 . delete
t%is line
1&3 2ugust 2000 Version of tem$late for P:3 version 1&3 . delete
t%is line
1&4 2ugust 2001 Version of tem$late for Rational Bnified Process E
delete t%is line
:a( 2002 /irst draft +ased on PAP tem$late v 1&2
2&0 2$ril 2003 /irst version of PGP
Doc$ment Distrib$tion
Na/e Locat.on Re'&on'.1.l.t9 Act.on7In(or/at.on
%C&'( %C&'( +ro"ect
&ponsor
%C&'( %C&'( +ro"ect
,anager
Capgemini Capgemini Delivery
,anager
Capgemini Capgemini
Divisional E$ality
,anager
Capgemini Capgemini +ro"ect
,anager
+ro"ect
1epository
Doc$ment 1evie5e 3y
Na/e Locat.on Re'&on'.1.l.t9

&o$rce =ile >ocation
@$ecif( location of (our PGP
!4"*" A&&en0.@ BA < Re(erence an0 A&&l.ca1le
Doc%/ent'
5Fe as s$ecific as $ossi+le a+out eac% document to ensure t%e correct document is
identified i&e& title8 version num+er8 reference8 date4
3.) 1eference Doc$ments
The follo5ing table lists all oc$ments# 5hich are reference 5ithin this +ro"ect ?overnance +lan.
The e!tent of the applicability of each oc$ment to the pro"ect is escribe in the appropriate
section of this oc$ment.
Doc%/ent
Re(erence
T.tle Ver'.on
DELIVER +ro"ect ,anagement % 5.0 (
Deliver( :et%od(s) e&g& Rational Bnified Process
% Contract (
G Pro$osal H
% Training man$al (
% &tanars (
3.2 Applicable Doc$ments
5'%is section is o$tional4
The follo5ing table lists all oc$ments# 5hich may not be e!plicitly reference 5ithin this +ro"ect
?overnance +lan# b$t provies bac9gro$n or s$pplementary information to the pro"ect.
5*onsider:
. Programme Aualit( Plan
. *lient documents t%at $rovide +ac7ground or su$$orting information
. 'ec%nical documents t%at $rovide +ac7ground or su$$orting information
<f an( of t%ese documents is to +e +inding to *a$gemini and/or t%e client8 state t%is4
Doc%/ent
Re(erence
T.tle Ver'.on
!4"+" A&&en0.@ CA Glo''ar9
C.) Terms
This appeni! efines 9ey abbreviations an acronyms containe in this oc$ment.
5Delete an( (ou don,t refer to4
Ter/ Mean.n5
1evie5 Cof a eliverable prior to
elivery to % C&' (D
A formal oc$mente revie5 by one or
more people# either from 5ithin or o$tsie
the pro"ect team
8al9thro$gh Cof a eliverable prior
to elivery to % C&' (D
A peer gro$p revie5 of any eliverable
con$cte by the pro"ect team members.
This sho$l normally incl$e the originator
of the eliverable
*nspection Cof a eliverable prior to
elivery to % C&' (D
A semi-formal chec9 that the eliverable
meets the specifications an conforms to
stanars. This may not incl$e the
originator of the eliverable
=ormal *nspection Cof a eliverable
prior to elivery to % C&' (D
A formal methoical inspection Ce.g. ?ilb
*nspectionD
Testing Cof a eliverable prior to
elivery to % C&' (D
A series of formal tests against a set of
oc$mente e!pecte res$lts. The types
an level of testing 5ill epen on the
stage of the pro"ect % an oc$mente
5ithin a Test &trategy# ra5n $p in
con"$nction 5ith % C&' ( (
C.2 Acronyms an Abbreviations
This appeni! contains efinitions of acronyms an abbreviations containe in this oc$ment#
5hich may other5ise lea to incomprehension# mis$nerstanings or ambig$ities.
Acron9/ or A11rev.at.on Mean.n5
C1 Change 1e-$est
+, +ro"ect ,anager
+?+ +ro"ect ?overnance +lan
T+&CnD Thir +arty &$pplier CnD
!4"-" APPENDIB D < Del.vera1le De'cr.&t.on'
5*om$lete one Delivera+le Descri$tion for ever( delivera+le8 -%et%er or not contractual and
-%et%er delivered from *a$gemini8 t%e client or a t%ird $art(
<f t%ere are man( delivera+les8 consider inserting an inde3 at t%e start to %el$ find t%e individual
Delivera+le Descri$tion
<f a categor( of information of t%e Delivera+le Descri$tion is not a$$lica+le state =>ot a$$lica+le,8 or
if t%e information is to +e $rovided during a later u$date of t%e PGP state -%en t%is -ill ta7e $lace&
Do not leave a categor( of information +lan74
Del.vera1le ID 5)nter t%e identif(ing code +( -%ic% t%e delivera+le -ill +e 7no-n in
%ere e&g& D0002& '%e identifier is referenced else-%ere in t%e
document8 so it must +e uni9ue4
Del.vera1le Na/e 5)nter t%e name +( -%ic% t%e delivera+le -ill +e 7no-n in %ere e&g&
Project Governance Plan8 /unctional @$ecification4
A11rev.at.on 5)nter t%e a++reviation +( -%ic% t%e delivera+le is normall( 7no-n
e&g& PGP8 /@4
Contract%al Del.vera1le Contract$al 6 'ot Contract$al 5delete one of t%ese as a$$ro$riate4
T9&e 5)nter t($e of delivera+le e&g& Document8 @oft-are8 Card-are4
So%rce7De't.nat.on 5)nter e&g& Delivered from *a$gemini to G *@> H
?r Delivered from G 'P@1 H to *a$gemini8 t%en to G *@> H
?r Delivered from G 'P@< H to G *@> H
?r Delivered from G *@> H to *a$gemini4
P%r&o'e 5)nter t%e $ur$ose of t%e delivera+le8 -%( %as it +een $roduced8
-%at information it is it intending to conve(4
Co/&o'.t.on 5)nter e&g& t%e contents of t%e delivera+le (i&e& t%e 'a+le of *ontents
for a document8 -it% a +rief descri$tion of t%e contents of eac%
section&
<f t%e delivera+le is soft-are8 list t%e main functional elements of t%e
soft-are and a +rief descri$tion of eac%
<f t%e delivera+le is a soft-are $roduct from t%ird $art( su$$lier
state t%e name and version of t%e $roduct and a +rief descri$tion4
<f t%e delivera+le is a Release of soft-are list t%e com$onents of t%e
Release8 version num+ers and +rief descri$tion of eac%4
or/ 5)nter t%e form t%at t%e delivera+le -ill +e $re$ared in (e&g& ;ord
&04
Del.vera1le Stan0ar0 )nter t%e e&g& t%e documentation standard (e&g& A004 *a$gemini
Document standard4
Develo$ment standards e&g& -%ic% coding standard8 -%ic% tools or
%ard-are8 include version num+ers as a$$ro$riate4
Der.vat.on 5)nter t%e derivation of t%e delivera+le e&g& t%e documents -%ic%
are referred to -%en $re$aring t%e delivera+le e&g& t%e derivation for
a PGP ma( +e t%e *ontract8 t%e Pro$osal4
Acce&tance Cr.ter.a 5Provide t%e criteria against -%ic% t%e delivera+le -ill +e measured8
'%e criteria s%ould +e as measura+le as $ossi+le8 not su+jective
<f t%is is soft-are to +e delivered for testing8 t%is must state t%e
acce$ta+le levels of eac% fault classification4
Ca&5e/.n. Ver.(.er' 5>ame t%e roles of t%e $eo$le on t%e team (or outside of team if
a$$ro$riate) -%o -ill c%ec7/verif( t%e delivera+le (+efore it is
delivered to t%e client or on recei$t from t%e client or t%ird $art(4
Ca&5e/.n.
Ver.(.cat.on
Met)o0
5Document t%e -a(s in -%ic% 9ualit( of t%e delivera+le -ill +e
ensured e&g& Revie-8 ;al7t%roug%8 <ns$ection8 /ormal <ns$ection8
'esting (state levels of testing e&g& unit testing8 s(stem testing8
$erformance testing . s%ould e9uate to tas7s/activities on t%e
glo+al $lan4
Ca&5e/.n. S.5n
O((
5@tate t%e role of t%e $erson -%o is aut%orised to formall( signing
off t%e delivera+le as meeting all s$ecified acce$tance criteria for
t%e delivera+le on +e%alf of *a$gemini
<t is $ossi+le t%at several $eo$le -ill sign t%e document follo-ing
verification8 +ut ma7e it clear -%o %ave overall res$onsi+ilit( for its
sign off4
Ca&5e/.n. S.5n
O(( Met)o0
&ignat$re on front page of eliverable 6 &ignat$re on Acceptance
Certificate 6 'ot applicable 5delete a$$ro$riate4
F CSN G Ver.(.er' 56ist t%e $eo$le t%at -ill revie- t%e delivera+le against t%e 9ualit(
criteria& '%e role of t%e $erson ma( +e s$ecified rat%er t%an t%e
actual name e&g& Project @$onsor
>ot a$$lica+le if not a contractual delivera+le4
F CSN G S.5n O(( 5@tate t%e name of t%e $erson -%o is aut%orised to formall( signing
off t%e delivera+le as meeting all s$ecified 2cce$tance *riteria 5see
a+ove4 for t%e delivera+le on +e%alf of G *@> H
<t is $ossi+le t%at several $eo$le -ill sign t%e document follo-ing
verification8 +ut ma7e it clear -%o %ave overall res$onsi+ilit( for its
sign off4
>ot a$$lica+le if not a contractual delivera+le4
F CSN G S.5n O((
Met)o0
&ignat$re on front page of eliverable 6 &ignat$re on Acceptance
Certificate 6 'ot applicable 5delete as a$$ro$riate4
>ot a$$lica+le if not a contractual delivera+le
Del.ver9 Me0.%/ 5)&g& $a$er8 electronic (dis7ette or a s$ecific file/director( location4
N%/1er o( Co&.e' 5@tate num+er of co$ies of eac% media to +e $rovided to t%e
Destination4
Re&l.cat.on
Met)o0'
5<f multi$le co$ies are to +e delivered state -%at $rocess -ill occur
to ensure all co$ies accuratel( reflect t%e master4
Del.ver9
Arran5e/ent'
5@tate s$ecific deliver( arrangements e&g& issue +( email to $erson8
visit to client site8 transit +( road and %o- recei$t -ill +e c%ec7ed4
!4"2" APPENDIB E C Governance Proce0%re'
!4"3" APPENDIB C T./e an0 Co't Mana5e/ent
Proce0%re'
!4"4" APPENDIB G C R.'; Mana5e/ent Proce0%re'
!4"6" APPENDIB H C Re'o%rce Mana5e/ent Proce0%re'
!4"$" APPENDIB I C Cl.ent Relat.on').& Mana5e/ent
Proce0%re'
!4"!," APPENDIB # C Co//%n.cat.on Mana5e/ent
Proce0%re'
!4"!!" APPENDIB : C In(ra'tr%ct%re Mana5e/ent
Proce0%re'
!4"!*" APPENDIB L C I''%e Mana5e/ent Proce0%re'
!4"!+" APPENDIB M C Re?%.re/ent' Mana5e/ent
Proce0%re'
!4"!-" APPENDIB N C >%al.t9 A''%rance Proce0%re'
!4"!2" APPENDIB O C Con(.5%rat.on Mana5e/ent
Proce0%re'
!4"!3" APPENDIB P C :no=le05e Mana5e/ent
Proce0%re'
!4"!4" APPENDIB > C Proc%re/ent Mana5e/ent
Proce0%re'

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Project Governance Plan V0.2a

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