Attachment 2_15R0010_Project Management Plan Template_29June17.docx

CAEI-M-02

CAEI

Project Management Plan (PMP) For Project Name TaskOrderNumber(s)

CAEI-00015

Rev H

Document_Date Revision_Date

Prepared by:

Contractor_Program_Manager_Name/ Contractor_Project_Manager_Name

Contractor Name Contractor Address Line 1 Contractor Address Line 2

CMP-WI-003 Rev H 04/17/2017 iii

Instructions This is a template for a CAEI IPT Contractor Project Management Plan (PMP). The template includes completion instructions, boilerplate text, and fields that should be replaced with values specific to your project.

· Blue italicized text provides completion instructions or describes the intent, assumptions, and context for content to be included in this document.

· Gray highlighted text indicates a field that should be replaced with information specific to your particular project (instructions below).

· Black text, tables, and figures are provided as boilerplate examples of wording and formats that may be used or tailored as appropriate for your specific project. These are offered only as suggestions to assist in developing project documents and may be customized as necessary to meet your project’s needs.

When completing this template, it is recommended that you follow the below steps:

1. Replace all gray highlighted text (e.g.,ProjectName) with consistent/correct information or field values. To update field values:

0. Double click on the field you would like to edit (or right click and select Properties. Fill in the “Default Text” box with the appropriate information for this document.) Repeat for all gray highlighted text.

0. After you complete step a. for all fields, update the document with these values by selecting Edit>Select All (or Ctrl-A) and pressing F9. Or you can update an individual field by clicking on it and pressing F9. This must be done separately for Headers and Footers. This step must be completed to ensure all automatically populated fields will update throughout the document.

1. Modify boilerplate text as appropriate to the specific project.

1. To add any new sections to the document, ensure that the appropriate header and body text styles are maintained. Styles used for the Section Headings are Heading 1, Heading 2 and Heading 3. The style used for boilerplate text is Normal.

1. To update the Table of Contents, right-click and select “Update field” and choose the option “Update entire table.”

1. Before submission of the first draft of this document, delete this “Instructions” page and all other completion instructions (blue italicized text).

1. Define all acronyms on first use.

Note: The provided template and example text serve as a starting point for PMP development only. Actual content should be tailored to specific project needs.

CAEI-00015 Rev H 04/17/2017

This SPAWAR CAEI controlled document is a copy of an ISO 9001:2015 required and controlled document. Prior to use, ensure this copy is the most recent revision to the controlled document. To request changes, submit a Document Revision Request to the CAEI QMS Management Representative.

ii

Preface The Preface section should briefly describe information about the scope and context of the document, the intended audience, and any other topic the author wants readers to know before they delve into the PMP.

This Project Management Plan (PMP) serves as the top-level planning document for the Project Name CAEI Support Team. All activities and processes performed for this project shall be in accordance with the CAEI Management Plan (CMP), this plan, or subordinate plans. This PMP also describes the Project Name organization and documents roles and responsibilities.

The specific objectives for this document include:

· Documentation of the tools, techniques, and methodologies to be used to support project management

· Definitions and descriptions of the project management controls at the appropriate level for the Project Name CAEI Support Team

· Provision of a consolidated list of references and guidelines that ensure all project activities are integrated and aligned

· Document project planning details sufficiently to allow for the appropriated level of government oversight to be provided by the CAEI Operations Manager (COM) while also meeting the requirements of the CAEI management system and the CAEI ISO Certification.

The intended audience of this PMP includes the primary stakeholders for project execution purposes (e.g., those with internal project roles or other relevant stakeholders who execute activities under this PMP) and other stakeholders for awareness purposes (e.g., the CAEI Customer and those stakeholders with external roles who do not execute activities in accordance with this PMP).

Note: This document was developed in accordance with CAEI Quality Manual and CAEI Management Plan.

This SPAWAR CAEI controlled document is a copy of an ISO 9001:2015 required and controlled document. Prior to use, ensure this copy is the most recent revision to the controlled document. To request changes, submit a Document Revision Request to the CAEI QMS Management Representative.

iii

Table of Contents

List of Figures Figure 1: Project Name CAEI Support Team Organizational Structure 2 List of Tables

This SPAWAR CAEI controlled document is a copy of an ISO 9001:2015 required and controlled document. Prior to use, ensure this copy is the most recent revision to the controlled document. To request changes, submit a Document Revision Request to the CAEI QMS Management Representative.

iv Project Summary Background Briefly describe the project and relevant background information. Include a chronological history of the project and how the project has evolved into its current state. Note: Unless the project is very large or complex, this section should be fairly concise and can come from the Award documentation, specifically the Performance Work Statement (PWS). Include a link to where this information is available vice duplicating it on this document.

This project is part of the CAEI IPT and follows the CAEI Management Plan (CMP) and the overall quality policy:

SPAWAR SSC LANT CAEI is dedicated to the continuing improvement of our people, products, services, and processes through following the requirements our Quality Management System to provide Acquisition Engineering, Integration and Support of C5ISR Systems to meet or exceed customer expectations.

Scope Provide an overall description of the work to be completed in context of the intended outcomes as established by the Customer. This information can come from the Award documentation, specifically the Performance Work Statement (PWS). Include a link to where this information is available vice duplicating it on this document.

Deliverables Identify the product, process, or service to be provided as output from the team. Any measure for which the team is accountable should also be included. This information can come from the Award documentation, specifically the Performance Work Statement (PWS). Include a link to where this information is available vice duplicating it on this document.

Assumptions and Constraints List the project’s assumptions and constraints below. This information can come from the Award documentation, specifically the Performance Work Statement (PWS), but may also come from other sources. Include a link to where this information is available vice duplicating it on this document.

Assumptions for project work are as follows:

Constraints for project work are as follows:

Roles and Responsibilities Project Organizational Structure Document the organizational structure for your project by listing all the roles and responsibilities related to the project. The IPT charter may serve as a source document for this section.

This project is under the overall direction of the CAEI IPT TaskOrderNumber(s) and Contractor_Program_Manager_Name, and the day-to-day project management responsibilities have been assigned to the Contractor_Project_Manager_Name.

Project Team Roles and Responsibilities Project roles are those that involve the performance of the day-to-day operations of the Project Name. Table 2-1 lists the Project Name CAEI Support Team roles and the contractor team members assigned to them.

Note: Refer to CAEI Management Plan for additional information and the detailed lists of roles, responsibilities, and accountabilities for the CAEI IPT members.

The following table lists the typical project contractor roles. Only include those that apply to your project, and tailor the table to document how your project really performs these roles. Add, delete, and rename roles as needed. Listing the Name of the assigned person within the body of the PMP is optional, if the table of role assignments is maintained as a separate document.

Table 21: Project Name Team Roles

· Ensures the processes, as identified in this PMP, are implemented

Ensures the processes, as identified in this PMP, are implemented Ensures reporting of project information occurs in a timely manner to the CAEI OM

Tracks financials of funded labor, materials and other direct costs (ODCs) Provides financial reporting to Project Manager

Establishes Systems Engineering Master Schedule Establishes Systems Engineering Detailed Schedule Monitors and reports technical progress of the project Prepares for and conducts technical reviews

Develops test plans and procedures Identifies inconsistencies between project tasks and requirements

Assigns unique identifiers to requirements, controls the requirements and changes to the requirements, and generates requirements reports as required

Maintains the Measurement and Analysis Plan and associated Standard Operating Procedures Collects and reports the results of measurement and analysis activities to all relevant stakeholders

Evaluates the project’s selected work products to ensure they meet the established technical standards and requirements

Assigns unique identifiers to all Configuration Items (CIs), controls all changes to those CIs, generates status accounting reports, creates baselines, and periodically audits the configuration baselines

Reviews and incorporates the list of deliverables and contractually required formats into the Software Development Plan (SDP) and Software Test Plan (STP) Establishes integrated schedules in support of these plans

Establishes a risk management strategy and a risk management plan

External Roles and Responsibilities External roles are those roles that will be affected by, or are in some way accountable for the outcome of the Project Name, but are not directly involved in the day-to-day operations of the project. Table 2-2 lists the roles external to the Project Name and the individuals assigned to them.

Note: Refer to CAEI Management Plan for additional information and the detailed lists of roles, responsibilities, and accountabilities for the CAEI IPT members.

The table below includes the list of most common external roles to a project. Most of the responsibilities listed are already included in the top-level CMP and so do not need to be repeated here. Only list those responsibilities that are specific to your project and are not listed in the CMP. Otherwise, in the Responsibilities column, simply state “Refer to CAEI Management Plan”. Add, delete, and rename roles as needed. Listing the Name of the assigned person within the body of the PMP is optional, if the table of role assignments is maintained as a separate document. Add a link here to the external document.

Table 22: Project Name External Roles

Approves final product

Ensures tasking put on contract is within scope, ceiling is available and utilized in the best interests of the warfighter and command, and contractual law, policies, and processes are followed Performs both internal and external responsibilities for the IPT

Ensures the processes, as identified in this CMP, are implemented Ensures that all IPT customers are satisfied and their requirements are met Ensures the CMP is followed for all tasking assigned by the CAEI IPT Lead

Ensures applicable CAEI processes are followed and improved

Ensures originating requirements are provided for configuration management Submits modification requests to the Configuration Control Board (CCB)

Ensures the customer’s requirements are clearly defined, communicated, and addressed by the project Coordinates with the IPT Lead to organize meetings with other customer personnel

Ensures a comprehensive technical evaluation of a system’s compliance with applicable security requirements Coordinates the Certification and Accreditation submission and approval of the system

Inspects and accepts contract deliverables Tracks funding obligations and expenditures under the contract Ensures the Government receives the services and/or supplies that are being procured Keeps relevant stakeholders informed of any problems with the contract

Evaluates the project’s selected work products to ensure they meet the established technical standards and requirements Reports directly to the CAEI IPT Lead on performance Ensures adherence to, and improvement of the CAEI Quality Management System also known as the CMP (Responsibilities include those outlined in ISO 9001:2015 Clause 5.3) Deals directly with external parties on matters relating to the QMS - Such organizations include (but are not limited to) customers, suppliers, 3rd party registrars, and 3rd party auditors. (ISO 9001:2015 Clause 5.3) Ensures PMPs provide sufficient detail to meet the requirements of the CAEI Quality Management System

Project Plans and Documentation Summary All Project Name CAEI Support Team plans and other supporting plans will be integrated with this PMP and will be used to manage project effort, cost, schedule, staffing, risks, and other project elements. The following list of plans will be used by the project team and includes common or shared plans within the CAEI organization:

The following is a list of activities required to be developed and used on projects authoring a PMP. They can be separate documents (with links to those documents) or documented in total within this document.

· Project Management Plan (This document)

· Risk Management Plan

· What Risk capture tool will be used?

· How will Risk management be conducted?

· Resource Plan

· Is each labor category used on this project identified in the Resource Plan? Labor categories should be listed under the appropriate WBS area in the provided resource plan.

· Are the hours for each labor category appropriate for the work executed?

· Is the role of each labor category identified in the resource plan?

· Project Schedule

· Is the Schedule properly aligned with the Work Breakdown Structure?

· Process and Product Quality Assurance Plan

· How is quality designed into the process?

· What are the defect opportunities per unit and how will you mitigate and document them?

· How are quality records developed and maintained?

· Add a description or link to the external plan here

· Production Plan

· What is the project definition of a unit that will be utilized for reporting metrics against cost per unit, man hours per unit, and failure opportunities? (Cable, Kit, or Integrated System)

· What is the approach and strategy to complete this effort?

· What standards will be utilized or developed to support the execution of the project? (Process flows, checklists, standard work, standard workspace layout, training, visual management boards, etc.)

· How will the calibration of tools used in production activities be managed and tracked?

· Measurement and Analysis Plan

· How are metrics captured, documented, and reported on the project? Include the CAEI metrics plan

· Training and Certification Verification Plan

· What are the training and certification requirements for this project?

· What is the approach and strategy for managing the training and certification requirements of this project relative to the resources supporting it?

· What are the tools and resources necessary to meet the training requirements of the project and how will the training of each resource be tracked?

The following is a list of separate plans commonly developed and used on projects depending on their level of complexity. If there are any additional processes or items that are tailored from the CAEI Plan, they should be included in this section. All documentation included needs to identify how quality is embedded in the project:

· Configuration Management Plan

· Requirements Management Plan

· Verification and Validation Plan

· Supplier Agreement Management Plan

· Decision Analysis and Resolution Plan

· Systems Engineering Management Plan*

· Software Development Plan

· Installation Plans

· Test Plan – Typically included as part of the Quality Plan

· Service Delivery Agreements

· Service Level Agreements

· Standard Service Plans

· Service Continuity Plans

· Service System Transition Plans

· License Plans - To include licenses, warrantees, manuals and additional materials that are transferred with the final products

· Item Unique Identification (IUID) plan – Has the team thought through the need for IUID – anything over $5,000.

[*Note: The Systems Engineering Management Plan (SEMP) usually documents the Product Integration, Technical Solution, Requirements Development, Verification, and Validation process activities in lieu of individual plans. The Verification and Validation planning done in the SEMP is at a high level; the project should still develop a more detailed Verification and Validation Plan that addresses the procedures to be performed after the system has been developed.] These plans will be maintained in the project’s document repository used to provide configuration management and version control for all documents, produced by CAEI stakeholders, which are considered a Configuration Item (CI). The project’s document repository can be found at https://intelshare.intelink.gov/sites/caei/qms/govt/docs-library.aspx .

Project Management Activities Requirements Management Requirements Management ensures alignment between the project’s requirements (both technical and non-technical) and the project’s plans and work products. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Requirements Management and describe the applicable metrics and methods used to review and track team progress.

If your project has a separate REQM plan or documents your project’s Requirements Management process outside of the PMP, select and tailor the first paragraph below. Otherwise, the paragraphs below that provide example text for typical discussion of Requirements Management processes in your PMP.

The Project Name Requirements Management Plan documents:

· Project processes for interpretation, agreement, and commitment to management and technical requirements

· Project approach to requirements documentation, traceability, and addressing changes

· Reviews and other mechanisms to ensure that inconsistencies between requirements, project plans, and work products are identified, tracked, and resolved.

Typical discussion of Requirements Management processes in your PMP:

Requirements management begins with ensuring that the CAEI Customer’s stated requirements to the CAEI Project Name Support Team are adequately documented, understood, and suitable for refinement. The Performance Work Statement (PWS) captures the initiating requirements, including summary description, work products and other deliverables. These were reviewed against project criteria, and agreed upon by the CAEI IPT and the Project Name CAEI Support Team’s Project Manager. As requirements evolve, changes may be made to existing Delivery Orders, or new Delivery Orders may be issued.

The Project Name CAEI Support Team collects and monitors requirement measures to provide early indication and control of requirements creep. The total number of documented requirements is tracked against planned requirements. Requirements are reviewed internally during weekly and monthly project and technical status meetings and peer reviews, where inconsistencies and issues are identified and either resolved with the CAEI IPT or escalated for resolution.

The CAEI Quality Management System (QMS) (or specify equivalent reference) discusses when requirements are formally base-lined and subject to formal configuration control and change management under a Change Control Board (CCB). Prior to that point, the Requirements Manager sets and maintains informal requirements configuration controls in the Project Data Management System (DMS).

Requested changes to requirements are documented and reviewed for technical and management impacts. Approved changes are implemented, tested, and tracked.

Schedule Management Schedule Management involves evaluating the schedule baseline, tracking schedule progress, completing schedule variance analysis, and initiating corrective actions, as necessary. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Schedule Management and describe the applicable metrics and methods used to review and track team progress. Project schedules will include, at a minimum, the following milestones:

· Project Kickoff (w/in 10 business days of DO award)

· Initial PO Placement (w/in 15 business days of DO award)

· Project Plan Review(w/in 30 calendar days of DO award)

· Team Training

· First Article Inspections (FAIs) of Procured Material

· Material Receipt

· Production Start/End (Overall and for each unit/lot)

· Final QC

· Product Delivery

· Final Government Acceptance

· Project Closeout (w/in 15 business days of final product delivery) Schedule management requires constant communication with the CAEI IPT and CAEI Customer to clearly define and understand all schedule constraints and expectations due to project duration, maturity, and complexity. Utilizing these known project constraints, a project schedule will be developed in Microsoft Project. The project schedule submitted shall be aligned with the Work Breakdown structure.

The project schedule baseline will be updated on a weekly basis, or as necessary to reflect current data. In order to maintain an efficient project schedule, the following rules will apply:

· Task duration will be no less than 1 week (40 hours) for any project with a weekly update requirement

· No task will extend beyond 44 days (2 months) as this will cause a loss of fidelity in the project schedule

· Level of Effort tasks (such as Project Management, Acquisition Management, and Financial Management) will not be applied to the project schedule The project team and project office will hold a weekly schedule review which should coincide with progress updates. Any changes to the baseline project schedule shall be communicated between the project team and the project office, culminating in an Integrated Baseline Review (IBR). Schedule baseline changes will be documented and retained for the life of the project within Microsoft Project.

Cost Management Cost Management involves analyzing the relationship between the consumption of project funds to the physical work being accomplished for such expenditures. The key to effective cost control is the management of an approved cost baseline and changes to that baseline. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Cost Management and describe the applicable metrics and methods used to review and track team progress. DO NOT PROVIDE ANY COSTS IN YOUR PROJECT PLAN. COSTS SHALL ONLY BE PROVIDED AS PART OF YOUR COST/PRICE PROPOSAL.

Project cost management will begin with communication and validation of the Award funding. The estimates will be established utilizing the cost baseline.

A spend plan shall be created that documents the number man hours for each project labor category with alignment to the Work Breakdown Structure. Deviation from the reported spending plan should be communicated upon discovery of any deviation.

Cost will be captured and managed via numerous tools:

· Reimbursable cost will be managed via Project Cost Tool

· Costs will be managed via Monthly Status Reports (MSRs) and financial reporting

· Overall cost performance will be monitored via the appropriate EVM metrics and variances Cost performance will be reviewed at least monthly to coincide with sub-contractor reporting and EVM analysis. All sub-contractors will utilize standard Integrated Program Management Reports (DI-MGMT-81861, formally referred to as CPR Form 5) which will be tailored as authorized to meet the project’s needed level of detail. Any project changes, including scope and/or schedule changes, which increase the cumulative cost baseline by 10 percent, will be required to go before the CCB for review and decision. Approved changes will be incorporated and an IBR will be conducted before the new baseline is established.

Communication of cost variance and changes will occur upon discovery. Any deviation in established thresholds or variances will require a documented explanation of the cause of the variance. This shall be documented in accordance with Integrated Program Management Reports and retained within the configuration management tool as a project artifact. A review of these, and other reports, shall occur at least monthly.

Quality Management Quality Management ensures that staff and management have objective insight into processes and associated work products. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Quality Management and describe the applicable metrics and methods used to review and track team progress.

The CAEI Quality Assurance (QA) Plan documents the QA management activities that are in place throughout the project life cycle to attain satisfaction of project quality objectives and requirements. By ensuring that staff and management have objective insight into project process performance and implementation of evolving work products and services, necessary corrective action can be taken in a timely manner to prevent significant project impacts. Additionally, collection of project process-related experiences and key artifacts can help to improve the CAEI Management Plan.

The QA Manager (or designee) will objectively evaluate the implementation of the CAEI processes, select work products, and services against the applicable process descriptions, standards, and procedures to ensure that the processes have been implemented as required and are being maintained for the project. The results of the evaluations, including non-compliance issues, will be reviewed with the CPjM, CPM, COM, or other management levels, as appropriate. Corrective action for non-compliance issues will be documented with resolution and tracked to closure.

The QA Manager has defined project quality measures in the QA Plan and will ensure that project measures are being collected, stored, analyzed, and reported. The QA Manager (or designee) also ensures that appropriate information derived from planning and performing CAEI processes (e.g., select measurement results, lessons learned, and other notable project artifacts or feedback), is supplied to CAEI via the CAEI Portal to support the future use and improvement of CAEI processes and process assets.

Communications Management Communications Management ensures the consistent and focused stakeholder engagement and team collaboration necessary to accomplish project objectives. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Communications Management and describe the applicable metrics and methods used to review and track team progress.

The Contractor Project Manager (CPjM) is responsible for ensuring proper communication and stakeholder involvement in the Project Name, which includes communicating and coordinating with the relevant stakeholders listed in this PMP who participate in, or are affected by specific project activities. The Project Name CAEI Support Team is responsible for working together to produce work products that satisfy project commitments and meet requirements. As needed, the Project Name CAEI IPT will develop and communicate recommendations and coordinate the actions to resolve issues and misunderstandings within the project, such as problems with requirements, architecture, and/or design.

Project Reviews Project Management Reviews (PMRs) The CPjM will monitor the project activities against the PMP to evaluate the actual performance and progress of the project. In addition to the specific monitoring and control functions listed above, the project will participate in the following reviews:

Include all the reviews in which your project participates, in Table 4-1 below. This will include the weekly CAEI IPT program review as well as specific weekly or monthly project team meetings internally or with the customer.

Table 41: Project Reviews

The CPjM will also maintain project information in the CAEI portal, as a tool to help monitor and control the project.

Reporting The project will be responsible for providing information to the COM on a regular basis. At a minimum the following information will be posted in an editable format to the CAEI portal:

· List metrics to be reported from each process area:

· List Periodicity of reporting metrics:

· List and Periodicity of customer requested metrics:

Risk Management Risk Management ensures that potential problems are identified before they occur so that mitigation activities can be planned and invoked as needed across the life of the project to reduce adverse impacts on achieving objectives. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Risk Management and describe the applicable metrics and methods used to review and track team progress.

Risk Management will be executed throughout the life of the project. Initial risk analysis will be developed to define the CAEI Management and CAEI Customer’s risk level of concern. This is a critical step in clearly defining risk thresholds, if not already established.

Risk will be managed using RiskToolName. A Risk Review Board (RRB) will be established and will consist of a mix of both CAEI IPT and Contractor team members. The RRB will meet at least monthly to review all current and proposed risks and issues.

Risk’s should be captured and reported on a monthly basis using a Risk template containing discovered risks, mitigation strategies, and close out opportunities. Risk development may follow:

1. Identify Risks

2. Evaluate Risks

3. Develop Risk Mitigation Strategy

4. Review Risks

5. Track Risks

6. Close Risks Risk Management will be conducted in accordance with OPNAV Instruction 3500.39C, and the CAEI Management Plan.

Contractor Procurement Management Procurement Management involves identifying the need for, and the acquisition of services and/or materials on a project. It begins with requirements definition and includes creating a standard requirements package. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Procurement Management and describe the applicable metrics and methods used to review and track team progress. This section should describe your project’s implementation approach to Contractor Procurement Management:

· Describe the project’s key procurement needs (High level)

· Discuss use of the Purchase Request System and key supporting elements for each

· Requirements, stakeholders, procurement strategy, procurement monitoring and control (cost, schedule, performance, reviews), and corrective action for deviations, through closeout

· Identify/link to key procurement package information

· Identify procurement related risks and potential project impacts/mitigations (These may be addressed in the Risk Management Plan or the risk section of this PMP.)

The Project Name uses the Procurement System Name to obtain supplies and services. There is no expected need for supplies or services that require Contracts/Procurement planning, acquisition, and monitoring. The Project Name CAEI Procurement Plan documents the processes for acquiring and monitoring contracted services and/or material on this project. This plan documents the Project Name key procurement needs; identifies each related purchase request for procurement, requirements definition, and monitoring; discusses the supporting elements; identifies risks associated with the procurement; and describes the monitoring approach through contract closeout.

Configuration Management Configuration Management (CM) ensures the integrity of all project work products and documents throughout the project life. This includes identifying, documenting, managing, and controlling changes to configuration items. This section of the PMP should contain a summary of the plans, processes, and tools used by the project to conduct Configuration Management and describe the applicable metrics and methods used to review and track team progress.

Configuration management begins during Project Planning and continues throughout the life of the project.

If your project has a separate Configuration Management System, select the paragraph below. Otherwise, add an appendix to the PMP that describes your project’s Configuration Management System (CMS).

An appendix to the PMP that describes your project’s CMS should include a description and/or links to:

· Project’s data management environment(s) for formal and informal configuration control (Especially on small projects this may be provided by different folders or portal pages on the same system. Identify any tools that are used to support this environment, e.g., CMPro, Excel spreadsheets, or SharePoint. Discuss access limitations to controlled environment(s).)

· Project list of CIs (e.g., deliverables and other formally controlled project data) and key informally controlled data (e.g., select interim project work products that will not be delivered, or evolving requirements prior to formal baseline)

· Project’s processes and procedures for providing Configuration Management of your CIs and key interim work products (i.e., configuration identification, configuration control/ baselines, change control procedures and use of Change Control Board (CCB), configuration status accounting, physical and functional configuration audits, how the tools are used to support CM, and informal controls of key data (e.g., pre-baselined requirements are controlled by the Lead System Engineer by version or date, located in the CAEI SharePoint portal page))

· Project CM-related measures or indicators (e.g., The SSC Atlantic Organizational Standard Process (OSP) for CM indicates the number of CIs, and number of baselines as prospective CM-related measures; others might include number of open and closed Change Requests (CRs), or age of open CRs)

· Special or unique information regarding CM implementation across the project, such as if your CMS is an extension of the CAEI Customer higher priority/level CMS and details the Project’s implementation; or if there is a separate CMS for SCI data; or if the CM function is distributed across multiple groups on your project; or if either the Configuration Manager or the Quality Assurance Manager participates in all technical reviews to ensure proper configuration and quality control, and whichever of the two participates signs off for both CM and QA functions.

The Project Name CAEI Configuration Management System (CMS) is in place to ensure the integrity of the project’s work products throughout the project life cycle. This includes the data management environment and processes to provide formal baseline control of declared Configuration Items (CIs) as well as informal controls for key interim project work products.

Corrective Action Through the PMR and other controls describe in this document, the CPjM will identify deviations from the PMP and document them using the procedures described in the project Issue/Action Item Recording, Tracking, and Resolution documentation. The CPjM will collect and analyze the issues and determine the actions necessary to address them. The CPjM will take corrective action on any noncompliance issues and manage them to closure.

Project Close-out Project Close-out Include your Project Close-out strategy including maintenance responsibilities, sustainment and support requirements, and transition requirements. This includes items such as: close-out report, Voice of Customer (VOC) / Voice of Team (VOT) presentation plans, Delivery Order realignment and other activities.

Project Management Plan Concurrence The undersigned acknowledge there is agreement with the approach presented in this PMP and that they have obtained commitment from the stakeholders to manage the project as described herein. The PMP may be made available for CAEI Customer review, but a CAEI Customer signature is not required. The PMP shall be signed by the COM and CAEI Management Representative no later than 90 days after project initiation or as defined in the delivery order. The COM will review the project plans to ensure that the planned details will meet the customer's requirements. The Management Representative will review to ensure that the necessary level of detail is present in the plan to meet the requirements of the CAEI management system and the CAEI ISO Certification. Changes to this PMP will be coordinated with, and approved by the undersigned, or their designated representatives. The PMP shall be re-signed annually or after major structural changes.

Signature:

Date:

Signature:

Date:

Signature:

Date:

This SPAWAR CAEI controlled document is a copy of an ISO 9001:2015 required and controlled document. Prior to use, ensure this copy is the most recent revision to the controlled document. To request changes, submit a Document Revision Request to the CAEI QMS Management Representative.

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