Project Management Plan Version
Offshore Technology Group
Agilent AIS
Project Management Plan
AIS Project Management Plan
TABLE OF CONTENTS
1
1.1
1.2
1.3
1.4
1.5
2
2.1
2.2
2.3
3
3.1
3.2
3.3
3.4
4
4.1
4.2
4.3
4.4
INTRODUCTION .................................................................................... 4
Project Overview ................................................................................................................. 4
Project Deliverables ............................................................................................................. 6
Reference Documents .......................................................................................................... 6
Acronyms ........................................................................................................................... 6
Project Acceptance Criteria ................................................................................................... 7
PROJECT ORGANIZATION ............................................................... 8
Project Organizational Chart ................................................................................................. 8
Roles and Responsibilities .................................................................................................... 9
Communication Protocol .................................................................................................... 12
MANAGERIAL PROCESS ................................................................ 13
Assumptions and Dependencies .......................................................................................... 13
Project Goals ...................................................................................................................... 14
Defect Prevention Plan ....................................................................................................... 14
Monitoring and Controlling Mechanisms ............................................................................... 15
TECHNICAL PROCESS ..................................................................... 16
Methods, Tools, and Techniques.......................................................................................... 16
Operational Process Model.................................................................................................. 16
Software Quality Assurance Plan ......................................................................................... 18
Other Plans ...................................................................................................................... 18
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Agilent AIS
AIS Project Management Plan
Subject
Name & Designation
Date
Prepared By
Sunil Bidwalkar
Project Manager
20-Oct-03
Operational
Process
Reviewed By
Puja
Sharma
Facilitator )
(QA 13-Nov-03
Signature / Reference
to Approval Mail
Reviewed And Name of the Delivery 13-Nov-03
Approved
Manager
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Agilent AIS
AIS Project Management Plan
1 Introduction
1.1
Project Overview
Client Details
Client Name
Agilent Technologies
Client Address
Building 54, Stevent Creek Bolevard,
Santa Clara,
CA 95051
USA
Contact Person
Name
Paul Seabrook
Designation
AIS Lead
Phone No.
Fax No.
Email Address
paul_seabrook@agilent.com
Onsite DC Details
Contact
Person Name
Neil Phasey
Designation
Senior Manager
Phone No.
+1 405 315 8805
Fax No.
Email Address
nphasey@deloitte.com
The project overview should also address the following:
Agilent Technologies (referred to as the client) is a Fortune 500 company, which
specializes in production and marketing of Test and Measurement instruments.
The Information Technology (IT) services for Agilent are provided by the unified
IT team, called one.IT. one.IT is further divided into 4 solution centres
1.
2.
3.
4.
Project Independence
eCommerce
Everest
CRM-Legacy and AIS
Deloitte Consulting (DC) has been engaged by Agilent’s CRM-L/AIS solution
center to provide
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Agilent AIS
AIS Project Management Plan

Application Maintenance Support & Enhancement (AMS) for TIBCO
middleware interfaces for 5 years. This involves primarily (a) providing
Level 3 or Deep Support (Incident Management) for all interfaces in
Production and (b) carrying out Change Requests for TIBCO middleware
interfaces.

Application Maintenance Support & Enhancement (AMS) for EDI and
eFiling applications for 5 years. This primarily involves (a) providing Level
2 support (Incident Management) for EDI and eFiling applications (b) Coordination with third parties GXS and RSCA computers, which provide
Level 3 support for EDI and eFiling respectively and (c) Change Requests
for EDI Router.

Enhancement support, also known as Point-of-Record (POR)
development of new TIBCO middleware interfaces for 6 months.
i.e.
Prior to go-live, the client and DC team embarked on a exhaustive Transition
phase, which covered (a) Identifying existing applications and processes , (b)
To-be processes and (c) Knowledge Transfer to the DC team. The transition was
also planned, tracked, monitored and delivered. The transition phase, starting
June 16, 2003 ended on September 19, 2003 leading to the characterization. For
reference refer to achiever of the characterization
Steering 09_15_03.ppt
update)
(Z1)
( AIS Transition Project Steering Team Status
Knowledge Transfer Lessons Learned.
(Z2)
The nature of this project is unique in that each of the Solution Centers is driven
by their own Programmes and PMOs. For example, the Project Independence
program drives Agilent’s CRM applications covering global Siebel implementation
and Oracle Applications implementations. While the other Programs have and
end-to-end responsibilities of the application like the User Interface (UI), backend data etc., the CRM-L/AIS program provides the middleware glue, connecting
not only the Siebel/Oracle instances, but also the interfaces connecting all the
programs. Hence, the client is very specific that processes being followed must
be approved by the client.
What makes this project further unique is that, as part of Incident Management,
DC is required to interact with three third-party vendors, each of them having
signed contracts with the client.
1. Techspan, New Delhi which provides Level 2 support (Production support) for
Agilent’s TIBCO interfaces. For all those incidents which need Deep Level
support, the incidents are passed on to DC.
2. GXS, USA which provides EDI routing for EDI documents and is also
mandated to provide Level 3 support. Since DC provides Level 2 support, all
incidents are first passed on to DC. DC will pass on the calls to GXS, if
required.
3. RSCA computers, USA whose role is similar to GXS but related to eFiling
support.
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Agilent AIS
AIS Project Management Plan
The hand-offs between Agilent, DC, Techspan, GXS and RSCA are critical to the
success of the project.
As part of Transition Phase, DC had put in a separate team to identify the To-be
processes (including hand-offs with Level 2 / Level 3 partners) which were
discussed with and approved by the client. The transition phase concluded with
the Agilent Process Lead and DC Process Lead conducting trainings for respective
stakeholders. The tools to be used were also pre-agreed by the client and DC.
While the DC XD Mumbai center can not change the processes to be followed for
the project, it has been observed that the processes are largely in tune with the
processes followed at XD Mumbai. Deviations, if any, are approved by the SEPG.
1.2
Project Deliverables
Project Deliverables are tracked through POR tracking sheet. Every week, POR
Team lead updates POR Tracking sheet for the status of the deliverables and send it
to Project Manager. Refer to POR Utilization Tool 102703.xls (P1)
Change Request is tracked through Change Request tracking sheet which comprises
of each n every change request and its status. Refer to AIS CR Tracking DetailMaster.xls (P2)
1.3
Reference Documents
Sr. No
Reference Material
Version
#
Source
1.
Base lined Statement of Work
DC eRoom (Agilent
CATS)
2.
To-be processes
DC eRoom (Agilent
CATS) and Training
Material.
1.4
Acronyms
Sr. No.
Acronym
Description
1.
DM
Delivery Manager
2.
SM
Senior Manager
3.
PM
Project Manager
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AIS Project Management Plan
1.5
4.
AIS Lead
Offshore Lead for managing the TIBCO support.
5.
EDI Lead
Offshore
support.
6.
MD50
Functional Specifications
7.
MD70
Technical Specifications
8.
SQA
Quality Assurance
9.
SEPG
Software engineering process group
10.
SCM
Software Configuration Management
11.
TM
Team Member
12.
CCA
Clear-case Administrator, also synonymous with
Configuration Manager.
Lead
for
managing
the
EDI/eFiling
Project Acceptance Criteria

For Incident Management (BLTs) closure email from client is the acceptance
criteria

For Change Request, CR Closure from client is the acceptance criteria

For Solution Delivery, CR Closure from client and post production support is
the acceptance criteria.

Following are
development.
the
acceptance
criteria
for
various
phases
interface
Responsible party
Item
#
Milestone(s)
and/or
deliverable(s)
1
Interface Design
2
3
Interface Build and
Unit Test
Integration Test
4
Deployment
5
Stabilization
Acceptance
Criteria for
Deliverable
specification(s)
EAI Design
completion
Link test
completed
User Acceptance
Moved to
Production
BLT Tickets less
than 15% code
issues
7
Agilent
Deloitte
X
X
X
X
X
X
Agilent AIS
AIS Project Management Plan
2 Project Organization
2.1
Project Organizational Chart
The ensuing structure has been designed and agreed to, between DC and the
client.
Senior Manager
Support Groups
Project Manager
TIBCO Lead
Team Member
EDI Lead / POR Lead
Team Member
POR
Team Member
8
EDI Team
Member
Efiling Team
Member
Agilent AIS
AIS Project Management Plan
2.2
Roles and Responsibilities
Role
Senior
Manager
Project
Manager
Core Responsibilities







Provide overall leadership to the project
Handle client expectations
Report metrics to the client
Participate in client meetings for status reporting
Participate in demand and supply management
Participate in escalations
Approve the additions / removal of resources



Manage the overall project.
Communicate with the client to ensure design & specifications
are produced on time and to a high standard.
Identify, escalate, and help resolve issues

Work closely with the Senior Manager to monitor
progress, resolve issues, and participate in conference
calls as required. Oversee quality of offshore processes




POR Lead &
EDI Lead

Manage and control the project resources.
Identify and manage training needs
Track and Report project status
Coordinate with the Senior Manager to ensure timely resolution
of issues
Perform metrics analysis for the project

Approve the final delivery


Approve Timesheet for billing.
Serve as the central point of contact for any additional
development requests plus the analyzing, prioritizing, &
managing scope implications.
Monitor the flow of the functional specifications and technical
specifications
Manage and coordinate issue resolution and escalation
Coordinate communication with client to ensure a clear
understanding of the requirements.



TIBCO Lead








Approve Timesheet for billing
Allocate resources to incidents and Change Requests
Interact with client for release planning
Approve the Technical solution
Prepare the schedules
Misroute approval
Approve CR Estimation
Monitor the TIBCO team
Service Area
Manager

Identify resources for project execution
POR Team

Understand requirements, functional specifications, technical
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AIS Project Management Plan
Role
Core Responsibilities
Members











specifications
Prepare / Update EAI Design document
Participate in design reviews
Create work products as per the specifications.
Participate in code reviews
Carry out Unit Testing
Perform check-in/ check-out CIs
Carry out Link Testing
Support Integration Testing
Issue resolution and escalation
SQA and Testing of Objects
Change Control management.
TIBCO Team
Members











Response to Incident request
Conduct Analysis
Suggest solution
Estimate Change Request
Coordinate with Team members and Support Professional
Analyse Change Requests
Analyse requirements for Change Request
Change work objects as per requests
Conduct Unit Testing and Link Testing
Participate in Integration Testing
Check-in / Check-out of CIs
EDI/eFiling
Team
Members










Response to Incident request
Conduct Analysis
Suggest solution
Analyse Change Requests
Analyse requirements for Change Request
Change work objects as per requests
Conduct Unit Testing and Link Testing
Participate in Integration Testing
Coordinate with 3rd party members
Check-in / Check-out of CIs
SEPG Manager



Provides QA resources to the project
Resolve any escalated process issues
Review and approve the tailored software processes for the
project
SEPG

Coordinate process improvement initiatives for the project
QA Facilitator




Provide process consultation to the project team
Review the Project Management Plan
Review project for process compliance
Suggest corrective actions to the project team
QA Auditor


Audit projects based on audit plan
Perform configuration audit before delivery
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AIS Project Management Plan
Role
CC Admin
Core Responsibilities






Create new CIs.
Perform base lining and version control as per Agilent’s
processes.
Move code to Integration Testing
Move code to Production
Evaluate and use measurements gathered for SCM process
Respond to audit and review findings on SCM activities
STIS



Ensure connectivity to client systems
Maintain software & hardware required in the project
Take project backups as per SCMP
Staffing

Resources placements through SAM
Training

Conducting training programs through PM
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Agilent AIS
AIS Project Management Plan
2.3
Communication Protocol
Refer to Steady State Op Model 081503.v1.ppt (A) which list out all the
members involved and their Roles. It also talks about how each member
fits into the Operational Model.
The entire DC team of AIS Project uses Kintana Tool for tracking the
tickets. They can check all the open tickets raised by the Agilent team;
they can define the ownership for the open tickets and work on it.
At the end of the Shift, the team members prepare shift Handoff Sheet,
which lists all the tickets being raised in the Kintana Tool and their status.
Refer to AIS Handoff Sheet.xls file (E)
At the end of the day, Project manager at DC XD Mumbai sends status
report to DC Senior Manager through DC ERoom. Refer to
AISDailyStatus100603.xls file (C)
Every week, Senior Manager at DC Onsite gives presentation on weekly
status to Agilent IT Team. Refer to Cats characterization
Operation.ppt (D)
Refer to Communication Matrix.xls (A) which list out the hierarchy of
the internal communication and escalation path
Issue Management
Internal DC Team Issues are tracked using Issue Management Log. Refer
to IssueManagementLog.xls (B)
Senior Manager tracks all the issues with the presentation on the weekly
status which is presented to the Agilent every week. Refer to Cats
characterization Operation.ppt (D)
Issues that need the attention of XD Senior Management are tracked with
weekly status report.
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AIS Project Management Plan
3 MANAGERIAL PROCESS
3.1
Assumptions and Dependencies
Assumptions
Sr.
No.
Assumption
Impact of Possible Violation
1
For the development, all the requirements will be
provided
by the
Agilent
in
the form
of
MD50/MD70/High Level Design/Change Request.
Delay in development
deliverables
and
2
Agilent provide the Software Licenses.
Delay in development
deliverables
and
3
Version Control will be done as per the Agilent
Standards using Clear Case tool on Agilent Server.
Mismatch between different
Agilent
environments
(Development,
Test
and
Production)
4
Kintana will be used for all BLTs.
Dependencies
Sr.
No.
Dependency
Impact
1
Availability of the Network Connectivity is critical for
this project.
Delay in deliverables
2
Onsite Senior Managers will respond to raised
Issues in timely manner.
Delay in deliverables
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AIS Project Management Plan
3.2
Project Goals
Following table contains the organizational baselines (control limits and
specification limits) and project benchmarks for a measurement:
Sr
No.
Metrics
Name
Organizational
Goal
UCL/
LCL
Project
Goal
1
Response
Time
15 minutes
2
Resolution
Time
4hrs for P1
UCL /
LCL
Reason
for
Deviation
from
Org.
Goal
8hrs for P2
24hrs for
P3
48hrs for
P4
The phase wise effort and schedule data as well as defect data will be
collected in the Kintana Tool. The data collected will be checked by the
Project Manager before being used for analysis. The variance will be
compared with the above baseline values and corrective action will be taken
by the Project Manager in the case of deviations. This will ensure the control
of the object being developed.
3.3
Defect Prevention Plan
The PM prepares the defect prevention plan based on inputs obtained during
the initiation meeting and from past project data (if available) and maintains
the Defect Prevention Plan in the project Log.
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Agilent AIS
AIS Project Management Plan
3.4
Monitoring and Controlling Mechanisms
Project Reporting
From
To
Frequency
Delivery
Mechanism
PM
SM
Daily
DC ERoom
TL
PM
As and
when
required
Kintana Tool and
Excel File linked
with Kintana tool
Project
Manager
XD Senior
Managem
ent
Weekly
Delivery
Management
Lead
Team
Members
Team
Lead
Daily
Kintana
Format /
Metrics
Project Reviews
Review
Participating
Roles
Responsib
ility
Frequency of
review
Output
Project
Review by
Senior
Management
Project
manager
Delivery
Managem
ent Lead
Monthly
Senior
manageme
nt review
Presentatio
n
Project Team
Review
Project
members
Project
Manager
Weekly
Minutes of
meeting/
Issue Log
Onsite /
Client review
Offshore
project
members,
onsite team
members,
Client
representative
Project
Manager
As and when
required
Minutes of
meeting
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Agilent AIS
AIS Project Management Plan
4 TECHNICAL PROCESS
4.1
Methods, Tools, and Techniques
Hardware and Networking
The entire member working on Agilent AIS Project has Desktop PC which is
connected to Local Area Network and Application Servers. All the members
have access to Internet and support tools required for execution of this
project. Also, all the team members have access to Agilent Servers through
Agilent Network Access Tokens.
System Software
This includes MS Office Suite for documentation, MS Project for project
planning, MS Outlook as Email Software, and DC ERoom/XD Portal for
information gathering and exchange, Internet Web browsers, Kintana Tool
for tickets raising, monitoring and resolving tickets (Closing Open Tickets).
Support Tools
Sr. No
Software Item
1
Kintana
2
eRoom
Version
5.0
# Of Copies
Purpose
One per team
member
For tracking
and workflow
One per team
member
Document
Management
Standards, Guidelines and checklists
Sr. No
Standard ,Guideline and Checklist
Source
Version
Refer to Standard Design Guideline
provided by client.
4.2
Operational Process Model
The Project execution process will be derived from the organizational
standard software process
Process
Input
Output
Project Initiation
Client communication
(Telephone, E-Mail or Fax)
Initial communication/SOW
Baseline SOW
Project Planning
Baseline statement of work
(SOW)
Baseline project
management plan
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Agilent AIS
AIS Project Management Plan
(PMP)
Incident
Management
Kintana Tickets
Resolution
Change Request
Management
Kintana Workflow, Baseline
Statement of work
CR Closure Report
Solution Delivery
CR Closure Report
Source Code
Detailed Design
Document
Refer to the following files for the development processes:
1
2
3
4
5
6
Overview.vsd
Dev_Process_Flow.vsd
Build_flow.vsd
Code_review.vsd
Unit_testing.vsd
integration_testing.vsd
Reviews
The details of reviews to be performed during project life cycle are given
below:
Review
Type
Frequency
Reviewers
Responsibility
Design
Review
Upon completion
of the technical
specifications
Clients Architects,
Deployment Team,
team representing
Publishers/Subscri
bers for e.g.
Oracle Apps,
Siebel’s, PIM, BV
TL
Code
Review
Upon completion
of the code
Peer identified by
offshore Project
Manager
TL
PMP review
Once PMP is
created and every
time it is modified
Service Area
Manager
Service Area
Manager
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Agilent AIS
AIS Project Management Plan
4.3
Software Quality Assurance Plan
Audit Plan
SQA audits will be conducted once a month by assigned SQA as per the plan
sent by SQA Lead. Audit findings will be maintained in the audit log.
Deviations / Omissions from the XD-Mumbai QMF
Sr.
No.
NA
4.4
Deviation / Omission
Reason for
Impact/ Risk
Deviation
NA
NA
NA
Other Plans
Configuration Management Plan will be as a separate document. Training
Plan, Resource Plan and Risk Plan will be maintained in the Project log. WBS
will be maintained as separate documents.
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Agilent AIS