North European Functional Airspace Block Avinor, Norway EANS, Estonia Finavia, Finland LGS, Latvia. NEFAB Project CHANGE MANAGEMENT MANUAL

Transcription

1 NEFAB Project CHANGE MANAGEMENT MANUAL Version 0.5 Page 1 of 38

2 Revision history Version Date Description Approved /12/2011 Page 2 of 38

3 Table of Contents 1. Introduction The Scope of this Document About this Document Change Management Objectives and Principles Definition of Change Scope Change Management Criteria/General requirements Implementation of the Change Management Process Safety Management Change to the Change Management Manual Authorisation for Change to Proceed NSA Responsibility Individual ANSP Involvement Dispute Resolution Roles and Responsibilities Change Management Process Controlling and Performing Changes Change initiation Change Evaluation and Assignment Change Assessment Change Authorization Implementation (Project) Concept phase Design phase Implementation Phase Transition Phase Monitoring Change Management Records Change Management Database Change Registration Change Tracking Page 3 of 38

4 1. Introduction 1.1. The Scope of this Document There is agreement establishing the North European Functional Airspace Block (NEFAB) by Norway, Finland, Estonia and Latvia. The objective of NEFAB is to achieve optimal performance in the area relating to safety, environmental sustainability, capacity, cost-efficiency, flight efficiency and military mission effectiveness, by the design of airspace and the organization of air traffic management in the airspace concerned regardless of existing boundaries. This document is intended for the ANSP partners in the Cooperation Agreement on the Operation of the NEFAB. Any change proposals and/or change implementation regarding NEFAB elements, i.e. changes in Airspace design and sectorisation, Service provision, ATM Systems and management processes involving the before mentioned elements About this Document This document describes the NEFAB Change Management Process that applies to all changes to the: NEFAB Management processes; NEFAB Core processes; NEFAB Support processes; Page 4 of 38

5 2. Change Management Change Management Manual is essential for the controlled and reviewable implementation of changes to NEFAB. This manual sets out the processes to be followed and requirements to be achieved, by NEFAB in the management of change as it affects the various NEFAB processes and individual ANSPs. This manual must not be deviated from when planning or implementing changes under the Change Management Process Objectives and Principles The objectives of the Change Management Manual with respect to the NEFAB environment are to: enforce an evaluation of a proposed change in terms of its benefit, its cost, and risk to the ATM systems, and the implications of the change to NEFAB, neighboring FAB and individual ANSP; manage and track changes, to provide NEFAB with a record of all changes, and to enable all stakeholders to assess the impact and risk to operations at any time via a clear snapshot of current and planned change activities; provide a safe introduction of changes; contribute to cost reduction by measuring the process and identifying sources of defects; ensure that all changes undertaken are verified against compliance with the requirements of the ICAO, EC, EUROCONTROL and national regulations. The principles of Change Management are: The Change Management Manual describes the process for managing and controlling changes in the NEFAB, but is not responsible for the solution development or the actual implementation of the change; All changes to the NEFAB environment must be authorized by Programme Management Board; The Project work stream manager has overall ownership of the change and is accountable for the change from assessing the initial request, development of the change and implementation of the change; The Project Manager coordinates the movement of the change from initiation through assessment and approval to implementation. Page 5 of 38

6 2.2. Definition of Change In terms of this NEFAB Change Management Process a change is defined as the addition of any part to, the deletion of any part from, or the alteration of any part on NEFAB Management, Core or Support processes Scope NEFAB maintains an individual Initiatives of Airspace, Service provision and Systems domains that are integral to the operation of the ATM. The Initiatives is maintained as a separate document by the Project work stream manager as part of this procedure. The Initiatives defines the scope of the Change Management Manual for changes initiated by NEFAB, individual ANSP or other stakeholders (Airlines, Military, etc.). Any changes must be undertaken using the processes outlined within this manual. Page 6 of 38

7 2.4. Change Management Criteria/General requirements The following are criteria by which the Change Management Process can be evaluated: All parts in the Initiatives are subject to change control and tracking All changes to the initiatives are authorized as specified in the Change Management Manual. The Project Manager is responsible for the management and production of the initiatives; There will be one source of information (the NEFAB Change Management Database) and associated documentation and forms concerning the status of every change including history; There will be a single change request process used that includes, as a minimum, a description of and reasons for the change, success criteria, prerequisite changes, appropriate management authorization, requested implementation date; There will be a formal operational and technical evaluation and verification against requirements for proposed changes to assess the impact on operational performance, cost efficiency and safety; Management approval will be required before implementation of a change; Management reports will be prepared that includes the number of successful and unsuccessful changes per year, by category, by source and by trends. The report will also provide an analysis of the unsuccessful changes, together with a statement of the effects of the failures. The reports will be public documents available to NEFAB individual ANSPs; The NEFAB Project Manager will contribute to the integrity of parts on the initiatives by ensuring all changes have the appropriate sign-offs, as specified, and preventing the promotion to implementation status of changes that do not meet this condition; There will be a periodic (six monthly) review to ensure that the initiatives part is as defined in the inventory; NEFAB individual ANSPs will be periodically surveyed for their assessment of the working of the Change Management Manual; 2.5. Implementation of the Change Management Process There will be a phased approach to the implementation of change management process, which covers all changes to NEFAB environment. The Project Manager will be responsible to ensure the Change Management Manual is reviewed at least once per year as part of NEFAB continuous quality improvement, and that the review will seek comment from NEFAB Individual ANSPs Safety Management Safety management of change in-depth is described in NEFAB Safety Management Manual 2.7. Change to the Change Management Manual The Change Management Manual and in particular these procedures may be reviewed from time to time to ensure they continue to meet NEFAB objectives and requirements. Changes to these procedures must be approved by the Programme Management Office. Programme Management Office will meet as Page 7 of 38

8 required but at least once every twelve months to consider changes to these procedures or any other matters relating to the NEFAB Change Management Manual. NEFAB Individual ANSPs may request changes to these procedures by forwarding such a request to the Programme Management Office. 3. Authorisation for Change to Proceed Authorization from the NEFAB Programme Management Board is mandatory. NEFAB Individual ANSPs will be consulted throughout the change process where appropriate. The Programme Management Board authorization will be based on an operational evaluation. The Programme Management Board requires considerable information on the proposed change to evaluate and authorize a change request, including: a full description; a list of significant benefits expected; the impact of not proceeding with the change; how Individual ANSPs might be affected; the impact on safety and performance; broad estimates for cost and the project work effort for implementing the change except where the change is a routine maintenance activity; operational and technical risk; consequential effects; estimated implementation date; where appropriate, specification of criteria that must be met during the development of the change and its implementation to production. If these criteria are not met, the change must be brought to the Programme Management Board for review. This information will be provided by the relevant technical and operational areas of NEFAB. The Programme Management Board authorization is formally recorded. 4. NSA Responsibility All arrangements concerning change oversight is described in NEFAB NSA Agreement. Page 8 of 38

9 5. Individual ANSP Involvement NEFAB is committed to Individual ANSPs being involved in changes to, and in the future development of the NEFAB processes, to different degrees depending on the changes proposed. These changes are listed and identified in the initiatives. In addition, Project work streams have been established to review activities of mutual interest and propose changes to NEFAB for consideration. The process will flow as follows: The Project work streams and/ or Individual ANSPs will raise issues and propose changes, and determine priorities for each implementation. Programme Management Office will analyze the change request and if the request is approved, Implementation Plans will be developed and project managed by NEFAB and will be published. Where a change is contemplated, all involved stakeholders, will be advised and consulted. Airlines, Military, and other stakeholders, generally will have opportunity to comment or raise issues before major changes are developed, and will be able to evaluate initiative before the change is promoted to implementation status. NEFAB will issue change notices and where appropriate give stakeholders a business day period from the date of issue of the notice to respond. In the event that a response is not received within the Business day period the change will be deemed as being approved by the Stakeholders. Any objection to a change must be supported by a reason and NEFAB will contact each stakeholder who has raised an objection in an attempt to resolve the issues raised Dispute Resolution In this context, it is possible that differences of opinion will arise between NEFAB and the stakeholders, and between Individual ANSPs. All disputes shall be settled down under conditions described in chapter 19 in NEFAB ANSP Agreement. Page 9 of 38

10 6. Roles and Responsibilities The following are the key roles in the Change Management Manual. It is important to note that several roles may be performed by one individual, and alternatively several people could fulfill one role. Roles therefore should not be confused with people. These roles and responsibilities are specifically elements of the Change Management Manual and are not necessarily aligned to the NEFAB organization structure. Roles NEFAB Council (States) NSA NEFAB CEO Board Responsibilities NEFAB Council shall in particular: Define strategic objectives for the development of NEFAB, assess the results achieved and take appropriate measures if required. Define the development of civil-military cooperation. Agree on common policy and design for the airspace concerned. Define the modalities of the cooperation on the application of concept of flexible use of airspace. Support the harmonization of the substantive rules and procedures. Approve and facilitate the joint designation process of the air traffic service providers. Adopt the charging policy applicable in the airspace concerned. Agree on common safety policy. Adopt NEFAB performance plans and the related performance targets. Aim at coordinating the positions of the contracting states with regards to work of ICAO, EUROCONTROL, EC, EASA and joint undertakings in the field of ANS. Ensure the coordination with adjacent functional airspace blocks, including efficient interfaces. Set up committees other than those established, and working groups to assist it in specific matters and approve the proposal of committees and working groups. NSAs are responsible for following arrangements within scope of change management process : FAB level target setting/acceptance. Supervision on FAB level. Oversight on FAB level. Enforcement measures if applicable. Dealing with non-compliance. NEFAB CEO Board as the ultimate decision-making body of the cooperation. The board sets overall direction and objectives, approves the NEFAB Business Plan and budget, maintain stakeholder relations and resolves escalated issues. Page 10 of 38

11 Roles Programme Management Board Programme Office Manager Project work stream manager Responsibilities It is the supervisory body for the performance and execution of the Work and the Business Plan, accompanied by the Detailed Plan of Activities; it shall report and be accountable to the CEO Board. The Programme Management Board role includes: Assessment of the benefit of the change in relation to the cost. Assessment of the operational risk and impact of the change. Ensuring that safety, technical feasibility, risk and effect of the change have been adequately assessed. Where appropriate, specifying criteria that if not met throughout the implementation of the change will trigger a review of the change progress. Approval for the change to be developed prior to implementation, or rejection of the change request. Where appropriate ensure the proposed change complies with EC, EUROCONTROL and National regulations. Programme Office Manager is responsible for the Programme Management, including but not limited to, information exchange, the controlling and the day to day interface management for the performance and the execution of the Work and the Business Plan, accompanied by the Detailed Plan of Activities, such as execution of common FAB Level activities and projects. In the context of Change Management, the Project work stream manager is the NEFAB person in charge of the technical and operational assessment of the requested change. Responsibilities include: Evaluating the initial request for a change. Proposing a date by which the change will be implemented. Coordinating the operational assessment which is to include NEFAB Individual ANSPs and other involved stakeholders as appropriate Reviewing and sign off on all necessary documentation and forwarding to the next authority for approval. Managing the development cycle to produce the solution required to implement the change. Managing the necessary assessment. Identifying the affected stakeholders. Performing acceptance verification of the change and verifying its correct operation after implementation. Advising all involved of the outcome of implementation of the change Page 11 of 38

12 Roles Project Manager Safety and Quality Manager Project work stream Responsibilities The Project Manager s responsibilities include: Managing implementation of the initiatives. Coordinating the movement of change requests through the various stages of the Change Management Manual. Controlling and maintaining the change management database, initiatives and associated documentation and forms. Managing the interface to the NEFAB Individual ANSPs processes. Managing the change approval process. Convene meetings as required. Advising NEFAB, the CAA and Individual ANSPs of the status of the change. Verifying closure of change. The Safety and Quality Manager is responsible for maintaining the safety, security and quality of all NEFAB level processes and required to approve all changes. The Project work stream has a focus on the promotion to implementation status of NEFAB initiatives. In summary, the work stream provides a forum to review at the operational level change management activities on a regular basis. The Project Manager will carry issues arising from all support services to NEFAB Programme Management Board. 7. Change Management Process There are six major steps within the Change Management Manual: Change Initiation: - involved with initiating and logging the change request. Change Evaluation and Assignment involved with evaluation and assigning a proper workstream. Change Assessment: - involved with assessing the operational, technical and safety issues. Change Authorization: - involved with authorization for the change to be progressed or the rejection of the change. Change Implementation: - involved with the planning, scheduling and implementing of changes. Change Monitoring: - involved with change monitoring against the design objectives. 8. Controlling and Performing Changes Performing changes consists of the four major steps: initiation, assessment, authorization, and implementation. Each step comprises a number of sub-processes, and more detail is provided in following sections. Page 12 of 38

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14 8.1. Change initiation Scope The Change Management Process is triggered by the identification of a need to improve the current environment. Anyone may initiate a change. Once a requirement for change is identified, a Change Request must be sent to the Programme Management Office. Responsibilities Programme Management Office is responsible for collecting and storing all proposed changes into Change Management Database. PMO can request additional information about subject if required. Outcome After initial high level evaluation in days Programme Management Office will assign appropriate Project work stream manager for further evaluation of Change Request The outputs of the change initiation sub-process will include registered change request and assigned Project work stream manager responsible for further evaluation. Page 14 of 38

15 Nr. Name of the activity Description of the activity Responsible for execution 1. Change request Submits motivated change Submitter request to the NEFAB PMO. 2. Request registration Registers incoming change request 3. Initial evaluation Evaluates submitted information for relevance and sufficiency, selects appropriate work stream manager for further evaluation. 4. Work stream manager assignment Notifies appropriate work stream manager and agrees on initial high level planning and resources for further development. PMO PMO PMO Result Change request with clear motivation and benefits for NEFAB environment. Change request added to Change management database Evaluated change request with proposed assigned work stream manager. Work stream manager is assigned, agreement on initial planning in place. Alternative result Contacts Submitter for additional information if needed or elaborates to submitter why change request is not accepted for further development. Page 15 of 38

16 8.2. Change Evaluation and Assignment Scope The Project work stream manager performs an evaluation of the request to confirm the relevance of the request in scope of NEFAB Concept. Responsibilities Project work stream manager is responsible for determining whether this change is within the scope of the NEFAB concept and assigning a work stream with responsibility for the development of the change request. Project work stream manager identifies all stakeholders as well as all necessary resources needed for comprehensive assessment. Outcome The outputs of the change evaluation and assignment sub-process will include a notification that the request has been assigned for assessment to appropriate work stream, or if request doesn t comply with NEFAB Concept, Project work stream will return change request to Program Manager Office for reevaluation and feedback to change submitter. All outcomes are registered in Change Management Database. Page 16 of 38

17 Nr. Name of the activity Description of the activity Responsible for execution 1. Change evaluation High level change evaluation Project work whether this change is within stream manager the scope of the NEFAB concept. 2. Work stream assignment Assigns a work stream with responsibility for the further development of the change request 3. Identification of all stakeholders and necessary resources Identifies all stakeholders as well as all necessary resources needed for comprehensive assessment 4. Submitter notification Notification sent to Submitter about the status of the change request Project work stream manager Project work stream manager Result Change request is evaluated. Change is within the scope of NEFAB. Benefits are foreseeable. Notification to PMO that the request has been assigned for assessment to appropriate work stream All stakeholders identified. Request sent to PMO for necessary resources PMO Submitter receives feedback Alternative result Change request is evaluated. Change is not within the scope of NEFAB or no benefits are foreseeable. Return change request to PMO for reevaluation and feedback to change submitter Page 17 of 38

18 8.3. Change Assessment Scope In the Change Assessment, the change is evaluated from a user and operational impact viewpoint as well as determining the safety, technical feasibility, risk and effect of a change within the overall environment. Project work stream manager together with assigned work stream performs comprehensive assessment inviting all identified stakeholders as well as necessary experts. NSA is actively involved in assessment process, in order to mitigate further delay along the Implementation. Responsibilities Project work stream manager is responsible for following: Assigning a tasks for the development of the change Managing the operational assessment in collaboration with all interested parties, including: Experts Individual ANSPs NEFAB operational areas NEFAB technical areas managing the technical assessment; reviewing the assessment; proposing the Implementation Plan under which the change will be promoted; registering the change by allocating the next control number from the Change Management database; forwarding the request to the Programme Management Board for authorization. Outcome The completed Change Assessment is electronically submitted and then electronically forwarded for all necessary approvals. The outputs of the change assessment process: A notification to all interested parties that the assessment has been completed und forwarded to Programme Management Board for authorization to proceed un must include following information: An appropriately completed change record with assessment; Project Development and Implementation Plan (PDIP) Cost Benefit Analysis. Page 18 of 38

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20 Nr. Name of the activity Description of the activity Responsible for execution 1. Work stream assignment Task for change assessment is Project work assigned to appropriate work stream manager stream, roles and responsibilities are defined. 2. Stakeholders identification All stakeholders are identified. NSA is invited to participate early to form their opinion alongside the assessment. 3. Operational assessment Operational assessment is made in collaboration with all interested parties and experts 4. Support function assessment Support function assessment is made down streaming all involved sub systems/ sub operations including CBA 5. Assessment review Assessment is reviewed identifying and managing all deficiencies, including reassessment if necessary 6. Project Development and Implementation Plan (PDIP) development 7. Documentation preparation PDIP coordination and development All necessary documentation is prepared for submission to Programme Management Board. Change with assessment is coordinated with NSA Project work stream manager Project work stream manager Project work stream manager Project work stream manager Project work stream manager Project work stream manager Result Work stream is assigned All stake holders are notified, resources are reserved, initial planning for assessment made Assessment record with documented assessment including opinions from all stakeholders. Assessment record with documented support function assessment including references to influenced sub systems/ sub operations and CBA Assessment is reviewed and accepted within all stakeholders PDIP is drafted and coordinated with all involved stakeholders All necessary documentation is prepared and coordination with NSA is made Alternative result If resources are not gathered from all involved stakeholders, notification is sent to PMO for decision taking Assessment is reviewed and is not accepted within all stakeholders. Notification sent to PMO. PMO notifies Submitter Page 20 of 38

21 Nr. Name of the activity Description of the activity Responsible for execution 8. Documentation submission All necessary documentation is PMO to Programme reviewed and prepared for Management Board Programme Management Board. All necessary coordination is made 9. Notification A notification to all interested parties that the assessment has been completed und forwarded to Programme Management Board for authorization to proceed PMO Result All necessary documentation is prepared and coordinated with Programme Management Board All interested parties are notified Alternative result All necessary documentation is not prepared. Sent back to Project work stream manager to eliminate deficiencies Page 21 of 38

22 8.4. Change Authorization Scope The purpose of the Change Authorization is to authorize the change in terms of safety, cost and benefit, and proceed to the change implementation. Authorization by the Programme Management Board is always required for the change to progress. Responsibilities Programme Management Board is responsible for following: ensuring a competent evaluation of the change has been completed; where necessary, specifying criteria or conditions under which progress of the change (through development to implementation) might be reviewed or halted; recording the authorization by a signature. Project work stream manager is responsible for following: Ensuring authorization for the change to be either developed and / or implemented has been obtained; monitoring the approval process; managing any issues with the change; managing rejected changes; notifying affected stakeholders of the outcome (including rejection of changes) of the authorization process. Outcome The outputs of the Change Authorization process will include: A signed change record, from the Programme Management Board that the change can be progressed, or that the change is rejected. An updated record in the Change Management database reflecting the status of the change. Notification to all stakeholders of the proposed change and high level Implementation plan. Page 22 of 38

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24 Nr. Name of the activity Description of the activity Responsible for execution 1. Submission for approval Assessed change with all PMO relevant and supporting documentation is submitted to Programme Management Board for review and approval. A record of coordination with all appropriate authorities is provided. 2. Review of the change Proposed change is reviewed Programme in the terms of safety, cost and Management benefit. Board 3. Approval for the change Proposed change is approved Programme Management 4. Authorization to proceed Proposed change is authorized for Implementation. 5. Notification for the change Notification to all stakeholders is made. Board Programme Management Board PMO Result Assessed change with all relevant and supporting documentation is submitted to Programme Management Board in advance. Review is done A signed record that change is approved Change is authorized for Implementation. High level planning is made. All stakeholders and Submitter are notified Alternative result Change is not approved Change implementation is postponed Page 24 of 38

25 8.5. Implementation (Project) Implementation phase is dealing with particular project implementation. This phase is based on standard project management in ANSP. The Project consists of four sub-phases, but also has clear interfaces to the three earlier phases (Initiation, Assessment and authorization) and to the operations. The phases are: Concept phase (System definition), Design phase (System design), Implementation phase (System Implementation and integration) and Transition phase (Transfer to operation) REMARKS: The extent of the Implementation phase will depend upon the nature of the change. In some cases the individual ANSPs will commence individual work as early as in the Concept phase, while in other cases maybe as late as the Transition phase. It depends upon the level of cooperation and the scope/extent of the change. Some changes might be decided upon at FAB level, but left to the ANSPs to design and implement, while others might be run as a FAB Project all the way to the transition, and the individual ANSPs will only take over responsibility when the change is ready to be transferred into operations. Progress reports will be made after each phase Concept phase Scope The purpose of the concept phase is to develop a Concept of Operations, and define high level functionality and requirements. Safety Objectives will be developed through a hazard identification and assessment process. Responsibilities Project Manager is responsible for - Developing a Project Plan - Kicking off the project - Describing the concept of the change - Review - Reporting to the PMO PMO is responsible for - Reviewing the deliverables from the phase and - Approving commencement of the next phase. Outcome The outcome of the Concept phase will include the description of the concept of the change including: - Project plan, - Operational Concept, - Functions, - requirements, - interface descriptions and - Environment, - hazid report incl SO, - Safety Plan, Page 25 of 38

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27 Nr. Name of the activity Description of the activity Responsible for execution 1. Project planning Identify and plan the activities Project Manager in the project, including: WBS, progress, resources milestones, safety activities etc 2. Define Operational Define the what the change Project Manager Concept are going to achieve, what it is going to deliver, and how it interfaces with other components or systems. Also it must be described in what environment the change is 3. Define Functionality and requirements 4. Develop Conformity Assessment Plan, if applicable going to be performed. Identify the functions relevant for the change, and describe overall requirements for the change. Identify relevant Essential requirements, implementing rules and community specification and develop a plan for 5 Hazard identification Perform hazard identification and assessment, and develop Safety Objectives based on this 6. Notification to NSA If the change is safety related, NSA shall receive a Notification of change based on a template 7. Applications for change in airspace, if applicable If change involves change of airspace, applications according to regulation must be made Project Manager Project Manager/ project team Project Manager/ project team Project Manager Project Manager Result Project Plan with WBS, milestones, resources etc, including Safety plan if relevant Operational Concept, interface descriptions and Operational Environment Description Defined functionality and specified requirements Conformity Assessment Plan List of Hazards and Safety Objectives Filled in template for Notification of change submitted to the NSA Filled in template for Application for change in Airspace submitted to the NSA. Alternative result Page 27 of 38

28 Nr. Name of the activity Description of the activity Responsible for execution Result 8. Review phase Review results with Project Manager representatives for the different stakeholders in the project. 9. Update project plan Update project plan for the PM Updated project Plan next phase in order to incorporate any changes to scope, progress, changes etc 10. Conclusion of Concept PMO phase Project Management Office will review and decide whether the project has delivered the necessary results of the phase or not. All necessary deliverables need to be presented before the project can enter the next phase. Minutes of meeting and report to PMO. Approval of Concept phase, and approval for entering Design phase. Alternative result Page 28 of 38

29 8.5.2 Design phase Scope The purpose of the Design phase is to develop the solution. Responsibilities Project Manager is responsible for - Developing the solution/design of the change - Conducting Risk mitigation - Review - Reporting to the PMO PMO is responsible for - Reviewing the deliverables from the phase - Approving commencement of entering the next phase. Outcome Requirement specifications, safety requirements, System architecture, description of Airspace, procedures etc Page 29 of 38

30 Nr. Name of the activity Description of the activity Responsible for execution 1. Plan the implementation Detailed planning for the Project Manager phase phase including verification plan if applicable 2. Design Develop the solution/design by PM describing the system architecture, the functions, the performance, robustness etc. It can include solutions for airspace design, sectorisation, procedures, training, specifications for Hardware or Software. 3. Risk mitigation Conduct risk mitigation based on common risk assessment process 4. Review Review results with representatives for the different stakeholders in the project. 5. Update project plan Update project plan for the next phase in order to incorporate any changes to 6. Conclusion of Design Phase scope, progress, changes etc Project Management Office will review and decide whether the project has delivered the necessary results of the phase or not. All necessary deliverables need to be presented before the project can enter the next phase. Result Plan for the phase. Verification plan System architecture, system specifications. PM Safety Requirements PM Minutes of meetings PM Updated project Plan PMO Approval of Design phase, and approval for entering Implementation phase. Alternative result Page 30 of 38

31 8.5.3 Implementation Phase Scope The purpose of the Implementation Phase is to realize the product according to the design Responsibilities Project Manager is responsible for - Implement the change according to the design specification - Performing verification activities - Review - Reporting to the PMO PMO is responsible for - Reviewing the deliverables from the phase - Approving commencement of entering the next phase. Outcome The product; Hardware, Software, procedures etc Page 31 of 38

32 Nr. Name of the activity Description of the activity Responsible for execution 1. Plan the implementation Detailed planning for the Project Manager phase phase including verification plan. 2. Implement Implement according to design/requirements/ specifications 3. Verification Perform verification that requirements are fulfilled, including safety requirements and essential requirements if applicable. 4. Review phase Review results with representatives for the different stakeholders in the project. 5. Update project plan Update project plan for the next phase in order to incorporate any changes to scope, progress, changes etc 6. Conclusion of Implementation phase Project Management Office will review and decide whether the project has delivered the necessary results of the phase or not. All necessary deliverables need to be presented before the project can enter the next phase. Project Manager/ project Team Project Manager/ project Team Project Manager Result Plan for the phase. Verification plan Equipment, procedures, trained personnel, documentation etc Verification reports, FATs, SATs, DoC/DSU Minutes of meeting and report to PMO. Project Manager Updated project Plan PMO Approval of Implementation phase, and approval for entering Transition phase. Alternative result Page 32 of 38

33 8.5.4 Transition Phase Scope The purpose of the transition phase is to transfer the change into operation. Responsibilities Project Manager is responsible for - Planning the transition phase including conducting a risk assessment of the actual transition, if applicable - Performing validation activities - Verifying Safety Objectives - Review - Reporting to the PMO PMO is responsible for - Reviewing the deliverables from the phase - Approving the phase - Reporing to the Board of Programme Managements Programme Management Board is responsible for - Endorsing the change - Closing the project. Outcome The change, Technical file, evaluation etc, verifications etc Page 33 of 38

34 Nr. Name of the activity Description of the activity Responsible for execution Result 1. Plan the transition phase Detailed planning for the Project Manager Plan for the transition phase. phase including planning validation activities, and safety assessment of the transition, if applicable 2. Validation activities Perform validation activities Project Manager/ Validation report, Updated according to plan. project team Technical File and Declaration of Verification. 3. Verification of SO Verify that the Safety Project Manager/ Report according to common Objectives are being met project team Safety Assessment process 4. Acceptance Notification Make sure NSA has accepted Project Manager Acceptance Notification from the change 5. Decision to transfer Stakeholders must decide whether to go ahead with the transfer of the change into operations or not. 5. Transfer change into operation Transfer change into operation according to transition plan. 8. Review phase Review results with representatives for the different stakeholders in the project. 10. Conclusion of Transition phase Project Management Office will review and decide whether the project has delivered the necessary results of the phase or not. 11. Termination of the project The Programme Management board will terminate the project once all the necessary deliverables are presented. PMO NSA Statement of decision for transfer into operations. Project Manager Operational system/service Project Manager PMO Programme Management Board Minutes of meeting and report to PMO. Approval of Transition phase, and report to the Programme Management Board Decision on termination of the project. Alternative result Page 34 of 38

35 8.6. Monitoring. The purpose of Monitoring is to ensure that the introduced change is reaching it s objectives and that it is not introducing new risks to the NEFAB environment. maintain all change monitoring confirming the required change status have been recorded at each time reviewing the change for its impacts on all NEFAB managed activities within the lifecycle keeping all affected stakeholders notified of the status of the change. maintain and report all contributing costs (cost sharing) Page 35 of 38

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37 Nr. Name of the activity Description of the activity Responsible for execution 1. Submission to Monitoring All relevant and supporting Project manager documentation is submitted to PMO for further change monitoring 2. Monitoring PMO provides monitoring PMO within the scope of NEFAB Performance & Monitoring function 3. Reporting PMO reports in defined times PMO the current status of the change (performance criteria) 4. Review Change performance is Programme reviewed and if necessary Management appropriate actions are Board initiated Result Monitoring of submitted change is initiated Monitoring function is performed Programme Management Board is informed about current status of the change Performance of the change is satisfactory, continue further monitoring Alternative result Performance of the change is not satisfactory, correction change is initiated Page 37 of 38

38 9. Change Management Records Change Management Records are the responsibility of the Project Work Stream Manager. These records are maintained for NEFAB s internal use to track both all changes and the status of any particular change Change Management Database The change management database provides details about submitted Change Assessment, the associated authorizations and status of each request Change Registration Change Registration occurs in parallel with all change management process. It is the formal recording of the change in the Change Management database that is used for tracking all changes made to the operational environment. It might be that several related individual requests can be combined in the one change Change Tracking The purpose of Change Tracking is to ensure that the change proposal is moved through the relevant parts of the Change Management Process. Change Tracking operates through the complete life of the change, from initiation of the change proposal through to closure after promotion of the change to the production system. The following are parts of the Change Tracking process and are the responsibility of the Project Work Stream Manager: maintaining all change authorizations confirming the required change details have been recorded at each step ensuring the change is moved on from process to process reviewing the proposed solution for its impacts on all NEFAB managed activities keeping all affected stakeholders notified of the status of the change request Page 38 of 38