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

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "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

13 Page 13 of 38

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

19 Page 19 of 38

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

23 Page 23 of 38

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

26 - Resources, (++) Page 26 of 38

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

36 Page 36 of 38

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

OPERATING PROCEDURE IT CHANGE MANAGEMENT PROCEDURES MANUAL. PREPARED BY: AEMO DOCUMENT NO: Enter Document ID VERSION NO: 6.

OPERATING PROCEDURE IT CHANGE MANAGEMENT PROCEDURES MANUAL. PREPARED BY: AEMO DOCUMENT NO: Enter Document ID VERSION NO: 6. OPERATING PROCEDURE IT CHANGE MANAGEMENT PROCEDURES MANUAL PREPARED BY: AEMO DOCUMENT NO: Enter Document ID VERSION NO: 6.6 STATUS FINAL Approvals The undersigned have approved the release of Version 6.6

More information

PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to

More information

PHASE 9: OPERATIONS AND MAINTENANCE PHASE

PHASE 9: OPERATIONS AND MAINTENANCE PHASE PHASE 9: OPERATIONS AND MAINTENANCE PHASE During the Operations and Maintenance Phase, the information system s availability and performance in executing the work for which it was designed is maintained.

More information

Project Execution Guidelines for SESAR 2020 Exploratory Research

Project Execution Guidelines for SESAR 2020 Exploratory Research Project Execution Guidelines for SESAR 2020 Exploratory Research 04 June 2015 Edition 01.01.00 This document aims at providing guidance to consortia members on the way they are expected to fulfil the project

More information

IMO Systems Change Management Procedures. IMO Systems Change Management Procedures for Market Participants

IMO Systems Change Management Procedures. IMO Systems Change Management Procedures for Market Participants IMO Systems Change Management Procedures for Market Participants Version 1.0 25 January 2007 1 Approvals The undersigned have approved the release of Version 1.0 of the IMO s IT Change Management Procedures

More information

AGREEMENT BETWEEN THE PORTUGUESE REPUBLIC AND THE KINGDOM OF SPAIN ON THE ESTABLISHMENT OF THE SOUTH WEST FUNCTIONAL AIRSPACE BLOCK (SW FAB)

AGREEMENT BETWEEN THE PORTUGUESE REPUBLIC AND THE KINGDOM OF SPAIN ON THE ESTABLISHMENT OF THE SOUTH WEST FUNCTIONAL AIRSPACE BLOCK (SW FAB) AGREEMENT BETWEEN THE PORTUGUESE REPUBLIC AND THE KINGDOM OF SPAIN ON THE ESTABLISHMENT OF THE SOUTH WEST FUNCTIONAL AIRSPACE BLOCK (SW FAB) Intentionally left blank 2 PREAMBLE The Portuguese Republic

More information

Change Management Procedures Re: The Peoplesoft Application at Mona

Change Management Procedures Re: The Peoplesoft Application at Mona Change Management Procedures Re: The Peoplesoft Application at Mona (The original Peoplesoft document was modified to relate more closely to UWI Mona) See also.. MITS Project Management Methodology & MITS

More information

NEFAB ANSP Programme Business Plan 2016-2020. ANSCB meeting 12 October 2015

NEFAB ANSP Programme Business Plan 2016-2020. ANSCB meeting 12 October 2015 NEFAB ANSP Programme Business Plan 2016-2020 ANSCB meeting 12 October 2015 NEFAB ANSP Programme Business Plan 2016-2020 Introduction: 5 year business plan 2016 2020 Strategic roadmap in the 5 year period

More information

NFSA Project Management Guidelines

NFSA Project Management Guidelines NFSA Project Management Guidelines Project Management Guide Purpose of this Guide This Guide outlines the NFSA Project Management Guidelines, and includes: NFSA Project Life Cycle Governance Roles and

More information

Minnesota Health Insurance Exchange (MNHIX)

Minnesota Health Insurance Exchange (MNHIX) Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration

More information

Program Lifecycle Methodology Version 1.7

Program Lifecycle Methodology Version 1.7 Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated

More information

Crosswalk Between Current and New PMP Task Classifications

Crosswalk Between Current and New PMP Task Classifications Crosswalk Between Current and New PMP Task Classifications Domain 01 Initiating the Project Conduct project selection methods (e.g., cost benefit analysis, selection criteria) through meetings with the

More information

Safety scanning. The development of the Safety Scanning Tool is a cooperation of

Safety scanning. The development of the Safety Scanning Tool is a cooperation of Safety scanning The development of the Safety Scanning Tool is a cooperation of Where does it fit UniKs: O. Straeter Eurocontrol: H. Korteweg NLR: M.H.C. Everdij CAA-NL: J.W. Nollet Content What is Safety

More information

Skatteudvalget 2014-15 (2. samling) SAU Alm.del Bilag 48 Offentligt. Programme, Project & Service Management Analysis

Skatteudvalget 2014-15 (2. samling) SAU Alm.del Bilag 48 Offentligt. Programme, Project & Service Management Analysis Skatteudvalget 2014-15 (2. samling) SAU Alm.del Bilag 48 Offentligt Programme, Project & Service Management Analysis Table of Content 1 Executive Summary... 3 1.1 Scope of Work... 3 1.2 Methodology for

More information

MINNESOTA STATE POLICY

MINNESOTA STATE POLICY Version: 2.00 Approved Date: 02/24/2012 Approval: Signature on file MINNESOTA STATE POLICY From the Office of Carolyn Parnell Chief Information Officer, State of Minnesota IT Project Portfolio Data Management

More information

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review

Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review Information Sharing Lessons Learned from Gateway Reviews: Gate 3 Investment Decision Review October 2013 The purpose of this document is to share lessons learned to support agencies to better identify

More information

MNLARS Project Audit Checklist

MNLARS Project Audit Checklist Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?

More information

Reserve Bank of Fiji Insurance Supervision Policy Statement No. 8 MINIMUM REQUIREMENTS FOR RISK MANAGEMENT FRAMEWORKS OF LICENSED INSURERS IN FIJI

Reserve Bank of Fiji Insurance Supervision Policy Statement No. 8 MINIMUM REQUIREMENTS FOR RISK MANAGEMENT FRAMEWORKS OF LICENSED INSURERS IN FIJI Reserve Bank of Fiji Insurance Supervision Policy Statement No. 8 NOTICE TO INSURANCE COMPANIES LICENSED UNDER THE INSURANCE ACT 1998 MINIMUM REQUIREMENTS FOR RISK MANAGEMENT FRAMEWORKS OF LICENSED INSURERS

More information

RDTL Procurement Best Practice Guide 7: Managing Contracts. RDTL MINISTRY OF FINANCE Procurement Service BEST PRACTICE GUIDE 7: MANAGING CONTRACTS

RDTL Procurement Best Practice Guide 7: Managing Contracts. RDTL MINISTRY OF FINANCE Procurement Service BEST PRACTICE GUIDE 7: MANAGING CONTRACTS RDTL MINISTRY OF FINANCE Procurement Service BEST PRACTICE GUIDE 7: MANAGING CONTRACTS 1 RDTL Procurement Guidelines The Procurement Legal Regime Decree Law sets out new procurement processes which must

More information

The Virtual Centre Model

The Virtual Centre Model 1 - Introduction Since the late 1980 s the European ANS system has gradually become unable to cope with growing traffic demand. The Single European Sky initiative of the European Commission is meant to

More information

TfNSW Standard Requirements TSR T Technical Management

TfNSW Standard Requirements TSR T Technical Management Template Applicable to: Transport Projects Quality Management System Status: Division: Approved Transport Projects Version: 5.0 Desksite No.: 3455797_1 Date of issue: 1 July 2014 Effective date: 1 July

More information

Product Build. ProPath. Office of Information and Technology

Product Build. ProPath. Office of Information and Technology Product Build ProPath Office of Information and Technology Table of Contents Product Build Process Maps... 1 Process: Product Build... 3 Product Build and Goals... 4... 4 Goals... 4 Product Build RACI

More information

To provide a procedure and associated guidelines to facilitate the management of project dependencies.

To provide a procedure and associated guidelines to facilitate the management of project dependencies. Management DEPENDENCY MANAGEMENT Purpose To provide a procedure and associated guidelines to facilitate the management of project dependencies. Overview Dependencies in this Phase are defined as actions,

More information

Voice Over IP Network Solution Design, Testing, Integration and Implementation Program Overview

Voice Over IP Network Solution Design, Testing, Integration and Implementation Program Overview Voice Over IP Network Solution Design, Testing, Integration and Implementation Program Overview 1/1 Table of Contents 1. Introduction...3 2. Executive Summary...4 3. Program Definition...5 3.1. Program

More information

Guideline on good pharmacovigilance practices (GVP)

Guideline on good pharmacovigilance practices (GVP) 1 2 20 February 2012 EMA/541760/2011 3 4 Guideline on good pharmacovigilance practices (GVP) Module I Pharmacovigilance systems and their quality systems Draft finalised by the Agency in collaboration

More information

OE PROJECT CHARTER TEMPLATE

OE PROJECT CHARTER TEMPLATE PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,

More information

Standard Monitoring Procedures

Standard Monitoring Procedures Standard Monitoring Procedures GEO Certified Club and Course Management Golf Environment Organization 2 Quality Street North Berwick Scotland EH39 4HW T: +44 (0) 1620 895100 W: golfenvironment.org Reference:

More information

Compliance Management Systems

Compliance Management Systems Certification Scheme Y03 Compliance Management Systems ISO 19600 ONR 192050 Issue V2.1:2015-01-08 Austrian Standards plus GmbH Dr. Peter Jonas Heinestraße 38 A-1020 Vienna, Austria E-Mail: p.jonas@austrian-standards.at

More information

Retained Fire Fighters Union. Introduction to PRINCE2 Project Management

Retained Fire Fighters Union. Introduction to PRINCE2 Project Management Retained Fire Fighters Union Introduction to PRINCE2 Project Management PRINCE2 PRINCE stands for: PRojects IN Controlled Environments and is a structured method which can be applied to any size or type

More information

ANNEX 8 Contract Management Strategy

ANNEX 8 Contract Management Strategy ANNEX 8 Contract Management Strategy Bath & North East Somerset, Bristol, North Somerset and South Gloucestershire Councils working together to improve your local transport Contract Management Strategy

More information

Project Management Plan for

Project Management Plan for Project Management Plan for [Project ID] Prepared by: Date: [Name], Project Manager Approved by: Date: [Name], Project Sponsor Approved by: Date: [Name], Executive Manager Table of Contents Project Summary...

More information

AIXM Change Management Charter

AIXM Change Management Charter AIXM Change Management Charter Article 1 Objective 1.1. The evolution of the Aeronautical Information Exchange Model (AIXM) shall be managed in the interest of the largest number of AIXM stakeholders (

More information

Nuclear Safety Council Instruction number IS-19, of October 22 nd 2008, on the requirements of the nuclear facilities management system

Nuclear Safety Council Instruction number IS-19, of October 22 nd 2008, on the requirements of the nuclear facilities management system Nuclear Safety Council Instruction number IS-19, of October 22 nd 2008, on the requirements of the nuclear facilities management system Published in the Official State Gazette (BOE) number 270 of November

More information

PROJECT AUDIT METHODOLOGY

PROJECT AUDIT METHODOLOGY PROJECT AUDIT METHODOLOGY 1 "Your career as a project manager begins here!" Content Introduction... 3 1. Definition of the project audit... 3 2. Objectives of the project audit... 3 3. Benefit of the audit

More information

Funded Peak Activities

Funded Peak Activities Funded Peak Activities Triennial Service Plan Guidelines Version 2.0 Sector Development Directorate Ageing, Disability and Home Care Department of Family and Community Services NSW July 2012 Final Document

More information

Peer Reviews on Pre-application of Internal Models for NSAs and Colleges Final Report

Peer Reviews on Pre-application of Internal Models for NSAs and Colleges Final Report EIOPA-RP-13-096a 18 July 2013 Peer Reviews on Pre-application of Internal Models for NSAs and Colleges Final Report 1/17 Table of Contents 1. Introduction... 3 1.1 Reasons for the peer reviews... 3 1.2

More information

The ICMCI CMC Competence Framework - Overview

The ICMCI CMC Competence Framework - Overview This CMC Competence Framework specifies the cluster of related abilities, commitments, knowledge, and skills that a management consultant should demonstrate in practice in order to successfully complete

More information

Contract and Vendor Management Guide

Contract and Vendor Management Guide Contents 1. Guidelines for managing contracts and vendors... 2 1.1. Purpose and scope... 2 1.2. Introduction... 2 2. Contract and Vendor Management 2.1. Levels of management/segmentation... 3 2.2. Supplier

More information

A&CS Assurance Review. Accounting Policy Division Rule Making Participation in Standard Setting. Report

A&CS Assurance Review. Accounting Policy Division Rule Making Participation in Standard Setting. Report A&CS Assurance Review Accounting Policy Division Rule Making Participation in Standard Setting Report April 2010 Table of Contents Background... 1 Engagement Objectives, Scope and Approach... 1 Overall

More information

General Conditions for the Certification of Management System

General Conditions for the Certification of Management System General Conditions for the Certification of Management System The National Standards Authority of Ireland, inc. (hereinafter referred to as NSAI) located at 20 Trafalgar Square Nashua, NH 03063 provides

More information

This interpretation of the revised Annex

This interpretation of the revised Annex Reprinted from PHARMACEUTICAL ENGINEERING The Official Magazine of ISPE July/August 2011, Vol. 31 No. 4 www.ispe.org Copyright ISPE 2011 The ISPE GAMP Community of Practice (COP) provides its interpretation

More information

Qualified Electronic Signatures Act (SFS 2000:832)

Qualified Electronic Signatures Act (SFS 2000:832) Qualified Electronic Signatures Act (SFS 2000:832) The following is hereby enacted 1 Introductory provision 1 The purpose of this Act is to facilitate the use of electronic signatures, through provisions

More information

Guidance Material for Air Navigation Services Providers compliance with the Common Requirements

Guidance Material for Air Navigation Services Providers compliance with the Common Requirements EUROCONTROL GUIDANCE MATERIAL related to the European Commission Regulation N 2096/2005 laying down Common requirements for the Provision of Air Navigation Services Guidance Material for Air Navigation

More information

GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES

GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES Level 37, 2 Lonsdale Street Melbourne 3000, Australia Telephone.+61 3 9302 1300 +61 1300 664 969 Facsimile +61 3 9302 1303 GUIDELINE NO. 22 REGULATORY AUDITS OF ENERGY BUSINESSES ENERGY INDUSTRIES JANUARY

More information

Guidelines for Financial Institutions Legislative Compliance Management (LCM) Date: July 2004 Introduction

Guidelines for Financial Institutions Legislative Compliance Management (LCM) Date: July 2004 Introduction Guidelines for Financial Institutions Legislative Compliance Management (LCM) Date: July 2004 Introduction Regulatory risk is the risk of non-compliance with applicable regulatory requirements. For the

More information

Operations. Group Standard. Business Operations process forms the core of all our business activities

Operations. Group Standard. Business Operations process forms the core of all our business activities Standard Operations Business Operations process forms the core of all our business activities SMS-GS-O1 Operations December 2014 v1.1 Serco Public Document Details Document Details erence SMS GS-O1: Operations

More information

Spillemyndigheden s change management programme. Version 1.3.0 of 1 July 2012

Spillemyndigheden s change management programme. Version 1.3.0 of 1 July 2012 Version 1.3.0 of 1 July 2012 Contents 1 Introduction... 3 1.1 Authority... 3 1.2 Objective... 3 1.3 Target audience... 3 1.4 Version... 3 1.5 Enquiries... 3 2. Framework for managing system changes...

More information

Role and Skill Descriptions. For An ITIL Implementation Project

Role and Skill Descriptions. For An ITIL Implementation Project Role and Skill Descriptions For An ITIL Implementation Project The following skill traits were identified as fairly typical of those needed to execute many of the key activities identified: Customer Relationship

More information

DIRECTIVE NUMBER: 141.03.04.001 v2.0. SUBJECT: Correctional Integration Systems Change Management Plan

DIRECTIVE NUMBER: 141.03.04.001 v2.0. SUBJECT: Correctional Integration Systems Change Management Plan DEPARTMENT OF CORRECTION SUPPORT Management Services DIRECTIVE NUMBER: SUBJECT: Correctional Integration Systems Change PAGE NUMBER: 1 of 10 Adopted: 12-15-03 01.00.00. POLICY OF THE DEPARTMENT It is the

More information

SCHEDULE 3. Milestones and Deliverables. Redacted Version

SCHEDULE 3. Milestones and Deliverables. Redacted Version SCHEDULE 3 Milestones and Deliverables Redacted Version This Schedule 3 sets out the Service Provider s obligations in respect of the milestones and deliverables relating to the implementation and operation

More information

U.S. DEPARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION. Air Traffic Organization Policy

U.S. DEPARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION. Air Traffic Organization Policy U.S. DEPARTMENT OF TRANSPORTATION FEDERAL AVIATION ADMINISTRATION Air Traffic Organization Policy ORDER JO 1000.37A SUBJ: Air Traffic Organization Safety Management System Effective Date: 5/30/14 The mission

More information

Procedure. Work Health and Safety Contractor Management. Document number: PRO-00808. Rev no. Description Process Owner Approved for issue

Procedure. Work Health and Safety Contractor Management. Document number: PRO-00808. Rev no. Description Process Owner Approved for issue Procedure Work Health and Safety Contractor Management Document number: PRO-00808 This document is the property of Seqwater. It must not be copied or reproduced in any way whatsoever without the authority

More information

Smart Meters Programme Schedule 2.5. (Security Management Plan) (CSP South version)

Smart Meters Programme Schedule 2.5. (Security Management Plan) (CSP South version) Smart Meters Programme Schedule 2.5 (Security Management Plan) (CSP South version) Schedule 2.5 (Security Management Plan) (CSP South version) Amendment History Version Date Author Status v.1 Signature

More information

ISO 9001: 2008 Construction Quality Management System Sample - Selected pages (not a complete plan)

ISO 9001: 2008 Construction Quality Management System Sample - Selected pages (not a complete plan) ISO 9001: 2008 Construction Quality Management System Sample - Selected pages (not a complete plan) Part 1: Project-Specific Quality Plan Part 2: Company Quality Manual Part 3: Submittal Forms Part 4:

More information

PHASE 6: DEVELOPMENT PHASE

PHASE 6: DEVELOPMENT PHASE PHASE 6: DEVELOPMENT PHASE The Phase features a key step in the project: system construction. The previous phases lay the foundation for system development; the following phases ensure that the product

More information

QA Roles and Responsibilities

QA Roles and Responsibilities QA Roles and Responsibilities There are various roles on projects, some people may play more than one role. You should always check with your organizations testing methodology on what your role(s) are.

More information

Documents required to open an account and establish customership: 2. An attested copy of the minutes of the decision-making body of the company

Documents required to open an account and establish customership: 2. An attested copy of the minutes of the decision-making body of the company 1 Opening a bank account This attachment details the documents and written explanations that banks usually require before opening a corporate bank account. Practices may vary between banks. A company's

More information

Part 1 Checklist. Feasibility 2. Investigation 9. Design 18. Construction 26

Part 1 Checklist. Feasibility 2. Investigation 9. Design 18. Construction 26 Part 1 Checklist Process Page 2 9 Design 18 26 Page 1 FEASIBILITY 1. Establishment 1.1 Establishment Recognise problem, need or opportunity. Formulate goal and objectives. Prepare project charter. Obtain

More information

IT Services Website Redevelopment

IT Services Website Redevelopment UCD IT Services IT01 IT Services Website Redevelopment Project Initiation Document Version 1.0 1, December 2014 Version History Version Date Summary of Changes Changed by 1 1/12/2014 Brian Morrissey IT

More information

December 21, 2012. The services being procured through the proposed amendment are Hosting Services, and Application Development and Support for CITSS.

December 21, 2012. The services being procured through the proposed amendment are Hosting Services, and Application Development and Support for CITSS. Justification for a Contract Amendment to Contract 2012-01: Interim Hosting and Jurisdiction Functionality for the Compliance Instrument Tracking System Service (CITSS) December 21, 2012 Introduction WCI,

More information

ITS Change Management Guidelines

ITS Change Management Guidelines ITS Change Management Guidelines Revision 3.0 Original drafted March 5, 2002 Revision 3.1 Version Update November 28, 2011 Revision 3.2 Version Updated February 24, 2012 Revision 3.3 Current Version Updated

More information

Network Certification Body

Network Certification Body Network Certification Body Scheme rules for assessment of railway projects to requirements of the Railways Interoperability Regulations as a Notified and Designated Body 1 NCB_MS_56 Contents 1 Normative

More information

Comments and proposals on the Chapter IV of the General Data Protection Regulation

Comments and proposals on the Chapter IV of the General Data Protection Regulation Comments and proposals on the Chapter IV of the General Data Protection Regulation Ahead of the trialogue negotiations later this month, EDRi, Access, Panoptykon Bits of Freedom, FIPR and Privacy International

More information

Joint Operations Steering Committee Charter

Joint Operations Steering Committee Charter JOINT GOVERNANCE DOCUMENTS Document #: XXX-0001 - CHARTER - Joint Operations Steering Committee.doc Last Updated: 03/05/2011 Joint Operations Steering Committee Charter The Directors of the Department

More information

PROJECT MANAGEMENT GUIDELINES NATIONAL TRANSPORT AUTHORITY

PROJECT MANAGEMENT GUIDELINES NATIONAL TRANSPORT AUTHORITY PROJECT MANAGEMENT GUIDELINES FOR PROJECTS FUNDED BY THE NATIONAL TRANSPORT AUTHORITY (UP TO 20 MILLION IN VALUE) december 2011 Table of Contents Section A 1. Introduction 4 1.1 Purpose 4 1.2 Applicability

More information

Final Document. Title: IMDRF Standards Operating Procedures. Authoring Group: IMDRF Management Committee. Date: 17 December 2014

Final Document. Title: IMDRF Standards Operating Procedures. Authoring Group: IMDRF Management Committee. Date: 17 December 2014 IMDRF/MC/N2FINAL:2014 (Edition 2) Final Document Title: Authoring Group: IMDRF Standards Operating Procedures IMDRF Management Committee Date: 17 December 2014 Jeff Shuren, IMDRF Chair This document was

More information

Drinking Water Quality Management Plan Review and Audit Guideline

Drinking Water Quality Management Plan Review and Audit Guideline Drinking Water Quality Management Plan Review and Audit Guideline This publication has been compiled by Queensland Water Supply Regulator, Department of Energy and Water Supply. State of Queensland, 2013.

More information

Project Management Competency Standards

Project Management Competency Standards BSB01 Business Services Training Package Project Management Competency Standards CONTENTS BSBPM401A Apply scope management techniques...3 BSBPM402A Apply time management techniques...8 BSBPM403A Apply

More information

The PMP Application Process

The PMP Application Process The PMP Application Process The purpose of this document is to explain the PMP application process and provide helpful links and tools for submitting your application. Reference: The reference for the

More information

National IT Project Management Methodology

National IT Project Management Methodology NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA National IT Project Management Methodology Project Reporting Support Guide Version 0.5 Project Reporting Support Guide version 0.5 Page 1 Document Version

More information

Template K Implementation Requirements Instructions for RFP Response RFP #

Template K Implementation Requirements Instructions for RFP Response RFP # Template K Implementation Requirements Instructions for RFP Response Table of Contents 1.0 Project Management Approach... 3 1.1 Program and Project Management... 3 1.2 Change Management Plan... 3 1.3 Relationship

More information

Project Management Change Management Procedure

Project Management Change Management Procedure Change Management Procedure Procedure # Description: Overview Outlines the steps for a Project Manager to manage change in an organization Objective To ensure that organizational change is managed in a

More information

Statement of Work. Systems Center Configuration Manager. Prepared for School Board of Sarasota County Thursday, 12 June 2008 Version 1.3.

Statement of Work. Systems Center Configuration Manager. Prepared for School Board of Sarasota County Thursday, 12 June 2008 Version 1.3. Statement of Work Systems Center Configuration Manager Prepared for School Board of Sarasota County Thursday, 12 June 2008 Version 1.3.1 Released Prepared by Dom Vila Program Manager dom.vila@microsoft.com

More information

Second Clinical Safety Review of the Personally Controlled Electronic Health Record (PCEHR) June 2013

Second Clinical Safety Review of the Personally Controlled Electronic Health Record (PCEHR) June 2013 Second Clinical Safety Review of the Personally Controlled Electronic Health Record (PCEHR) June 2013 Undertaken by KPMG on behalf of Australian Commission on Safety and Quality in Health Care Contents

More information

This document is meant purely as a documentation tool and the institutions do not assume any liability for its contents

This document is meant purely as a documentation tool and the institutions do not assume any liability for its contents 2004R0552 EN 04.12.2009 001.001 1 This document is meant purely as a documentation tool and the institutions do not assume any liability for its contents B REGULATION (EC) No 552/2004 OF THE EUROPEAN PARLIAMENT

More information

Integrated Assurance & Approval Strategy and Integrated Assurance & Approval Plans

Integrated Assurance & Approval Strategy and Integrated Assurance & Approval Plans Integrated Assurance & Approval Strategy and Integrated Assurance & Approval Plans A guide to implementing integrated assurance and approvals Version 1.0 - May 2011 Contents Introduction 03 Integrated

More information

PLANNIN WORKING PAPER. International. Theme 1: WORK. (Presented by SUMMARY. in this paper. feasibility of. system in the future.

PLANNIN WORKING PAPER. International. Theme 1: WORK. (Presented by SUMMARY. in this paper. feasibility of. system in the future. International Civil Aviation Organization HLSC/15-WP/3 21/11/14 WORKING PAPER SECOND HIGH-LEV VEL SAFETY CONFERENCE 2015 (HLSC 2015) PLANNIN G FOR GLOBAL AVIATION SAFETY IMPROVEMENT Montréal, 2 to 5 February

More information

U.S. Department of Education Federal Student Aid

U.S. Department of Education Federal Student Aid U.S. Department of Education Federal Student Aid Lifecycle Management Methodology Stage Gate Review Process Description Version 1.3 06/30/2015 Final DOCUMENT NUMBER: FSA_TOQA_PROC_STGRW.NA_001 Lifecycle

More information

Transition and Transformation. Transitioning services with minimal risk

Transition and Transformation. Transitioning services with minimal risk IBM Global TECHNOLOGY Servicess and Transformation ing services with minimal risk Summary To transition services is a complex process involving many issues. When outsourcing to IBM, you gain the benefit

More information

Report on the EMR Delivery Body s performance of its functions in relation to the Capacity Market

Report on the EMR Delivery Body s performance of its functions in relation to the Capacity Market Report on the EMR Delivery Body s performance of its functions in relation to Report Publication date: 19 June 2015 Team: EMR Team Contact: Sujitra Krishnanandan; Matthew Pearson Tel: 020 3263 9832; 020

More information

PHASE 8: IMPLEMENTATION PHASE

PHASE 8: IMPLEMENTATION PHASE PHASE 8: IMPLEMENTATION PHASE The Implementation Phase has one key activity: deploying the new system in its target environment. Supporting actions include training end-users and preparing to turn the

More information

Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year

Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year Enter Project Name Project Management Plan (PMP) Kickoff Month, Day, Year 1 Purpose The Project Management Plan (PMP) is a formal, approved document used to manage project execution. The PMP documents

More information

Project Management Methodology

Project Management Methodology Project Management Methodology 1/6/2015 PAGE 1 OF 28 Version 2.0 Contents INTRODUCTION... 4 1. Overview... 4 PHASE 1 PROJECT INITIATION... 5 1. Governance Model... 6 2. Project Prioritization Process...

More information

PROJECT AGREEMENT FOR THE PLANNING AND DESIGN OF THE COMMON REGISTRY SOLUTIONS

PROJECT AGREEMENT FOR THE PLANNING AND DESIGN OF THE COMMON REGISTRY SOLUTIONS PROJECT AGREEMENT FOR THE PLANNING AND DESIGN OF THE COMMON REGISTRY SOLUTIONS Council of Australian Governments An agreement between the Commonwealth of Australia and the States and Territories, being

More information

Quality Management System Process/ Management Review

Quality Management System Process/ Management Review Directorate in charge: Process concerned: Process owner: Executive Directorate Quality Management System Process/ Management Review Quality Section Manager Véronique Magnier Purpose and Scope of the :

More information

Common SES-Certification 4-States/Eurocontrol ANSPs Common Requirements AMCs and analyses working sheet Status: 2 February 2006

Common SES-Certification 4-States/Eurocontrol ANSPs Common Requirements AMCs and analyses working sheet Status: 2 February 2006 Common SES-Certification -States/Eurocontrol ANSPs Common Requirements AMCs and analyses working sheet Status: February 006 States AMC matrix ATS AIS CNS.xls 1 of 19 Common SES-Certification -States/Eurocontrol

More information

ESSIP OUTLINE DESCRIPTION FOR THE IMPLEMENTATION OF THE VOICE OVER INTERNET PROTOCOL IN ATM

ESSIP OUTLINE DESCRIPTION FOR THE IMPLEMENTATION OF THE VOICE OVER INTERNET PROTOCOL IN ATM ESSIP OUTLINE DESCRIPTION FOR THE IMPLEMENTATION OF THE VOICE OVER INTERNET PROTOCOL IN ATM DEFINITION & CONTEXT Topic Description Associated supporting material finalised? What is it? What has to be done?

More information

Code of Practice. for Inspecting and Certifying Buildings and Works. Building Control Regulations 2014

Code of Practice. for Inspecting and Certifying Buildings and Works. Building Control Regulations 2014 for Inspecting and Certifying Buildings and Works Building Control Regulations 2014 February, 2014 Table of Contents 1. Introduction 1 1.1 Status and Purpose of Code 1 1.2 Overview of Code 1 1.3 Application

More information

Ministry Of Health Registration of Interest

Ministry Of Health Registration of Interest Ministry Of Health Registration of Interest Intermediaries Social Bond Pilot(s) Part 1 Instructions and Supporting Information What s inside? Introduction to Social Bonds Purpose of the ROI Instructions

More information

CONFIGURATION COMMITTEE. Terms of Reference

CONFIGURATION COMMITTEE. Terms of Reference SWBTB (8/13) 166 (g) CONFIGURATION COMMITTEE Terms of Reference 1. CONSTITUTION 1.1 The Board hereby resolves to establish a Committee of the Board to be known as the Configuration Committee (The Committee).

More information

OVERVIEW OF THE PREQUALIFICATION OF DIAGNOSTICS ASSESSMENT PROCESS. Prequalification of Diagnostics

OVERVIEW OF THE PREQUALIFICATION OF DIAGNOSTICS ASSESSMENT PROCESS. Prequalification of Diagnostics D i a g n o s t i c s a n d L a b o r a t o r y T e c h n o l o g y OVERVIEW OF THE PREQUALIFICATION OF DIAGNOSTICS ASSESSMENT PROCESS Prequalification of Diagnostics PQDx_007 v3 20 April 2010 Table of

More information

Compliance. Group Standard

Compliance. Group Standard Group Standard Compliance Serco is committed to good governance practices and the management of risks supported by a robust business compliance process SMS-GS-G2 Compliance July 2014 v1.0 Serco Public

More information

UNIVERSITY OF GUELPH PROJECT MANAGEMENT FRAMEWORK

UNIVERSITY OF GUELPH PROJECT MANAGEMENT FRAMEWORK UNIVERSITY OF GUELPH PROJECT MANAGEMENT FRAMEWORK Table of Contents Document Purpose:... 3 What is a Project?... 3 What is not a Project? (e.g. Operational Tasks)... 3 What is Project Management?... 4

More information

Draft Copy. Change Management. Release Date: March 18, 2012. Prepared by: Thomas Bronack

Draft Copy. Change Management. Release Date: March 18, 2012. Prepared by: Thomas Bronack Draft Copy Change Management Release Date: March 18, 2012 Prepared by: Thomas Bronack Section Table of Contents 10. CHANGE MANAGEMENT... 5 10.1. INTRODUCTION TO CHANGE MANAGEMENT... 5 10.1.1. PURPOSE OF

More information

SCHEDULE OO CE NETWORK TRANSITION

SCHEDULE OO CE NETWORK TRANSITION SCHEDULE OO CE NETWORK TRANSITION 1. INTERPRETATION 1.1 Purpose of this Schedule This Schedules outlines the terms and conditions with respect to the CE Transition, including the procedures, terms and

More information

Service Level Policy. San Diego Geographic Information Source. City and County of San Diego. by and between. and. Version 1.1 Revised January 12, 2011

Service Level Policy. San Diego Geographic Information Source. City and County of San Diego. by and between. and. Version 1.1 Revised January 12, 2011 Service Level Policy by and between San Diego Geographic Information Source and City and County of San Diego Version 1.1 Revised January 12, 2011 TABLE OF CONTENTS REVISION HISTORY... 3 INTRODUCTION...

More information

USACE Design (DQC) Quality Control Plan Sample

USACE Design (DQC) Quality Control Plan Sample USACE Design (DQC) Quality Control Plan Sample Part 1: Project-Specific Design Quality Plan Part 2: Company Quality Manual Part 3: Submittal Forms Contact: Ed Caldeira 410-451-8006 Pat [Pick the date]

More information

PHASE 6: DEVELOPMENT PHASE

PHASE 6: DEVELOPMENT PHASE PHASE 6: DEVELOPMENT PHASE The Phase features a key step in the project: system construction. The previous phases lay the foundation for system development; the following phases ensure that the product

More information

<name of project> Software Project Management Plan

<name of project> Software Project Management Plan The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor

More information

Procedure for Assessment of System and Software

Procedure for Assessment of System and Software Doc. No: STQC IT/ Assessment/ 01, Version 1.0 Procedure for Assessment of System and Software May, 2014 STQC - IT Services STQC Directorate, Department of Electronics and Information Technology, Ministry

More information