PM 1.5: Generation of Preliminary Plan



		PM 1.5: Generation of Preliminary Plan

PM1.5 - Grobplan erstellen

Contents
Product Flow
Handling
Recommendation
Explanation
Roles

Methods
Tools Requirements
External Norms
Links to the V-Model Mailinglist

Contents		Product Flow Handling Recommendation Explanation Roles		Methods Tools Requirements External Norms Links to the V-Model Mailinglist

Product Flow

From		Product		to		Methods	Tool Req.	Ext. Norms
Activity	State	Chapter	Title	Activity	State	Methods	Tool Req.	Ext. Norms
External	-	All	Project Order	-	-			/ISO IEC 12207/ Supply Proc.: Planning, Devlp. Proc.: Proc. Implement., Doc. Proc.: Proc. Implement., Mngmt. Proc.: Planning, Infraest. Proc.: Proc. Implem., Training Proc.: Proc. Implem.
PM1.4	accepted	All	Project Manual	-	-
PM7	being proc.	Existing	Project Plan	PM3 , PM4 , PM6 , PM7 , PM8 , PM10 , PM11 , PM12 , CM1 , CM4.7 , QA1	being proc. ⁽¹⁾	BAR EMOD FMEA ⁽²⁾ NPT TREE	SPM01 SPM04 SPM05

+ "Chapter" are extra columns from the original printed version of GD 250

Handling

The activity's goal is to realize a preliminary planning for the entire project.

To do so the marginal conditions (from activity PM1.2 - Definition of Project Criteria and Development Strategy ) and the project-specific V-Model (relevant activities and products) must be taken into consideration.

The planning must be set up in several steps:

Since special requirements are expected of the development process and the development environment from a certain criticality level, it might be necessary that tools having the required functionality or quality are available as soon as possible.

The staff must be experienced enough to generate an analysis of the cooperation of the selected IT measures (security functions and security concepts). The same staff must also be able to realize efficiency analyses for the mechanisms and methods selected for the implementation of the security functions and security concepts.

In the case of higher criticality, the staff available must have sufficient experience with semiformal or formal specifications.

If an accompanying evaluation is to be realized, the cooperation of the evaluating staff member and the BSI must also be considered in the planning.

* Effort Planning and Time Scheduling

This part of the project planning must establish planned values for deadlines, planning sections and efforts, based on the organization planning in the Project Manual; this is the initial preliminary planning for the project. Any specifications of the customer with regard to interim and final deadlines as well as to milestones have to be entered into the Project Plan. To make this easier, empirical values, expressed in percent, might be used for the efforts of QA, CM and PM.

Detailed planning for the following planning section must be realized during the corresponding initialization.

* Planning Baselines

The products to be generated during a project have to be combined into defined baselines. The definition of milestones within a project is the criterion for the determination of baselines.

For products within a baseline that are subject to dynamic processing (refinement or adding of statements) the planned processing status of the corresponding products must be established.

* Planning Phase Reviews

The phase reviews relevant in the project have to be defined. The reference points for the phase reviews may be baselines or the decision for the selection of a contractor.

* Resource Planning

Among the organizations participating in the project, it must be defined (by using the activities/roles matrices) which persons are in charge of the realization of which project activities, and which resources have to be available for the individual tasks. It must also be established for which period these persons and tools are required, and to which capacity utilization rate.

Recommendation

In order to guarantee that the planning data are as realistic as possible the following points should be considered:

high criticality and security have an impact on efforts and deadlines, and require a great amount of matured resources as well as experienced staff,

the staff members in charge of project activities should participate in the estimation of efforts and in time scheduling,

during estimating and planning possible alternative problem solutions should also be considered,

planning must include critical situations that cannot be anticipated (rough estimation based on empirical values),
efforts for management activities, project-internal communication and coordination should not be underestimated.

Another way to arrive at realistic planning data is to analyze the Project Histories of similar projects that have already been completed or at least are further advanced. Thus, it is possible to gain conclusions for the current project. This means that the causes of previous problems must be searched for in existing history and statistical documents.

One of the important planning points is the coordination of SWMM measures, subcontractors and subprojects. However, the coordination is not limited to project or product-internal matters; it must also be generally applied since this is the only way to reuse (sub-) products and to make the most of the experience of individual staff members.

Explanation

Within the scope of the project initialization preliminary planning is performed for the entire project period. Detailed planning takes place as accompanying activity, usually at the beginning of a planning section.

Roles

Role	Participation
Project Leader	responsible
Project Administrator	cooperating

Methods

Product	Methods Allocation	Use
Chapter 2.1 Project Plan. Product Structure Plan	TREE - Tree Diagram	Generate
Chapter 2.2 Project Plan. Process Organization	NPT - Network Planning Technique	Generate
Chapter 3.1.1 Project Plan. Efforts (Planned and Actual) for SD/QA/CM/PM Activities	EMOD - Estimation Models	Generate
Chapter 3.1.2 Project Plan. Deadlines (Planned and Actual) for SD/QA/CM/PM Activities	BAR - Bar Plan	Generate
Chapter 3.1.3 Project Plan. Milestone Plan	BAR - Bar Plan	Generate
Chapter 3.1.6 Project Plan. Delivery and Supply Deadlines	BAR - Bar Plan	Generate
Chapter 4.1 Project Plan. Staff	BAR - Bar Plan	Generate
Chapter 4.2 Project Plan. Resources	BAR - Bar Plan	Generate
Chapter 5 Project Plan. Risk Considerations	FMEA - Failure Mode Effect Analysis ⁽²⁾	Generate

Tools Requirements

Product	Functional Tools Requirements
Project Plan.Resource Plan	SPM01 - Managing Project Resources
Project Plan.Project Realization Project Plan.Efforts Plan and Time Schedule Project Plan.Resource Plan	SPM04 - Supporting Planning of the Project Realization
Project Plan.Efforts Plan and Time Schedule	SPM05 - Supporting Cost Estimation

External Norms

Norm	Process	Chapter	Obs.
/ISO IEC 12207/	Supply Process	Planning	(s. Part 3 - ISO 3.2.1)
	Development Process	Process Implementation	(s. Part 3 - ISO 3.2.1)
	Documentation Process	Process Implementation	(s. Part 3 - ISO 3.2.2)
	Management Process	Planning	(s. Part 3 - ISO 3.2.3)
	Infraestructure Process	Process Implementation	(s. Part 3 - ISO 3.2.3)
	Training Process	Process Implementation	(s. Part 3 - ISO 3.2.3)

Links to the V-Model Mailinglist

Mail 0277 -Re: Projektplan (277)

Note:

(1) The state "b. proc." merely reflects the CM aspect. The authorization of the Project Plan by the project management responsible is nevertheless required, possibly with the participation of the QA Manager.

(2) Method FMEA is to be applied if
- high restrictive planned values (deadlines, costs) or
- high requirements
have to be fulfilled in the project.

GDPA Online Last Updated 01.Jan.2002 Updated by Webmaster Last Revised 01.Jan.2002 Revised by Webmaster