Example for Preliminary Project Plan (pE1)



1 Introduction

1.1 Purpose of the document
The purpose of this preliminary project plan is to convey a general overview of the course of the planned DataConnect project.

1.2 Validity of the document
The solution to be devised must be explained in detail in the specification of proposed solution document.
The personnel envisaged for this can only be pledged if a positive project decision is reached by M4/96.

1.3 Definitions of terms and abbreviations
GG: Division
DataConnect: System for data acquisition, data management and evaluation of projects and orders within a company.

1.4 Relationship with other documents
The basis for the project plan is provided by the description of the required functions as set out in the customer's user requirements specification V1.3.



2 Project goal

The DataConnect system should cover all aspects of commercial, technical and quality-related project and order monitoring, all related aspects of data capture, data maintenance and evaluation, and accessing capabilities. Generally speaking, the DataConnect system should be used as a network application within the customer's company.

Data acquisition, monitoring and evaluation should take place on a common central database and must be possible on both order and project level. The project data should be available, possibly in condensed form, both during and after the project.

The system should be open (i.e. each user having the right to read all data except personal data) and provide a comparable account of the project / order activity for the users. Write access is limited to a small number of users.

Access to the system should be via PC front-end applications. Open interfaces should be provided for customized evaluations.

It is important to emphasize that DataConnect is being developed first and foremost for monitoring and evaluation purposes and not for planning on project and order levels. Nevertheless, minimum solutions are supported in this respect for simple and small-scale projects. The customized planning tools of the individual users should continue to be used as planning instruments for large-scale projects. Interfaces will be supported as far as possible for planning tools.

The question of which database is located in the background should be irrelevant for the DataConnect system.














3 Project organization
  • Client
    Mr. Adam Mustermann
    SNI GP PB 2PSE QM
    Tel.: 0049 89 / 63300 / 12345
    Address: Hofmannstraße 3
    D-8000 München
    E-mail: adam.mustermann@sni.de
  • Project manager
    Mr. Berthold Benjamin
    PSE KB 124
    Tel.: GEU / 999
    E-mail: berthold.benjamin@siemens.at
  • QA manager
    Ms. Cäcilie Cibulka
    PSE KB 131
    Tel.: GEU / 888
    E-mail: caecilie.cibulka@siemens.at
  • Responsible ORG unit:
    Mr. Brauer KB12
    GEU / 800
  • GG/KB QM:
    Mr. Rudischer KB QM
    GEU / 111

    . . .

4 Framework for effort

The effort has been arrived at on the basis of the user requirements specification (version V1.3) in an effort estimation meeting of March 17, 1997 (mean value of 3 independent estimates). The total effort will be around 50 MM (170 Mh/MM).



















5 Personnel requirements framework
  • Qualification
    Project DataConnect Knowledge matrix

    Project
    planning

    Data model

    SQL programming

    ORACLE-
    ADMIN

    U...User
    E...Expert
    a(#)...training to user
    e(#)...training to expert
    Training measures
    Mr. Müller E U, e(1) a(on Job) --  
    Ms. Maier -- a(2) E U  
    Ms. Huber, possibly external consultant -- -- -- E  
    Mr. Berger -- -- U --  
    Actual 1*E 1*U 1*E, 1*U 1*E,1*U  
    Required
    (required by)
    1*E
    (M5/96)
    1*E, 2*U
    (E5/96)
    1*E, 2*U
    (M7/96)
    1*E
    (E8/96)
     

    Re. knowledge matrix:
    (1) "DB-Design" course, March 23-25, SNI TC, Mch.
    (2) "Data modeling with ERWIN" workshop, April 11-12, DB Support Center, GUD

  • Histogram of manpower
    DataConnect project
    Histogram of manpower
    M5/96 M6/96 M7/96 M8/96 mm/yy
    Mr. Müller -- -- -- Mr. Müller
    60 %
     
    Ms. Maier  --  -- Ms. Maier
    100 %
    Ms. Maier
    100 %
     
    Ms. Huber Ms. Huber
    50 %
    Ms. Huber
    100 %
    Ms. Huber
    100 %
    Ms. Huber
    100 %
     
    Mr. Berger Mr. Berger
    100 %
    Mr. Berger
    100 %
    Mr. Berger
    100 %
    Mr. Berger
    100 %
     
    Total 1.5 MM 2 MM 3 MM 3.6 MM  

    Re. histogram of manpower:
    It is also possible to work in man weeks (MW) or man years (MY) depending on the size of the project.

6 Framework for deadlines
  • Start of project
    The planned personnel will be available for the project from the start of 5/96. The project cannot therefore start before 5/96.
  • Duration of the project
    Because of the planned project volume and provisional histogram of manpower, a project duration of 13 months can be anticipated.
  • Completion / delivery date
    Provisional delivery date for release 1 is the start of 5/97.
7 Constraints
  • Project type
    The project is a development project. stdSEM is envisaged for the development method.
  • Processing
    The project will be processed in the form of a fixed-price project.
8 Risks
  • There is no software requirements specification at the current time. This will be drawn up at the start of the project. The estimation must be performed at a fixed price (including travel and computer costs) without a software requirements specification being available (in order to reduce the level of risk, the contract draft should include a climb-out point after the software requirements specification).
  • The development enterprise depends on deliveries from the Antonitsch company (end of March 1996). Delays to this delivery result in delays in delivery times.
  • The deadline framework required by the customer is extremely tight. There is no reserve built in.
  • The customer wants to agree contractual penalties in the event of late delivery. Up until now, PSE has only offered agreements as per ZRG Circular No. 1/90.
  • The experts from department KB 61 are currently involved in other projects. In view of the current crisis in the SIMBA and BONUS projects, only very limited resources can be made available for our project. Our department must therefore build up its own industry-specific (bank) know-how.
  • Since the customer's order is not anticipated until the end of November, SNI Munich must provide advance services. The defined climb-out point (worst case - no customer order) is November 30.

Siemens AG Österreich, Program and Systems Engineering PSE
Contact: stdSEM Webmaster
Last modified: 08/27/98 15:41
Copyright © Siemens AG Österreich 1997. All rights reserved.