Success in managing complex systems design
and integration efforts requires a multitude of disciplines
that compliment the talents of each member of the program
team. Through the use of a formal program management methodology
and an organization that supports the work to be accomplished,
Communications Design Associates is confident that the program
being proposed will deliver the highest degree of satisfaction
for schedule cost and performance.
CDA utilizes a formal methodology for
managing its customers programs. This methodology is based
on proven techniques in program management that are readily
adaptable to conform to the clients and its principal architects
internal program practices.
The construction of any facility, particularly
the one being proposed, is a complex program that will require
diverse experience and skills from numerous disciplines to
be completed successfully. CDA believes that the most qualified
team to develop the systems required would consist of a cross-functional
staff consisting of a coalition of personnel. The organizational
structure is developed with careful consideration for:
||Supporting the schedule for design and implementation
of the systems proposed.
|| Ensuring that program controls are adhered to by all
functions of the CDA program team.
||Leveraging the talents of the various functional organizations
while ensuring proper integration of the overall program
Accordingly CDA will assume the role
of Project Manager for all media and communications systems,
under the clients direction for the design, development and
implementation of the systems proposed. The CDA relationship
is a very powerful combination to offer, given the collective
talents of CDA and its partners in broadcast systems. In the
Project Management capacity, CDA will provide:
|| A single point of contact (the Program Manager) representing
all the Systems Consultants.
||Status for all contractor activities.
||Program business management activities including:
||Single focal point for subcontractor business inquiries
and ongoing negotiations
||Responsibility for all financial and business reporting
||Coordinated budgeting and procurement direction.
||Program planning and control for coordination of all
program administrative responsibilities.
Essential to any systems design effort
is a clear set of processes and techniques by which a project
manager can plan, initiate, and track activities toward achieving
a set of milestones. These project management practices provide
the foundation for projects to be successful.
The CDA Team is committed to the success
of this program and will provide the tools and resources to
ensure that the project is successfully delivered. A key to
that success is a set of critical business processes:
||Review and approval
||Subcontractor management plan
The processes that CDA will provide have
been developed and refined through experience in large systems
integration efforts and are proven techniques for managing
these efforts successfully.
Each process is described in the following sections:
1. PROJECT CONTROLS:
The project controls process is initiated through a planned
effort to create a project plan and a project schedule baseline
against which all project performance is measured. The project
plan contains a hierarchical Work Breakdown Structure (WBS)
that clearly identifies describes all activities and tasks
required to perform necessary work.
The WBS hierarchy supports the development
of the project schedule baseline. The project schedule baseline
is developed and maintained in a project management tool.
The tool is used to manage the relationships between key activities,
tasks, deliverables, and milestones of the WBS and to produce
a schedule that contains at least one logic path flowing from
the start through the end of the project. Once established,
reviewed, and approved, the master project schedule cannot
be altered without approval by all facets of Program Management.
Using the WBS as the base of information,
the organizations performing the project work create internal
plans and schedules to clearly identify detailed tasks that
must be accomplished to complete key project activities, tasks
and milestones. These internal schedules are discussed at
regular internal schedule status meetings to review current
status on progress and any related problems or risks. The
internal schedules are under control of the organizations
performing the work, but the information gathered at these
meetings is used to make recommended changes to the project
Project controls include the development
and ongoing monitoring and reporting of critical project metrics.
For this program, these metrics could include schedule performance
analysis (tool, activity start, completion versus the baseline),
completion of deliverables, and project progress trend analysis.
Metrics from supporting processes, including outstanding issues,
and change proposals, will also be used. The metrics and conclusions
and/or trends they indicate will be reviewed at the scheduled
project reviews. At Program Manager's discretion, a special
project review meeting can be called to review critical project
CDA considers the configuration management process to be an
integral part of the project management practices; this is
reflected in the project tracking methods. Configuration management
is a business function that is provided to effectively control
and manage the functional specifications and contractual terms
and conditions. Configuration management processes manage
requests in a consistent and disciplined manner. This effective
configuration management process ensures:
||Visibility and control of scope, schedule and cost changes.
||Consistent decision-making regarding the implementation
of change throughout the project organization.
||Consistent quality of deliverables that meets the project's
||Clear roles and responsibilities with regard to managing
||Effective team communication.
||Effective interface to other processes, such as configuration
control and integration
||Efficient interface with the change control processes
After the baseline scope has been determined
and approved, a Change Request Form is used to initiate changes
to modify, delete, or add to the baseline. A request may be
initiated due to the a change in business environment, needs,
or goals, since the beginning of the project development effort.
The project team may also identify changes during development.
3. ISSUE RESOLUTION PROCESS:
Issue resolution is a formal process that quickly results
in a documented decision. Issue resolution is a step-by-step
process that moves through the organizational chain in a predetermined
process at a rapid pace until the common management element
resolves the issue. Issue resolution is functioning at its
optimum when differences are resolved at the lowest possible
level. This resolution provides for the rapid decisions necessary
in the system design environment.
4. REVIEW AND APPROVAL PROCESS:
All deliverable documents are reviewed and approved by the
client per the Statement of Work. Reviews are designed to
provide checkpoints during the delivery cycle and to ensure
that current and planned tasks comply with the organization's
policies, procedures, requirements, and obligations as stated
in the contract. The cost and time associated with the review
and approval of project documents will be reduced by performing
frequent, informal reviews whenever possible. This process
provides for early detection and correction of errors, minimizing
the possibility of substantial rework.
To ensure formal review take place, they
will be included in the detailed project plan. A definitive
process specifying distribution lists of reviewers and duration
of the review and approval process will be agreed upon prior
to the start of the program.
5. QUALITY ASSURANCE PLAN:
CDA is committed to supporting and facilitating a quality
assurance process that ensures a high-quality delivery of
the related systems from both an end-user and a maintenance
perspective. The quality assurance function addresses three
aspects of systems delivery:
Quality assurance assess the quality of the project's products
through document reviews, process audits, design walk-through
and inspections, development of a through testing strategy
and test monitoring. Established project standards, document
review standards, and generally accepted industry standards
are used as criteria for product reviews and walk-through,
audits and testing approaches.
Through process audits, the quality assurance function assesses
how well the system development, delivery, and support processes
satisfy their intended functions. Quality assurance also evaluates
whether established processes are capable of delivering a
quality result and of providing an appropriate level of visibility
to project management and quality assurance.
Quality assurance assesses the quality of the existing project
management processes and results (for example, project plan
development and engineering change control). Quality assurance,
along with project management, identifies the processes and
products deemed to be of high risk to project success. The
quality assurance function applies an appropriate level of
attention to monitoring these high risk areas. Each team member
in the program will have responsibility for ensuring the quality
of other team member's work as well as for his or her own.
Quality assurance processes address: Defect prevention, especially
training and methods that reduce the likelihood of a defect
being introduced into the product. Appraisal, including:
||Design and code walk-through and inspections
||Review at key project milestones
||Audits of key management, process, and product efforts
|| Document reviews
||Process audits and process improvement for the development
and delivery processes.
||Error tracking and problem reporting
||Technical and user requirements/test results, tracking
throughout the delivery cycle
6. SUBCONTRACTOR MANAGEMENT PLAN:
The success of this project depends heavily upon the ability
of its subcontractors to meet rigorous standards of quality
and schedule performance. Each of the subcontractors involved
with this program has been carefully chosen based on the quality
of their services that fit into the overall solution, as well
as their reputation for delivering to schedule and budgetary
expectations. CDA employs a variety of methods in order to
successfully manage the effort of its subcontractors, such
||Independent constituent contracts (statements of work)
with each major subcontractor
||Developed and integrated program schedule inclusive
of the deliverables and supporting activities from each
||Regular schedule reviews to track variances in the schedule
and surface any other issues or concerns
||Application of a "hands-on" approach to relationships
with subcontractor by fully integrating them within the
||Assignment of a dedicated program business manager to
manage the business relationships with each
Given the size and complexity involved
in successfully delivering the systems proposed herein, it
is essential that the product delivery schedules are managed
closely and in a controlled fashion. To this end, CDA will
manage its major subcontractors through the use of formal
subcontract that directly support the program plan.
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