Procurement of Project Management Training Services-

Transcription

1 Statement of Work

2 Table of Contents 2. Purpose and Scope Background Information Objectives Statement of Work Requirement Specifications for Services Requirement Specifications for the Supplier Delivery Schedule Attachments... 5 Attachment A: Excerpt from process description of the project management process of SGTS Background Information... 6

3 2. Purpose and Scope Purpose: Scope: The present Statement of Work (SoW) has been prepared for procurement of training services in project management. The present Statement of Work includes all requested Services (hereinafter referred to as the Services ) and related specific requirements. 3. Background Information The Division of Technical and Scientific Services (SGTS) of the Department of Safeguards (SG) of the International Atomic Energy Agency (IAEA) is responsible for providing all equipment (instruments and instrumentation systems) and support required for the work of Safeguards Operations Divisions. SGTS is responsible for the entire equipment life-cycle, starting from conceptual development through design, engineering, testing, maintenance to disposal. SGTS incorporates a number of technology-based engineering teams. These teams include managers, scientists, engineers and technicians. SGTS staffs are all experts in their field of expertise. There is, however, a need to establish across all teams a common project management approach to all aspects of equipment life-cycle. As part of this effort there is a need to provide and respectively refresh the general project management knowledge of staff, as this is understood and practised by leading acquirer and developer international organisations worldwide. 4. Objectives Through taking delivery of Services requested in the present SoW, SGTS wants to achieve the following objectives: 4.1 Acquire knowledge of standard project management that is based on Prince2 methodology, as it is understood and practiced by leading acquirer and developer organisations worldwide; 4.2 Acquire knowledge that helps SGTS to develop an integrated approach to the set of management and technical disciplines for optimising system effectiveness, enhancing project success and reducing risk; 4.3 On staff level achieve the following: Staff understand the overall concepts of managing projects to successful completion; Staff understand the basics and key elements of project management; Staff understand the overall project management process elements, and their relationships, which collectively constitute the building blocks of project management; and At the completion of the course, staff are capable of managing equipment development and operations support projects to successful completion, in international environment. 4.4 Put in practice the approved SGTS project management process using MS Project Professional and MS Project Server Statement of Work The Supplier shall provide the following Services in compliance with the requirements specifications listed in section 5 and section 6 and in compliance with the delivery schedule outlined in section 7: 5.1 The Supplier shall get familiar with the project management process of SGTS (see Attachment 1 for excerpt from the process description); 5.2 The Supplier shall analyse project management knowledge of SGTS staff and identify trainings needs in project management and shall submit to the IAEA a written report on the

4 results of the training needs assessment; 5.3 The Supplier shall customize a standard project management training course (hereinafter referred to as the Project Management Training Course ) to the project management process of SGTS and to the training needs of SGTS staff and shall prepare training material for this customized training course; and 5.4 The Suppler shall deliver the Project Management Training Course and at the end of the training course the Supplier shall conduct certification test, shall provide trainees, who successfully complete the course an attendance certificate and shall submit to the IAEA the consolidated feedbacks of trainees. 6. Requirement Specifications for Services The Supplier shall deliver the Project Management Training in compliance with the requirements listed below. 6.1 The training course and the training material shall be customized to meet the following requirements: The training course and the training material shall be in-line with the SGTS project management process; The training course and the training material shall address the training needs of staff; The training course shall be based on Prince2 methodology; and The training course and the training material shall include training on using MS Project Professional 2010 as project management tools. 6.2 The Project Management Training Course shall address, at minimum, the following topics: Introduction to project management (What is a project and why can it fail? Definition of key terminology); Roles and responsibilities in a project (the role and skills of the project manager, the roles and responsibilities of the project team, other roles and responsibilities); Defining the project, its scope and its objectives; Processes linked or embedded in project management (planning, scheduling, change management, risk management); Communications; Implementation, execution; People management techniques; and Project tracking and evaluation (measuring results, capturing data, learning lessons). 6.3 The training material shall include, at minimum, the following sections: Summary of training needs analysis; Training syllabus; Training schedule; Teaching approach (e.g.: interactive, passive, lectures, hands-on); Process for evaluating the trainees; Training manual, containing at minimum the classroom presentations; and List and short description of reference material. 6.4 The training material shall be provided in electronic form and, optionally, in paper form to all participants; 6.5 The training material shall be prepared at the Supplier s site; 6.6 The Project Management Training Course shall be delivered at the IAEA in Vienna, Austria; 6.7 The Supplier shall deliver two sessions of the Training Course: Morning session: to a group of 15 trainees.

5 Afternoon session: to another group of 15 trainees. 6.8 It is preferred that the length of the training course, morning and afternoon sessions together, is 5 (five) consecutive working days. However, the Supplier may propose otherwise and the IAEA will decide on the length of the training course after reviewing the results of the training needs analysis and of the training course material. 6.9 The Training Course shall be delivered in English. 7. Requirement Specifications for the Supplier 7.1 The Supplier shall be a professional commercial organization specialized in and accredited for delivering project management training courses to engineers and technicians in the field of project management with focus on Prince2 methodology; 7.2 The Supplier shall be affiliated with an international organization of project management. 8. Delivery Schedule 8.1 The Supplier shall complete services described in paragraphs 4.1 and 4.2 from above within 6 (six) weeks after entry into force of the present contract. 8.2 The Supplier shall complete services described in paragraphs 4.3 from above and shall submit the training material for review and acceptance by the IAEA within 10 (ten) weeks after entry into force of the present contract. 8.3 The IAEA will review the training material and will send a notification on the results of the review to the Supplier within 1 (one) week after the training material was received from the Supplier. 8.4 The Supplier shall complete services described in paragraphs 4.4 from above within 4 (four) weeks after acceptance of the training material by the IAEA. 8.5 The start date of the Training Course shall be agreed between the IAEA and the Supplier at least 4 (four) weeks in advance of the start date, but only after acceptance by IAEA of the training material. 8.6 The Supplier shall deliver the training in the IAEA facilities in Vienna, Austria (Vienna International Centre, Wagramer str. 5, Vienna, Austria). 8.7 The Supplier shall adhere to the normal working hours of IAEA, i.e.: 8:45 17:30 (CET=UTC+1) with 45 (forty-five) minutes lunch break. 9. Attachments Attachment A: Excerpt from process description of the project management process of SGTS.

6 Attachment A: Excerpt from process description of the project management process of SGTS. 1. Background Information SGTS manages equipment development and engineering activities required for safeguards implementation, procures and tests equipment and systems needed for inspection activities, controls and maintains safeguards equipment and supply inventory, and provides specialized field support to inspectors and inspection activities. All development and support activities are organized in tasks with clearly defined objectives and deliverables. It should be noted that many of these tasks, regarding scope and importance, could be considered entire projects. Tasks need to be distributed to SGTS teams based on each team s specialization and expertise and managed according to a well-established project management process. 2. Objectives The main objectives of managing tasks according to a project management process are the following: 1. Efficient and correct distribution of tasks and task elements to the relevant teams with the appropriate specialization and expertise. 2. Time and cost-efficient execution of tasks. 3. Full synergy of expertise and effort for increased time and cost efficiency. 4. Facility-level system integration. 3. Definitions Task Officer: Each Task is managed by a Task Officer. The Task Officer is ultimately responsible for the delivery on the Task User Need: The User Need is a complete and concise formulation of the objectives to be accomplished in the Task User Requirements: User Requirements are technical and other specifications, based on the User Need and complemented by general engineering requirements Deliverable: The deliverable is a tangible result requested from the Task. In cases when a service or other non-tangible result is requested, the deliverable is a written report. Each Task needs to have a deliverable Safeguards Equipment Coordination Sub-Committee (SEC): Sub-committee tasked with the coordination of all life-cycle processes of safeguards equipment Scientific and Technical Panel (STP): Panel providing scientific and technical review, strategic guidance, and coordination of equipment development activities within SGTS. 4. Process Flow...

7 5. Process Description Task Assignment: The process starts with logging a new Task in the Task List. Each new Task shall be entered in the Task List by either the SGOs Instrumentation Officers or SGTS SHs or TLs. The SEC Technical Secretary ensures that all SGTS SHs and TLs are notified when a new Task is published on the Task List. The SEC Secretary also provides a monthly list of all new Tasks to Divisional Managers and to the SEC. SGTS Teams independently evaluate new Tasks and accept those that match their specialization and expertise. The SEC Technical Secretary monitors the acceptance of new Tasks. If a new Task is not accepted within one month after being entered into the Task List or is accepted by more than one SGTS Team, the SEC Technical Secretary makes a recommendation to Divisional Managers on the assignment of the Task. Divisional Management makes the final decision on the assignment. The Divisional Management may also make decisions on other aspects of managing the Task, such as coordination with other Tasks, details of the process to follow, deliverables and delivery dates Task Initiation: The TL of the SGTS Team assigned to the new Task nominates a Task Officer (TO). The Task Officer, with assistance from the SEC Technical Secretary, initiates the management of the Task. Tasks with a total cost exceeding EUR100,000 are required to be managed using Microsoft Project Server, which is the IT application chosen by SGTS for project management. SGTS SHs and TLs may decide to manage all Tasks using Microsoft Project Server Conceptual phase: In the conceptual phase of managing the task, the TO, after analysing the requirements and all options available to comply with the requirements, prepares the Task Plan for TL and SH for approval. Tasks with a total cost exceeding EUR100,000 require endorsement of the STP and of the SEC, and approval of the DIR-SGTS. The conceptual phase includes the following activities: 1. Review of the User Need 2. Requirements analysis 3. Preparation of the User Requirements document 4. Requirements Review 5. Option analysis 6. Planning 7. Preparation of the Task Plan Execution phase: The execution phase is the phase where activities required to produce the deliverables take place. The execution phase can be divided into consecutive or parallel stages. Each stage shall start with planning (preparation of the Stage Plan), shall have at least one deliverable and shall end with the acceptance of the deliverable. The Stage Plan and acceptance of deliverables shall be approved by TL and SH. The STP can be consulted in technical and scientific issues and the SEC s assistance can be sought when high-level departmental coordination is required Task Closure: The final stage consists of acceptance of all deliverables and closure of the Task. The TO prepares the Final Report for TL and SH approval. Final Reports for Tasks with a total cost exceeding EUR100,000 require endorsement of the STP and of the SEC, and approval of the DIR-SGTS. 6. Activities This section describes the sub-processes and activities that should be performed throughout the entire duration of the Task.

8 6.1.1 Requirements Management: 1. Requirements capture: All user requirements with tolerances are captured and included in the User Requirements Document by the future users of the deliverables. 2. Requirements review: Prior to being released, the User Requirements Document shall be reviewed by all stakeholders in the Task. 3. Requirements change control: User requirements are baselined with the first approved version of the User Requirements Document. Changes to the requirements are controlled: each change is reviewed by all stake-holders in the Task and each change is documented with the release of a new version of the User Requirements Document Planning: 1. The Task is managed and executed according to the Task Plan. 2. The Task Plan should address the following aspects of the Task: Scheduling with milestones and tolerances of milestones, Resource management with resources and tolerances, Budget with cost and tolerances of itemized costs, Risk management, Communication, Quality assurance. 5. The Task Plan is generated at the start of the Task. 6. The Task Plan may be changed in the following cases: - At the end of each stage, with the updated plan of the next stage. - When an Exception Report is prepared (see par for definition). - After each peer-review Change Management: 1. The Task Officer ensures that changes are applied in a controlled way throughout the entire execution of the Task. 7. The Task Officer has the authority to make changes that do not result in exceeding the tolerances (included in the Task Plan or User Requirements Document). However, the Task Officer will, if feasible, notify the immediate supervisor about the change. 8. In case when changes that are expected to result in exceeding the tolerances, the Task Officer together with all stake-holders in the Task analyses the requirements for the change and the impact of the change and prepares an Exception Report. 9. The Exception Report includes: a. Reason (background information, justification) for change; Description of the proposed change; Description of the impact of the change on schedule, resources, budget, and in general, all aspects of the Task; Risks associated with the change; A new version of the Task Plan. 10. The Exception Report is approved by TL and SH. After approval of the Exception Report the Task is managed based on the new Task Plan included in the Exception Report. 11. In case of Tasks with a total cost exceeding EUR100,000 the Exception Report requires endorsement of the STP and of the SEC, and approval of the DIR-SGTS.

9 6.1.4 Risk Management: 1. The Task Officer is responsible for organizing and supervising management of all risks throughout the entire execution of the Task. 2. The Task Officer starts a Risk Register for the Task and enters each reported and perceived risk. 3. It is the responsibility of all stake-holders in the Task to inform the Task Officer of any real or perceived risk at the start and throughout the entire execution of the Task. Throughout the entire execution of the Task, the Task Officer ensures that the information contained in the Risk Register is accurate, complete, relevant, and current 4. The Task Officer assesses the following aspects of each risk (because of the wide complexity of Tasks and thus complexity of risks, the following assessment method of risks uses non-exact criteria; while this assessment method could be subjective, still provides an acceptable view to the TO and SGTS Divisional Management on the risk levels of Tasks): Severity of impact of the risk on delivery time, cost, required resources, quality of deliverables, scope of the Task Severity applying the following severity levels: - Severe: occurrence of the risk would stop the Task. - Moderate: occurrence of the risk has at least one of the following consequences: delays, increase in cost and needs for resources, significantly lower quality level of the deliverables, moderate scope creep, and a significant decrease of benefits. - Minor: occurrence of the risk has only the following consequences; slight reduction in the quality level of the Task results, negligible scope creep, and marginal decrease of benefits. Probability of occurrence of the risk applying the following probability categories: - High: the occurrence of risk is imminent or close to imminent. - Low: the occurrence of risk is unlikely. - Medium: in-between the above two. Timeliness of the risk applying the following timeliness categories: - Immediate: the occurrence of risk can be immediate. - Mid-term: the risk can occur at any time between present time and the next scheduled review in the Task. - Long-term: the risk can occur only after the next schedule review in the Task.

10 5. Based on the severity and probability, the Task Officer assigns a score to each risk using the following risk matrix: I M P A C T Severe Moderate Minor Low Medium High 5. LIKELIHOOD 6. Figure 2: Matrix for an estimated scoring of risks 6. The Task Officer monitors the mitigation of the risk. Mitigation strategies may include: - Terminating the risk by changing the scope, the objectives or the Task Plan. - Reducing the severity of the impact by changing the Task Plan. - Transferring the risk to an external party through a commercial contract or through the Member State Support Programs. - Accepting the risk through the inclusion of contingencies in the Task Plan Coordination between Tasks: 1. Coordination and facility-level system integration will be carried out by an SGTS staff designated by Divisional Management, hereinafter referred to as the Coordinator. 7. The Coordinator will represent SGTS in the Project Team. Task Officers involved will participate in Project Team meetings when required. 8. Communication with other divisions and with the Project Team will be directly from the Task Officers involved. The Coordinator will be included in all communications. 9. All Task Officers will participate in the reviews of user requirements, planning, conceptual design, final design, compliance verification, and final evaluation. 10. The STP may be consulted for scientific and technical advice and divisional coordination. 11. The SEC may be consulted for support in departmental coordination. 7. Facilitation of Project Management Process The information technology (IT) system used for managing Tasks in SGTS is Microsoft s Project Server with Project Professionals as client software The web-based interface of this system is accessible to license-holders at SGTSI/PE is tasked with administration of the system and for liaison with SGIS Separate guidance and training is provided for the use of this system The SEC Technical Secretary will assume a facilitator role for the process. In this role, the

11 SEC Technical Secretary has the following responsibilities: 1. Organize quarterly reviews of the Task List between SGTS Teams and SGOs. 2. Cooperate with representatives from other Divisions in entering new tasks onto the list. 3. Facilitate cooperation between SGTS teams, SGOs and other Divisions. 4. Participate in the organization of the annual inter-divisional meetings. 5. Provide project management guidance. 6. Provide guidance in systems engineering and systems engineering management