Introduction to Project Management. June 12, 2014

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Introduction to Project Management

June 12, 2014

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Table of contents

I.

Introduction to Project Management

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Ⅰ. Introduction to Project Management

WAY4U (Information Planning Reengineering)

Background and purpose

Birth of WAY4U Methodology

To meet the changing client

needs and New IT environments

To have a standard methodology

Based on Real Practices

To overcome new IT Project’s

Issues and Risks

Ⅰ- 1. What is Project Management?

 An independent project management methodology of LG CNS based on PMBok, CMMI, ISO 12207.

 Project management is the application of knowledge, skills, tools, and techniques to project

activities to meet the project requirements - PMboK

Note 1) PMBoK: Project Management Body of Knowledge WAY4U based on PMBoK, a Project

Management Concept of the Project Management Institute (PMI) that provides International Project Management Standards

Integration Management Scope Management Schedule Management Cost Management Quality Management Communication Management Risk Management Resource Management Procurement Management

Process Improvement based on Capability Maturity Model Integration (CMMI)

Experience from Many Overseas Projects and Large-scale Pubic Projects in Korea and

Repository Utilization

KMS

PAL

• To refine and utilize project management

methodology based on lessons learned from many projects over the years LG CNS using stored

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Ⅰ. Introduction to Project Management

Ⅰ- 1. What is WAY4U?

Field Proven Project management methodology based on International Standards

WAY4U, a project management methodology developed by LG CNS, is based on PMBoK1) and

meets international standards such as CMMI and ISO 12207.

Systematic

Project

Management

S c ope m anagem ent S c hedul e m anagem ent 리 관 험 위 의 사 소 통 관 리 P roc ur em ent m anagem ent Int egr at ion m anagem ent S c ope m anagem ent S c hedul e m anagem ent C os t m anagem ent Q ual ity m anagem ent R es our c e m anagem ent C om m uni c at ion m anagem ent R is k m anagem ent P roc ur em ent m anagem ent Int egr at ion m anagem ent

PMBoK

CMMI

KMS and

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Ⅰ. Introduction to Project Management

Ⅰ- 2. Framework of Project Management

5 Management Stage

Project

management _• _{To improve execution}

capability of project participants

• To execute project

planning elements

• To collect related metrics

5 M

an

ag

em

en

t

S

tag

e

Commence

-ment

Planning

Control

Execution

completion

• To define project

objectives, standards, and procedures

• To define resources and responsibilities

• To identify risks in the initial stage and develop management plan

• To review project plans and set criteria

• To end the scope, schedule, cost, and quality control

• To end project risk management

• To end business agreement with suppliers

• To end the project finally

• To define the project management framework

• To define tasks and activities for project

• To secure communications channel

• To define the project organization

• To control the project scope

• To control project progress (costs, schedule, etc.)

• To control project quality and risks

• To transfer progress information and communicate

• To manage partners and suppliers

• To monitor and re-plan project planning elements

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Ⅰ. Introduction to Project Management

Ⅰ- 2. Framework of Project Management

9 Project Management Areas

9

P

ro

ject

M

an

ag

em

en

t

A

reas

• To forecast project finance

• To secure and control budget

• To develop and manage budgeting procedures

• To develop quality plan

• To validate whether plans and procedures are met

• To check whether requirements are met

• To develop and adjust schedule

• To evaluate schedule feasibility

Schedule

Finance

Scope

Quality

Communi

cation

Risks

Procure

ment

Integration

Resources

• To identify requirements and deliverables

• To break-down tasks

• To set the baseline

• To define whom to communicate • To develop communication plan • To control and manage

communication

• To track and manage contracts

• To adjust tasks

• To track and review results

• To adjust total configuration elements

• To control integration changes

• To develop resource plan

• To fund resources

• To motivate and educate

• To identify and evaluate risks

• To develop actions to deal with risks

• To develop contingency plan

9 project

management

areas

Project

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Table of contents

I.

Introduction to Project Management

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Ⅱ. Project Management Tools

Ⅱ- 1. Utilize Automation Tools

Utilize various automation tools

To present more

easily and supports all

stakeholders in

project

To reduce errors in

project management

by using systematic

tool

Higher efficiency

and effectiveness

Pms-F

DMS

G-AMS

4)

Note 1) WAY4U : LG CNS’s standard methodology which means method/procedure/approach of system development for the client and user (U-You)

Note 2) pms-F(Project Management for Field) : LG CNS’s web-based automatic project management tools Note 3) DMS(Development Management System) : LG CNS’s application development/management tools

Note 4) G-AMS(Global Account Management System) :LG CNS’s web-based system operation/management tools

* Whether to use tools listed above 2)~4) will be determined through consultation with the client considering environment of project.

PM Project team member LG CNS executives/ Quality supporting org, Client Local partners

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Ⅱ. Project Management Tools

Ⅱ- 1. Utilize Automation Tools

Utilize various automation tools

Schedule

Management Tool

MS

Project

•To provide various functions to optimize the project schedule, resource allocation, and budget management

•To support various presentation formats such as Gantt Chart, Pert Chart, and graphs

•To enable upload to and download from pms-F

•To be the best tool to utilize project management tools

•To manage scheduling and performance

•To provide data to manage progress and analyze the project in connection with pms-F

Document

Management Tool

MS

Office

•To utilize easy and powerful documentation functions

•To support various formula calculation and charts

•To support various diagrams and documentation functions

•To be the most widely used document management tool

•To be the most common and

powerful tool for presentation

•To develop various presentation and data shared with clients

•To maximize efficiency in document sharing and management by

avoiding the use of other document management tools such as Hangul

•To maximize business efficiency by actively utilizing various figures and analysis data on workforce and resource budget management

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How to Manage Progress?

Ⅱ- 2. Process Management

Completion

(50%-50%)

• To evaluate the performance of a task started as 50% • To evaluate the performance of a task completed as 100% • To be objective and simple

• To partially admit the performance of a task not yet finished

• To encourage

completion of tasks

• To have chances of performance underestimation and exaggeration

• To require lots of time and efforts for validation

Milestone

• To partially admit the performance of a task meeting the milestone

• To be objective

• To provide a more accurate description for tasks executed

• To be relatively complicate

• Not to encourage completion of tasks WAY4U Methodology

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Ⅱ. Project Management Tools

Connection with Scheduling

Progress Status Monitoring

• To use automated progress management

tools

• To send a regular report on project progress

Accurate Forecasting of Schedule

Delays

• To forecast a possible schedule delay using system management

Schedule Delay Prevention

• To develop actions to deal with schedule

delays based on consultation (schedule or scope adjustment)

Schedule

Planning

Progress

Evaluation

and Analysis

Schedule

Control

• To define task list, order, and relations

• To develop schedule plan

• To review and approve schedule planning

• To measure progress against the schedule

• To report on progress evaluation and the gap between progress and the schedule

• To develop troubleshooting measures

• To analyze the impact of schedule changes

• To prepare changed schedule plan

• To review and approve changes

How to Manage Progress?

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P

re

v

en

ti

on

o

f

p

ro

gr

es

s

d

e

la

y

Systematic

monitoring

Accurate forecast

of schedule delay

Prevention of

schedule delay

 Continued monitoring of schedule in task unit using pms-F

 Regular report on project performance (internal report within the project team)

 To encourage activities in progress

 To forecast potential schedule delay preliminarily by analyzing earned progress against plan registered in Pms-F

 Possible to accurately forecast potential schedule delay through schedule simulation by the system.

 To devise ways to eliminate schedule delay if it’s forecast (overtime work, mobilization of additional manpower, schedule

adjustment, work priority adjustment, devise potential preventive measures)

 Elimination measures shall be discussed with Client according to attributable causes of the schedule delay.

Delay equal to or less than 5%1)

To resolve internally by the project team

Minor

Delay equal to or less than 10%

To perform risk management after registering to risk management

Warning

Delay equal to or greater than 10%

To control and devise countermeasure through discussion with Client after registering to risk management

Danger

In case progress delay occurs

Progress Delay Management

How to Manage Progress?

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How to Manage Requirement?

Ⅱ- 3. Requirement Management

Requirement Identification Procedures

Identification

Plan

Analysis

Formalization

and Approval

Validation



To collect requirements using various methods and identify accurate

requirements



To develop requirement management plan to define and agree on

requirements

–

Offer education on requirements

–

Select requirement identification source

–

Collect requirements and prepare requirement definition

–

Define quality features

–

Develop a general test plan

–

Select employees who should identify requirements

–

Define requirements identification methods and procedures

–

Develop requirement tracking plan

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Identification

Plan

Analysis

Formalization

and Approval

Validation



To change requirements into formal and standardized forms



To review requirements, and set and approve the baseline in consultation

with users



To identify detailed requirements and complement requirement

definition based on business analysis

–

Complement requirement definition

–

Record requirement tracking

–

Develop quality objectives and evaluation method

–

Develop plans to validate and confirm requirements

–

Review requirements together with users

–

Set the baseline for requirements

–

Register configuration management system

–

Approve

Requirement Identification Procedures

How to Manage Requirement?

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How to Manage Organization?

Ⅱ- 4. Organization Management

LG CNS Project Team Organization

Ensuring Effective Communication Taking Into Account Future Technology

Utilizing LG CNS Local Companies Utilizing Experts in Each Field

Application Team Operation-Relate Team GIS Team

Project Management Team

Project Management

Quality Management Team

Quality Management Support from Korea or overseas Support from Korea

Project Manager

LG CNS Development Center • Make an program of operation-related application LG CNS Support Organization

• Technical Service Dept.

• Infrastructure Service Dept.

Establishing Organization Chart

Infrastructure Team Network H/W, System S/W TRS PABX/CTI Center Display CCTV Integration Team1) Test Deploy Building Construction Team Construction team Design Team Interior Team

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Role Company Responsibility

Project Manager LG CNS

• To manage project issues and risks

• To manage Korean and foreign suppliers

• To be responsible for local business in general

Project Management Team/Quality Management Team

LG CNS • To manage schedule, quality, scope, issues, and risks

• To contact with related organizations

Applicati on Team

Operation-related

Team LG CNS

• To Implementation Operation-related application

(analysis & Design)

GIS Team LG CNS/KSIC • To Implementation GIS application

Infrastructure Team

H/W, S/W, N/W LG CNS

• To install hardware, software, network

• To develop application architecture & modeling

• To provide database administration

Command

Centre display LG CNS/CPI • To implementation command centre display system

TRS LG CNS/Teltronic • To install and integration TRS system

IP Telephony LG CNS/ RodemTech • To install and integration IP Telephony system

CCTV LGCNS/ • To install CCTV system of Security in the urban and fire monitoring

Network Construction LG CNS/ • To install network cabling

Command Center Building

Construction Team MCS • To build an Command Center

LG CNS Support Team

Integration Team LG CNS • To make a test plan and test the hole systems

• To make a deploy plan and deploy the hole systems

LG CNS development

center LG CNS • To make an application program (coding) of operational-related system

LG CNS Support Team LG CNS • To review quality and performance of system implementation

Ⅱ. Project Management Tools

How to Manage Organization?

Ⅱ- 4. Organization Management

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How to Manage Resource?

Ⅱ- 5. Resource Management

• To establish staffing plan by team and month considering project schedule and scope • Select personnel to mobilize focused on experiences in same type of projects

• Project control manager shall collect manpower status of the project team

• Project control manager shall prepare periodic staffing mobilization status and report it to project manager.

• Changes such as mobilization and de-mobilization of additional key personnel shall be

confirmed after obtaining Client’s approval through team meeting.

• To collect resumes of personnel mobilized and confidentiality pledges

• Once changes in staff is confirmed, organization chart and changes will be periodically

reported to Client

• To give training to staff mobilized

• To form and operate staff by work/role/function

• To carry out operational support for the completed stage and work activities being in progress simultaneously in regards to staged progress schedule.

To establish

staffing plan

To check

& report mobilized

staff status

To mobilize or

de-mobilize

additional staff

To operate

manpower by roles

and functions

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How to Manage Resource?

Ⅱ- 5. Resource Management

Management

target

• Office area

• Development device and tools: network, server, PC for development, software for development, etc

• Office furniture : copy machine, desks/chairs, phones/fax, etc

Management

method

 It is possible to track status and change history coherently by registering all hardware, software and office furniture to be used while performing the project on the Control Log.

Physical resource management approach

Resource management tools

Human

Skill

Human resource

development system

Subcontractor

management system

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How to Manage Communication?

Ⅱ- 5. Communication Management

Communication management procedures

Completion

Commence

ment

Planning

Execution/

control

Stage

Official work approval and communication completion To determine project participating organization To obtain organization

information and fix relationship

To establish communication plan

Major work

Performance report and meeting

To renew communication

planning

• To accept Client’s official deliverables

• To survey customer satisfaction level

• To announce project completion

• To communicate with the project team and relevant organizations

• To share project status information and take follow-up measures

• Senior management report and take follow-up measures

• To monitor communication management plan and take corrective measures

• To review requirements and report in detail

• To refine other communication

• To improve customer relationship continuously

• To identify all interested parties affecting execution of the project

• Persons, organizations, concerned agencies, etc

• To obtain and understand information required or each participating organization

• To fix interrelationship between each organization, major functions and roles

Detailed Task

• To preliminary plan all the effective communication methods, medium, timing, participants, contents, etc

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Communication management deliverables

Organization chart

• To provide a chart showing all organization

participating in the project including Client, LG CNS, and local partners

Responsibility/role chart

• To provide a chart describing managers, functions and critical roles by each organization

• Communication media – reports, meetings, seminars, e-mail, verbally, etc

• Communication method – officially/unofficially

• Communication timing – Periodically/ frequently

• Communication target – project participants

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How to Manage Communication?

Communication techniques

Communicati on activities Communicati on techniques Communica tion item through web-channel • To identify communication targets • To establish communication plan

• To control and manage communication

• Work report and meetings

• To form communication

committee • To use web-channel

Pms-F DMS IMS-F1) _KMS Major communicat ion target Korean subcontractors

Client Local Partners

LG CNS Concerned departments • System construction progress • Staff mobilization status

• Issues and risks • Periodic report • Program development schedule • Program development status • Program testing status • Issues/support requested items • System link schedule • System link progress rate

• System link change

control • Issues/support requested items • Technical inquires and references • Technical trend inquiry • FAQ/Q&A

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Communication management Tools

Project Dashboard

•

To show total status of the project on the situation or

project dashboard

•

To inquire detailed information per each discipline

(schedule/cost/logistics/requirements/quality/issues)

Note 1) IMS-F :

Interface Management for Field

Regular Report

•

To provide Client management and PM with periodic

reports

•

To provide performance data updated on a real-time

basis in graph format

•

Possible to add relevant risks and issues

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How to Manage Reporting?

Ⅱ- 6. Report Management

Effective Communication and Coordination

Task implementation

Review and monitoring

Reporting performance against the plan Task plan

by phase

Progress Reporting

Reporting Procedure

Client

Project Team

Reporting Feedback

Project Commencement

• Project overview • Scheduling

• Resource allocation plan

Project Implementation/Control

• Progress and schedule management

• Change and quality management

• Workforce management

Project Completion

• Completed installation history

• Task manual and operation manual

Monthly report

Non-regular Reporting

Occasional report

Progress report

Commencement Report

Mid-term report

by project phase

Implementation

Design

Approval

Completion Report

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Regular and Occasional reporting

Notification of report review and issues

Analysis of severity of issues Feedback Severe issues Less-severe issues Regular and Occasional reporting Notification of review result Risk Management Regular Monitoring

Issue and Problem Identification

Issue and Problem Registration

Collaborative Meeting of Related Teams

Reporting on Issue and Problem Resolution

Issue and Problem Resolution

Completion Report Scope Management (Handling issues and

problems) Quality Diagnosis Team PM Client Project Team LG CNS Support Team Application Teams 1 and 2 Infrastructure Team Project Management Team Command Center Team Integration Team

Project Reporting Principles

• LG CNS prepares a regular report on project progress and sends the report to Client

• LG CNS submits a report to Client and holds a review meeting both on a regular basis and at the request of Client

• Discussion and review meetings are attended by concerned employees of Client, LG CNS, and partners

• LG CNS gets an approval from Client in advance in case of addition, change, and removal of plans.

• Content and format of the report to be decided following discussions with Client

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Project

Reporting

• To submit detailed plans in accordance with Client regulations after the contract is closed and project is commenced

• To describe project scope, implementation and management methodologies, schedule, and resource allocation plan

Commencement Report

• To submit report in case of emergency

-In case of failures or system errors

-Failure resolution and history

Occasional Report

• To prepare and submit completion report on the final deliverables included in the project scope specified in service design and contracts after the end of project

-Project history and significance

-Task history

Completion Report

- Quality review result

- Future project orientation and plan

Mid-term Report (Deliverables by Phase)

- Quality review result

- Future project orientation and plan

• To submit regular progress report on the current process and progress and problems and remediation in accordance with project procedures

-Plan vs. performance

-Requirements and consultation

Regular Report

-Progress and deliverables by phase

-Decision-making on problems and issues

Reporting

1

Reporting

5

Reporting

4

Reporting

3

Reporting

2

• To submit reports on project progress and performance by phase

-Performance against plan

-Issues, problems, and remediation

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How to Manage Review?

Ⅱ- 6. Report Management

Review Plan-How to Hold Review Meeting

Review Meeting Objectives

Project

Management

• Project plan/performance management

• Schedule management

• Effective communication management

Quality Improvement

• Project change review

• Standard guideline evaluation

• Effectiveness of deliverable content

Risk Evaluation In Advance

• Risk factor identification in advance and risk impact

analysis

• Risk mitigation measures

• Project change review

How to Operate Review Meeting

Participants

• Client managers

• Project manager

• Project team manager

Time • Right after each project stage ends

• When Client request

Review Result Reporting

• Review meeting result report

• Continuous monitoring of problems

• Risk management

Ⅱ- 2. Steps of establishing ISP

Step 1. Identifying to-be scope and direction

3) To-be modeling

Reflected to Completion Report Issue and Problem Identification

Issue and Problem Registration

Joint Meeting of Related Teams

Issue/Problem Resolution Method Report

Review Meeting

Risk Management Communication Means User Requirement Identification Issue/ Problem Resolution Opinion coordination Identification of what should be changed and

complemented Progress check Quality status check Quality Goal Achieved

Walk

through

Joint

Review

Meeting

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Review Plan - Review Meeting Activity and Types

1

To develop plan for review meeting on the schedule and give notification on data and plan

2

To prepare quality check list and issue list and review deliverables

3

To develop issue list based on review content, feedback, and opinions, and analyzed issues

4

To develop remedies and schedule for problems identified

5

To complement deliverables, apply remedies, and check the effectiveness of remedies

6

To submit reports, get approval, and give notification on review meeting result

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Ⅱ- 6. Report Management

Review Plan - Review Meeting Activity and Types

(O: required, X: not required△: conditionally required)

Review Meeting Time Review Content

Participants

PM/

Manager Project Team

Commencement Report Meeting

After the contract closing

• Effectiveness of implementation plan

-Effectiveness of project scope and implementation period

-Effectiveness of schedule, resource allocation, and budget

allocation

-Project goal achievement probability

-Effectiveness of specifications and functions

O △

Deliverable Review Meeting by Stage

After the end of each stage

• Validity of end user requirement analysis

• Requirements- effectiveness of design details

• How to apply system change requirements

O O

Completion Report Meeting

After the end of the project

• Whether the original goals are met

-Whether user requirements and goals are met

-Validation of the performance of workforce and resources

allocated

-Whether users accept the system built

O △

Regular Report Meeting (Monthly)

At the end of every month

• Review on plan vs. progress analysis

• Risk factor review

• Measures to resolve problems

O △

Occasional Consultation

When an issue is raised

• Analysis of issue status, conditions, and sources

• Consultation on how to resolve issues O △

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Ⅱ. Project Management Tools

How to Manage Risk?

Ⅱ- 7. Risk Management

Contingency Plan - Objective of Contingency Planning

Guaranteeing Successful Business by Detecting and Responding

to Potential Risk Factors Early and Minimizing Risk Occurrence

Risk Management

Regular risk diagnosis

• Diagnosing risks at the initial phases of the project

• Tapping into experiences and know-how from risk cases and responses in similar projects

• Regular risk diagnosis

Building an early risk warning framework

• Early detection of and response to potential risks

• Risk prediction using accumulated repository

• Enterprise-wide support for addressing risk factors Eliminating risk factors in advance

• Quantitative risk management for advance defect prevention

• Utilizing success/failure cases accumulated in LG CNS’s PM DB

Continued risk tracking/control

• High-level risk assessment and detailed risk diagnosis

• Risk assessment at functional levels

• Plans for continued tracking, control and response

Execution

Risk Management Procedure

Regular Quality Check

※ Abnormality detection: LG CNS’s project management system provides information on Occurrence Probability

Analysis Impact Analysis Risk Grade Determination

Prioritization Tracking/ Control Response Planning Identifi cation Analysis/ Assessment Systematic/ Continued Risk Management Planning

Risk Prevention Risk Occurrence

Abnormality Detection Project Repository LG CNS Planning risk

diagnosis Constant monitoring

Identifying risk factors

Measuring risk levels

Suggesting risk response plans Risk factor analysis/response plans Enterprise-wide support system Supporting and evaluating risk response plans

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Ⅱ. Project Management Tools

Contingency Plan - Contingency Planning Procedure

Method

Procedure

• Defining management-related risk factors (e.g. delivery, scope modification, delayed decision-making)

• Defining technical risk factors

• Defining risk factors regarding external environment (e.g. difficulties in business collaboration)

Risk Factor Identification

Impact Assessment

Impact assessment done using

the method of risk rating toward

risk factors

Analysis

Selecting and rating items to be

under focused management

Focused Management

Risk factors in monitoring cycles

A and B to be under focused

management

• Before initiating the project, predictable risk factors to come under focused management are identified and their

impacts are analyzed

• Led by the project manager, possible situations are analyzed and responses are prepared; if needed, joint

response plans are formulated through consultations with staff members in charge

• Based on the response plans, time and needed resources are committed to eliminating risk factors, formulating

reoccurrence prevention plans and sharing them with relevant Client officials

Monitoring Cycle Grade A Intermediately or daily B Weekly C Biweekly D Monthly Impact Level High: 3 Medium: 2 Low: 1

Low: 1 Medium: 2 High: 3

RR 3 C RR 3

C

RR 4 C RR 9 A RR 6 B RR 6 B RR 2 D RR 2 D RR 1 D

A

B

C

D

Risk Rating

Need for Formulating Risk Management Plan

Impact Level Probability RR

High 3

High

× 3 = 9

• Yes

• Risk factor management and emergency response plans

High 3(2)

Medium

× 2(3) = 6

• Yes

• Risk factor management plan

Medium 2

Medium

× 2 = 4 • Yes/No depending on the situation

1 2 1 × 3 × 1 × 1 = 3 = 2 = 1 • No

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Ⅱ. Project Management Tools

Major Risk Factors Risk Grade Impact Prevention Plan Response Plan

Errors arising when various solutions are interfaced/integrated

High Schedule delayed

• Reviewing technology feasibility from the

phase of pilot system building

• Leveraging experiences from similar

projects and experienced staff

• The technical support organization

forming a cooperation and support system in advance to respond to possible problems immediately

Delayed finalization of new

ERD High

Data migration delayed

• Finalizing new ERD for the implemented

system as early as possible

• Data migration conducted by the time when

system development begins

• Implementing data from the latest year

first if ERD is yet to be finalized in the development phase

Errors occurring while various

data are migrated High Delivery delayed • Early commitment of professional DBA

• Developing a data migration program in

consideration of table locking

Migration of list-type data High

Degraded performance; increased data size

• Excluding explanation and other OLTP

tasks from data migration

• Limiting migration of list-type data to a

minimum level

• Consulting with Client and excluding

tasks that can be supported by the production system from migration (performance levels considered)

Longer-than-expected lead

time for equipment ordering High Schedule delayed

• Implementing administrative measures for

equipment purchasing in advance

• Ordering hardware in advance to secure

enough lead time for ordering

Additional requirements and

delayed consultation High Schedule delayed

• Finalizing specific user requests and scope

within the planned schedule before approval

• Finding optimal plans in advance based on

development experiences

• Business tasks, whose detailed

development scope has not been finalized, are conducted after priority is set

Errors arising from newly

introduced equipment High Schedule delayed

• Identifying causes and suggesting

solutions through error diagnosis by key technology

• Building a close support system with

suppliers

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Ⅱ. Project Management Tools

How to Manage Quality?

Ⅱ- 8. Quality Management

Quality Assurance Procedures and Implementation

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review Quality Assurance Plan Development Post-management Quality Review Quality Assurance Activities Remediation Delivery

Remediation

• To suggest troubleshooting measures

• To record and manage remediation history

Product Quality Assessment

• To evaluate whether quality objectives are met

Develop Quality Assurance Plan

Deliverable Management

Quality Education

• To identify quality assurance requirements

• To prepare quality assurance plan and request an approval of

the plan

• To identify configuration items for deliverables

• To record and manage change control and status

Post-Review

• To conduct a post-review on the system handed over after the

end of the project

• To provide project team members with quality education

Project Audit

• To check whether deliverables and processes meet standards

Deliverable Review

• To objectively review project deliverables

• To improve the quality of deliverables

Internal Quality Audit

To identify customer requirements and complaints during or after the project period, explore corrective and remediation measures, and present how to improve quality

To conduct an audit in accordance with LG CNS’s internal quality inspection regulations to improve quality and provide remediation

To have standardized quality management system that meets ISO 9001 quality management certification

Standards and Regulations

< ISO Certification>

To make the project meet the CMM standard in order to eliminate defects of processes developed based on customer requirements

< CMM Application>

Quality Assurance Activities Check

Customer Satisfaction Survey

Quality assurance team gets regular quality

assurance activities report, and reviews and assesses efficiency and effectiveness of quality assurance activities

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