MA-QAP-002
Project Initiation, Planning, and Execution
Rev. 2
Effective Release Date:
10/01/2020
Prepared Tyler Jarvis
Date: 10/01/2020
Reviewed Maria Barringer Date: 10/01/2020
Quality Assurance Maria Barringer Date: 10/01/2020
Approved Tim Cutshaw (by email 10/1/2020) Date: 10/01/2020
REVISION HISTORY
Document Number: MA-QAP-002
Title: Project Initiation, Planning, and Execution
Revision Date Revision Description
0 03/01/2017 Initial Issue
1 02/06/2020 Added Section 8.5, Project Closure, Section 8.6, Additional Criteria, and Appendices A, B, & C. No change bars used.
2 10/01/2020 Added Project Kickoff Meeting responsibilities and Project Kickoff Form. No change bars used.
CONTENTS
1.0 PURPOSE ... 4
2.0 SCOPE ... 4
3.0 REFERENCES ... 4
4.0 ACRONYMS ... 4
5.0 PREREQUISITES ... 4
6.0 MATERIALS, EQUIPMENT, AND SUPPLIES ... 4
7.0 RESPONSIBILITIES ... 5
7.1 VICE PRESIDENT /BUSINESS UNIT DIRECTOR ... 5
7.2 PROJECT MANAGER ... 5
7.3 DEPARTMENT MANAGER ... 5
7.4 DISCIPLINE LEAD ... 6
7.5 DESIGN TEAM ... 6
8.0 PROCEDURE ... 6
8.1 PURCHASE ORDER RECEIPT AND ACKNOWLEDGEMENT ... 6
8.2 PROJECT INITIATION AND PLANNING ... 7
8.3 PROJECT EXECUTION AND MONITORING ... 7
8.4 PROJECT DEVIATION PROCESS ... 8
8.5 PROJECT CLOSURE ... 8
8.6 ADDITIONAL CRITERIA ... 9
9.0 RECORDS/REPORTS/NOTIFICATIONS ... 10
10.0 APPENDICES ... 10
APPENDIX A ... 11
APPENDIX B ... 12
APPENDIX C ... 13
APPENDIX D ... 14
1.0 PURPOSE
The purpose of this procedure is to describe the methods used in transitioning from the proposal to the project phase and identifying requirements of project execution and project closure.
2.0 SCOPE
This procedure applies to work performed under MA-QAM-001, Corporate Quality Assurance Manual. The procedure focuses on setup of a project from receipt of purchase order through completion. This procedure does not deal with Business Unit specific or client-specific accounting functions.
3.0 REFERENCES
MA-QAM-001, Corporate Quality Assurance Manual MA-QAP-003, Vault Document Management System MA-QAP-004, Design Control
EG-GP001-001, Scheduling Guide MI-EN-WI-005, Project Deviation Notice
4.0 ACRONYMS
BUD Business Unit Director CAQ Condition Adverse to Quality CPI Cost Performance Index DCT Document Control Technician DL Discipline Lead
DM Department Manager
DMS Vault Document Management System DT Design Team
PC Project Controller
PDN Project Deviation Notice PEP Project Execution Plan PM Project Manager PO Purchase Order
SPI Schedule Performance Index TC Training Coordinator
T&C’s Terms & Conditions VP Vice President 5.0 PREREQUISITES
Personnel performing design activities shall be trained to the requirements of MA- QAM-001, Corporate Quality Assurance Manual procedure, and associated references.
6.0 MATERIALS, EQUIPMENT, AND SUPPLIES None.
7.0 RESPONSIBILITIES
7.1 Vice President / Business Unit Director The VP and BUD are responsible for:
• Assignment of a PM to the project.
• Ensuring review of the purchase order is completed and that the purchase order matches the proposal.
• Ensuring review of the terms and conditions is completed and that the T&C’s are agreed upon with the client.
• Ensuring the purchase order is received and acknowledged.
• Participating in the Project Closure process in accordance with this procedure.
7.2 Project Manager
The PM is responsible for:
• Ensuring compliance with Mesa’s QA program.
• Ensuring Project Kickoff Meetings are conducted in accordance with this procedure.
• Ensuring transition of all project information to the project folder in DMS.
• Ensuring each DM has assigned adequate resources to meet project schedule requirements.
• Development of a project schedule based on inputs from the DM’s/DL’s.
Once generated, the PM will monitor/update the schedule based on input from the discipline.
• Facilitating coordination between client/Mesa discipline personnel, vendors/Mesa discipline personnel, and between the Mesa disciplines.
• Identifying out of scope work and submitting Project Deviation Notices (PDN) to capture the change in scope, schedule, or budget.
• Coordinating with the DM if a PDN is warranted.
• Authorizing the disciplines to perform additional work.
• Performing Project Closure activities in accordance with this procedure.
7.3 Department Manager The DM is responsible for:
• Assigning a DL capable of providing technical oversight of the DT and communicate/coordinate internally with the PM and other disciplines.
• Assigning adequate resources to support the DL/PM in meeting project deliverable requirements, quality, and budget/schedule constraints.
• Monitor DL and DT deliverable quality and provide guidance/direction, as necessary, to meet project scope, schedule, and budget constraints.
• Working with the PM and DL to generate a workable project schedule.
• Evaluating and addressing the impact of PDN’s on their discipline during execution of the project.
• Coordinating with the PM if a PDN is warranted.
7.4 Discipline Lead
The DL is responsible for:
• Providing input to the PM to support development of a project schedule.
Throughout the project, monitor schedule progress and provide schedule updates to the PM.
• The technical quality and presentation of the design package.
• Meeting project deliverable requirements, budget, and schedule constraints.
• Identifying out of scope work to the DM and PM to capture the change in scope, schedule, and budget.
• Notifying the DM that there are potential PDN’s on the project so that the DM understands the impact on the discipline resources, skills, and schedule constraints.
• Conducting the Project Kickoff Meeting in accordance with this procedure. The Project Kickoff Meeting Form (QA-IPF-0101) should be used in conjunction with the Project Kickoff Meeting to log details, opportunities, and concerns discusses in the meeting.
7.5 Design Team
The DT is responsible for:
• Executing the project to meet the scope, schedule, and budget constraints.
• Identifying out of scope work to the DL to capture the change in scope, schedule, and budget.
8.0 PROCEDURE
8.1 Purchase Order Receipt and Acknowledgement
8.1.1 Upon receipt of a purchase order or notification to proceed, the BUD/PM will review the purchase order to ensure scope, deliverables, schedule, assumptions/exclusions, dollar amounts, etc. are consistent with the proposal and estimate.
8.1.2 The VP/BUD/PM will review the terms and conditions to confirm they are acceptable to Mesa.
8.1.3 After assignment of a PM by the BUD, if applicable, the PM will coordinate with the discipline DM’s to confirm:
• Resources, with the appropriate skill sets, are available based upon the scope of work.
• Based on resource availability, the schedule, as outlined in the proposal is acceptable. If the schedule is not acceptable, then the DM will advise the PM of the schedule to which they can commit.
8.1.4 If there are discrepancies between the PO and proposal (scope, deliverables, schedule, assumptions/exclusions, etc.), or current
department capabilities (resources, skillsets, schedule), then the PM will coordinate with the technical DM and BUD/VP to address and resolve the discrepancies.
8.1.5 Once an agreement has been reached, the BUD/PM will authorize/acknowledge the PO.
8.2 Project Initiation and Planning
8.2.1 Each DM will assign a DL and other discipline personnel, as applicable, to the project based on skill set, work history with a specific client, and resource availability.
8.2.2 The PM will ensure the project is set up in DMS in accordance with MA- QAP-003, Vault Document Management System, and in the accounting system.
8.2.3 The PM (with support from DL’s) will ensure all proposal information (proposal, drawings, client specifications, etc.) is moved from its current location to the project folder in DMS.
8.2.4 PM with input from the DM/DL’s will define the project schedule. At a minimum, the project schedule shall be a milestone schedule that track critical project dates and shall be updated as necessary.
8.2.5 The PM is responsible for conveying the following information to the DT:
• Scope
• Schedule
• Budget
8.2.6 The PM is responsible for working with the client and DL’s to identify Project Specific Training Requirements. Upon identification, the information will be conveyed to the Training Coordinator (TC).
8.2.7 The DL, DM, or PM should conduct a Project Kickoff meeting with the DT to discuss the project scope, deliverable requirements, schedule, and discipline/vendor interfaces. The Project Kick Meeting Form (QA- IPF-0101) shown in Appendix D should be used to log details and concerns voiced in the Project Kickoff Meeting. A template version of this form is also found on the Intranet at Corporate/Documents/Corporate QA.
8.3 Project Execution and Monitoring
8.3.1 The PM and DT should use a Task/Action Item List to capture open issues or coordination issues, assign responsibilities, and to track the issues to resolution. Either a template or Vault DMS functionality can be used to support this activity.
8.3.2 During execution of the project, regular interdisciplinary meetings should be held with the DT. Meeting topics are at the discretion of the PM and DT. Topics could include:
• Review task/action items
• Update/monitor project schedule
• Technical review of deliverables – discipline coordination
• Budget status reporting
• Change orders – pending and accepted 8.4 Project Deviation Process
8.4.1 Changes that impact the contractually defined scope and budget shall be documented using the Project Deviation Notice (PDN) template located in DMS. This template will be used unless superseded by a client required form. Refer to MI-EN-WI-005, Project Deviation Notice.
8.4.2 Internal schedule changes that do not affect the PO duration date are excluded from the PDN due to schedule evolution throughout the life of the project. The client should be notified of schedule slippage via either project schedule updates or by a PDN.
8.4.3 The DT is responsible for identifying potential changes to scope, schedule, and budget. The DT will notify the DL, who will advise the DM and PM of a potential PDN.
8.4.4 The PM and DM will coordinate to determine if a PDN is warranted. If so, then the DL, or their designee, will complete a PDN to define the scope change, schedule impact, and budget impact.
8.4.5 The DM/DL will evaluate and address the PDN’s impact on their discipline’s ability (resource availability, technical competency/skills, availability of design inputs, etc.) to successfully complete the project 8.4.6 The disciplines will not complete work until the scope, schedule, or
budget change is authorized by the PM.
8.4.7 For PDN’s which they have authorized work to be completed, the PM will update the project schedule and accounting system.
8.4.8 PDN’s and PDN correspondence/approvals shall be retained in the project folder in DMS.
8.5 Project Closure
8.5.1 Each business unit may invoke the following project closure process or develop and implement a business unit or customer-specific Work Instruction to implement project closure. Regardless of the method used, each project closure process should address the following:
• Scope
• Schedule
• Budget
• Quality
• Safety
• IPET
• Lessons Learned
8.5.2 Project closure should be initiated after the final design package is delivered.
8.5.3 The PM shall notify the PC that the project has been completed, and the PC can begin the AX project closure process.
8.5.4 The PM shall ensure that IPET scorecards are completed and stored in the IPET database.
8.5.5 The DT/PM shall verify all project design inputs and documentation are stored in the project folder on DMS and notify DCT to change state of the project folder in DMS.
8.5.6 PM/DM During the project closure process, any Lessons Learned that may be beneficial for similar or future projects, shall be entered into the Lessons Learned database on DMS in accordance with MA-QAP-008, Corrective Action.
8.5.7 At direction of the BUD/VP, the PM/DT shall complete BU Project Summary Worksheet and submit this worksheet to the VP & BUD.
8.5.8 See Appendix A, Project Closure Flowchart.
8.6 Additional Criteria 8.6.1 Project Criteria
8.6.1.1 Any project meeting at least one of the following criteria shall comply with the requirements of this section in addition to the requirements of this procedure for project planning, Initiation, execution, monitoring, and closure.
• 1st project with a new customer
• Use of new technology, equipment or software
• New project type (EPC, etc.)
• All Projects over $500k
• Projects over $50k, at the discretion of the VP upon evaluation
8.6.2 Project Initiation, Planning, & Execution
8.6.2.1 PM with input from the DM/DL’s will define the project schedule for project reporting (earned value, CPI, SPI, etc.) requirements. Project schedules shall meet the requirements of WBS and Scheduling Guide EG-GP001-001, Work Breakdown Structure Guide, and shall be updated and maintained weekly.
8.6.2.2 PM shall document critical project information using a Project Execution Plan (PEP). This PEP shall be shared with the project team during the project team kickoff meeting. PM shall update the PEP throughout the project and shall notify project team when updates have been made. The PEP shall be stored and maintained in the project folder in DMS. An example PEP template is located in DMS to aid in capturing this and other pertinent information.
8.6.3 Project Closure
8.6.3.1 Upon completion of the Project Closure Checklist (Appendix B), the PM shall execute a Project Review Meeting to, at a minimum, go over the project closure topics listed in Section 8.5.1 with the project team. The Project Review Meeting should be performed within 30 days of initiation of the project closure process.
8.6.3.2 All projects subject to the requirements of this section shall require the solicitation of client feedback unless the VP waives this requirement. The VP’s Designee shall initiate the Client Feedback Request, (Appendix C) by filling out the header information and forwarding it to the VP, who shall send the Client Feedback Request to the client and note the date sent on the Project Closure Checklist. Similar electronic feedback solicitation processes may be used at the discretion of each business unit in lieu of using Appendix C. Any feedback from the client should be evaluated by the VP and communicated to the PM/DT.
8.6.3.3 During the project closure process, any Lessons Learned that may be beneficial for similar, or future projects or conditions adverse to quality shall be entered into the Lessons Learned database in DMS in accordance with MA-QAP-008, Corrective Action.
9.0 RECORDS/REPORTS/NOTIFICATIONS
No hard copies are required for retention. Electronic copies will reside in DMS.
10.0 APPENDICES
Appendix A: Project Closure Flowchart Appendix B: Project Closure Checklist Appendix C: Client Feedback Request Appendix D: Project Kickoff Meeting
Appendix A Project Closure Flowchart
Send Final Package to Customer
Notify Document Control to change state of Vault project
folder to Closed (PM) Notify Project Controller to
initiate BU project closure process for AX (PM)
Verify IPETS are completed and stored in Database (PM)
Identify CAQs from meeting and enter them into DMS per
procedure MA-QAP-008 (PM/DM)
Verify Project Design Inputs
& Documentation are stored in DMS Project Folder
(DT/PM) Verify completed JHAs have been stored in Vault Project
Folder (PM)
Does the project meet
any of the criteria in Section 8.6?
Y Conduct project closure meeting with Design Team to
discuss project performance (PM)
N
Identify Lessons Learned from meeting and enter them into DMS per procedure
MA-QAP-008 (PM/DM) Document Lessons Learned
from DT and enter them into DMS per Procedure MA-QAP-
008 (PM/DM)
Project Closure Complete
Complete BU Project Summary Worksheet and submit to AVP/VP (PM/DT)
Send and Receive Client Feedback Request (VP) Verify any CAQs identified throughout the project have
been closed (DM/PM)
Project Closure Complete Verify any CAQs associated
with the project have been closed per procedure MA-
QAP-008 (PM/DM)
Appendix B
Project Closure Checklist
This checklist provides guidance on the steps necessary to close a billable project in accordance with MA-QAP-002. This checklist only provides the minimum steps required by the corporate procedure.
Refer to any BU specific closure work instructions or procedures for additional requirements.
Project Title:
Project Number:
Project Manager:
Date Completed:
☐ DCT to submit the final package to the customer
☐ PM to notify PC to initiate BU project closure process for AX, i.e. Final invoicing, final payment receipt, subcontracts payments complete, close accounts)
☐ PM to verify completed JHAs have been stored in DMS if applicable
☐ PM to verify IPETs have been completed and stored in database
☐ DT/PM to verify project design inputs & documentation are stored in the project folder in DMS
☐ PM to notify DCT to change the state of the project folder in DMS to “Closed”
☐ If applicable, PM to conduct project closure meeting with DT to discuss project performance
☐ PM/DM to document Lessons Learned from DT and enter them into the DMS per MA-QAP-008.
☐ If applicable, PM/DM to identify CAQs and enter them into DMS per MA-QAP-008.
☐ If applicable, PM/DT to complete BU Project Summary Worksheet and submit to AVP/VP
☐ If applicable, VP to send and receive Customer Client Feedback Request. Date sent:_______
☐ Project Closure Process Complete
Appendix C
Client Feedback Request
Mesa Associates, Inc. is pleased to have supplied you with engineering services. We take pride in meeting our client’s
expectations and delivering quality products. One way we monitor our success is through client feedback. We ask that you take a minute and provide responses to the questions below. A comment section is provided if you wish to provide additional feedback.
Client:
Based on your experience please respond to the following questions with the following ratings:
Project Description: 1 Poor or Never 4 Above Average or Most Always
Project Number: 2 Below Average or Possibly 5 Excellent or Always
3 Average or Maybe
1. What was your overall opinion of Mesa’s performance on this project?
1 2 3 4 5
2. What was your opinion of Mesa’s technical skills and competence?
1 2 3 4 5
3. How would you rate Mesa’s responsiveness to the project and your needs?
1 2 3 4 5
4. How would you rate Mesa in meeting the project schedule?
1 2 3 4 5
5. What rating would you apply to the value provided by Mesa on this project?
1 2 3 4 5
6. How would you rate Mesa’s personnel in following your safety requirements?
1 2 3 4 5
7. Were meetings and business matters handled in a professional manner?
1 2 3 4 5
8. How would you rate the quality of the product or service provided?
1 2 3 4 5
9. Did the overall project cost meet your expectations?
1 2 3 4 5
10. Would you utilize our services again or recommend us to others?
1 2 3 4 5
Optional Comments:
Submitted By: Position/Title: Date:
Appendix D
Project Kickoff Meeting Form Meeting Subject:
Meeting Location:
Meeting Notes No.:
Meeting Date: Project No.:
Issue Date:
Location: Project Description:
Prepared By:
Distribution: Budget: Hours:
Invitees and Roles X=Present O=Out/Absent
John Doe, PM X Employee A, Role O Employee D, Role X Employee G, Role O
Internal Contacts: Internal Contact Name – Internal Contact phone, [email protected] External
Contacts:
Customer Representative – (423) 555-7777, [email protected]
1. Safety Topic – Work Safety Topics https://nsc.org/work-safety/safety-topics
2. Communication –
3. Quality –
4. Special Criteria – Is a PEP required for this project per Section 8.6 of MA-QAP-002 (Project Initiation, Planning, and Execution)? Yes ☐ No ☐
5. Scope –
6. Non-Typical Deliverable Requirements – 7. Discipline/Vendor Interfaces –
8. Schedule –
9. Project Team –
10. Meeting Minutes – Document the topics that were discussed or notes that came out of this meeting
11. Lessons Learned – What can we learn from similar past projects Action Item Review:
Action Item Responsibility Date Assigned
Due Date Status Finish Date
