2.5 Documents to be embedded in Project Plan
Project Name: | Tinku Enterprise Limited (TEL). | ||||
Document Name: | Project Test plan | ||||
Document ID: | NOVAR_PTP_1.0 | Version: | 1.0 | ||
Prepared by: | XXXX (SD Consultant) | Contact No. | 1234 | Date: | 05.11.01 |
Reviewed by: | XXXX (Project Manager) | Contact No. | 4567 | Date: | 08.11.01 |
Approved by: | XXXX (Project Manager) | Contact No. | 4567 | Date: | 09.11.01 |
Released by: | XXXX(SD Consultant) | Contact No. | 1234 | Date: | 09.11.01 |
1.1.1.1.1 Revision History
Sr. No. | Version No. | Date of Revision | Section Number | Description of Change | Reason for Change | Change made by | reviewed by |
SAP_IMPLEMENTATION_PROJECT TEST PLAN
1. Purpose:
2. Scope:
3. Reference:
4. Acronyms & Abbreviations:
5. Project Test Process
(This section should list the description of the tailored process and rationale for tailoring.)
5.1 Test Team Structure
1.1.1.1.1.1 Provide the team structure here
Type of Testing | Activity | Tools | Roles | System |
Unit testing | Baseline Configuration Final Configuration | BPP with test conditions | Consultant | Development system: QA environment |
Scenario testing | Baseline Configuration Final Scope Configuration | Test Scenario template | Business Process Owner | Development system: QA environment |
Development testing | Develop Conversion Programs / Develop Interface Programs / Develop Enhancements / Create Reports / Create Forms | Test section of Functional Specification | Developer Business Process Owner | Development system: QA environment |
Integration testing | Baseline Confirmation Final Scope Confirmation Final Integration Test | Test Scenario template | Business Process Owner | Quality assurance system |
Technical testing | System Management | Checklists | Technical Consultant / T. Team Lead | Productive system |
Performance testing | System Management | Stress/Volume test template | Technical Team Lead / Business Process Owner | QA system Productive system |
5.2 Responsibilities
(Describe the responsibilities for the different test phases.)
5.3 Test Strategy
(Briefly mention the strategy to be adopted for Testing
This testing strategy defines the requirements and goals of the R/3 configuration, determines the tools and methods used to check that the system responds correctly, determines how and when the test will be performed and recommends how the approval process should occur.
When developing your testing strategy you have to consider the test scope and the test constraints from your project plan and the implementation scope.
Testing should be considered and planned very early in an implementation project to setup additional tools (automated test tools), train the project team, and still have testing time to fit into the overall schedule.)
5.3.1 Test Phases
(There are different types of testing that occur during the project, and each plays a critical role in the project’s ultimate success. The testing strategy includes:
» Unit testing
» Scenario testing
» Development testing
» Integration testing
» System testing)
5.3.2 Test Techniques
(Mention the different Test techniques to be adopted in the different test phases)
6. TEST PHASE ACTIVITIES
6.1 Unit Test
(This is the lowest level of testing where the program or transaction is tested and evaluated for errors. Unit testing is normally the first test that is completed during the configuration effort, and is focused towards the program’s inner functions, rather than towards the integration.
Testing focus:
» Master data
» Business processes
Examples: You can test master data by creating a Customer or a customer hierarchy. Creating a standard sales order is an example of a basic business transaction in the Sales and Distribution module.
Besides application testing unit testing is also performed during development and even during technical system testing (please refer to Development Testing and System Testing).
Scenario Testing: During the configuration there is a need to test chains of transactions that flow together and which reflect important business processes and scenarios.
Testing focus:
» Multiple transactions within one enterprise area
» Workflow
» Business processes which cross enterprise areas
Examples: (of small scenarios)
» Standard sales order to a delivery to invoicing
» Invoicing to account document and posting
During subsequent integration testing these small scenarios can be used to build larger end-to-end scenarios.
Development testing : Unit testing of your customer specific development.
» Conversions
» Interfaces – Third-party
» Interfaces – Legacy
» Interfaces – Online (EDI, ALE, Internet)
» Enhancements (User-exits and other code enhancements)
» Reports
» SAPScript forms
After development and unit testing is completed all customer specific programs and forms have to be included in the Final Integration Test.
6.1.1 Goals
6.1.2 Identification of Units
6.1.3 Test Start criteria
6.1.4 Unit Test Process
6.1.5 Unit Test Environment
6.1.6 Test Frequency/ Regression policy
6.1.7 Defect Handling
6.1.8 Test Automation
6.1.9 Test Stop criteria)
6.2 Integration Test
(Final integration testing is accomplished through the execution of predefined business flows, or scenarios, that emulate how the system will run your business. These business flows, using migrated data from the pre-existing systems, will be performed in a multifaceted computing environment comprised of R/3, third-party software, system interfaces and various hardware and software components. It is this environment that builds the necessary level of confidence that the solution is complete and will perform in your business.
Final integration tests need to be an evolutionary process that is driven from your previous testing efforts. The test cases and scenarios that were used for Baseline and Final Configuration need to be reviewed and enhanced for the integrated test. These selected cases can be combined to represent a business process flow such as a revenue cycle or a material acquisition cycle. Problems encountered during these efforts also need to be tested under an integrated environment. Final Integration test cannot be viewed as an independent, but as a capstone effort that brings together and builds upon all previous testing efforts.
Integration testing should be allotted approximately twenty-five percent (25%) of the total time used during the Realization Phase for configuration and testing.
Final Integration testing focuses on cross-functional integration points, as well as end-to-end business processes. A well defined Final Integration test plan starts with the testing of the cross-functional integration points (touch points) and ends with the end-to-end testing of critical business processes identified within the Business Blueprint.
Integration test should also include testing the organizational flow, i.e. how the several organizational units are involved in one process, how they communicate, how the information and document transfer is handled.
Integration Test 1 : Final Integration testing is recommended to be done in two iterations. The first iteration (Integration Test 1) concentrates on testing all important business processes inside the R/3 system, starting with touch point scenarios and ending with end-to-end-scenarios.
If customer specific development like user-exits and transactions is already finalized and unit tested, it should be included in the first iteration. Authorizations and user roles should be also tested in the Integration Test 1.
Integration Test 2 : Integration Test 2, as a second iteration, focuses on the most important cross-enterprise scenarios with touch points to external components, including testing of conversions, interfaces, reports, forms (SAPScript), EDI, ALE, and the necessary authorizations.
6.1.10 Goals
6.1.11 Test Start criteria
6.1.12 Integration Test Process
6.1.13 Stress and Performance Testing
6.1.14 Integration Test Environment
6.1.15 Test Frequency/ Regression policy
6.1.16 Defect Handling
6.1.17 Test Automation
6.1.18 Test Stop criteria
Normally there is no special need for a User Acceptance Test, because the system should have been accepted by the confirmation of the Final Integration Testing. This is the reason why it is not included in the ASAP Roadmap. If you need to perform a separate User Acceptance Test, you can choose some of the Integration Test Scenarios.)
6.3 System Test
(
6.1.19 Goals
6.1.20 Test Start criteria
6.1.21 System Test Process
6.1.22 System test environment
6.1.23 Defect Handling
6.1.24 Test Automation
6.1.25 Test Stop Criteria)
7. TEST DOCUMENTATION
(List all the documents / specifications that shall be generated in the different phases of Testing. )
8. RISKS AND CONTINGENCIES
(This section should include only those risks that are perceived to hamper the successful completion of the Test process.)
9. SCHEDULES AND RESOURCES
(Identify the schedules and resources for the Testing phases. The exact dates will be mentioned in the Project Plan.)
SAP PROJECT ORGANIZATION STRUCTURE
ABBREVIATIONS:
Sr.No. | Short Name | Role |
| | SBU Head | SBU Head |
| | P & Q Head | P & Q Head |
| | LOB Head | LOB Head |
| | SM | Systems Manager |
| | AM | Account Manager |
| | QM (P & Q) | Regional Quality Manager (P & Q) |
| | QM (SBU) | Quality Manager (SBU) |
| | FC | Financial Controller |
| | PM | Project Manager |
| | PQM | Project Quality Manger |
| | OC | On-Site Co-ordinator |
| | TC | Technical Controller |
| | TL | Team Lead |
| | PT | Project Team Member |
| | BP | Business Partner |
| | RQC | Regional Quality Coordinator (SBU) |
ROLES & RESPONSIBILITIES
Role | Responsibilities |
SBU Head | · Resolves all management related issues related to the project · Highest level of issue resolution from SBU to customer |
P & Q Head | · Escalate Quality issues of SBU to the Top Management · Mentor & guide the P & Q Quality Manager to identify the quality initiatives for the SBU |
LOB Head | · Approval Technical Proposal/Contract · Ensure availability of Commercial Contract · Monitors the projects handled by SMs under the LOB |
SM | · Overall Responsibility for Managing Customer Satisfaction. Also includes co-ordination, communication, & issue resolution on commercial, technical, quality, process & any other critical matter impacting project goals with customer as well as the teams" · Responsible for the quality of the product · Approval of Project Plan · Co-ordinate with support group and Provide resources needed for the project · Manage System resources for the project · Decision maker in PES meetings / PSR · Overall responsibility of managing customer, people, knowledge and projects (within budgets) · Facilitates/presents project to RRB · To maintain and develop manpower skill in the domain specific area. · Will officially preside over kick-off meeting and will assign PM / PQM / SISL Lead Consultant / Technical Lead for the project. |
FC | · Checks the order and the project plans with regard to commercial aspects · Observe the ongoing process with regard to correctness and adherence to the cost framework · Approves Commercial Contract · Gives financial recommendation in PES / PSR as per requirement · Maintains all project related financial accounts · Monitoring Project related idle time · Monitoring of Revenue and approval of cost in case of change requests · Ensure billing to the customer as per the contract. |
Quality Manager (SBU) | · Overall responsible for ensuring quality of the projects handled in the SBU · Responsible for ensuring implementation of quality initiatives & process improvement in the SBU · Coordinate the SEPG activities in SBU along with P & Q Business Partner · Escalate quality issues in SBU to Senior Management · Participation in PES meetings · Ownership of Quality Management System of SBU |
Regional Quality Coordinator (SBU) | · Responsible for ensuring quality of the projects handled in the SBU at respective regions. · Responsible for ensuring implementation of quality initiatives & process improvement in the SBU at respective regions. · Escalate Quality Issues of project to QM (SBU) & TC. · Ensure submission of completed Project Reports, Timesheet, MIS report of the respective regions on time. · Provide basic QMS trainings to the project team members as per SBU requirement. · Support Project Managers & Project Quality Managers for updating QMS Portal / Livelink. · Mentoring PMs & PQMs of the respective regions to ensure quality. · Ensure timely Process Audit of projects · Extend the support as back up for PQM as per requirement. · Actively participate in the review of Quality Management System · Ensure Corrective Action Requests from Project Teams for implementing QMS changes · Motivate teams to make suggestions and participate process improvement programs · Facilitation & participation in PES /PSR meetings |
Quality Manager (P & Q) | · Overall responsible for supporting business by selecting, coordinating, facilitating, controlling and standardizing quality management activities and initiatives at the regional level. · Interface partner with SBU head, Management and P&Q. · Facilitates internal audit & trainings & certifications · Reporting monthly status and process quality to Quality Management Representative (QMR) and SBU Head through CQR |
Business Partner (P & Q) | · Coordinate with SBU to identify and implement various Quality initiatives · Ensure Process compliance via facilitation, consulting and training · To support business units maintain and enhance quality standards in order to increase productivity and customer satisfaction · Mentor & Guide the Regional Quality Coordinators (SBU) · Support Quality Manager (SBU) to coordinate the SEPG Meetings · Escalate the SBU quality issues to the Quality Manager (SBU) & Quality Manager (P & Q) · Prepare the CQR & Metrics Trend Analysis at SBU level · Support SBU to achieve the defined Quality Goals · Identify the projects to be audited in the SBU · Support & guide SBU to continuously improve processes to meet the business requirement. |
Technical Controller (P & Q) | · P & Q representative responsible for ensuring Process compliance via facilitation & consulting at project level · Provide advanced QMS Trainings to SM, PM & PQM & aspiring PMs & PQMs as per SBU requirement · To support business partner in implementing SBU level quality related initiatives · Escalate the SBU quality issues to the Business Partner (P & Q) · Provide project inputs to Business Partner to prepare CQR & Metrics Trend Analysis at SBU level. · Facilitate knowledge transfer across projects in the SBU · Support implementation of process improvement activities initiated in the SBU · Provide analytical feedback / suggestions / recommendations based on quantitative measures reported in the Project Report to PM, SM and QM · Participation in PES /PSR meetings · Participation in SEPG activities. · Review of Project Plan · Ensures audits (process, internal & external audits) & assessments on time to ensure process compliance |
Project Manager (SISL) | · Ensure preparation of estimation & approval of the same · Create, maintain Project Plan · Monitor Project progress · Prepare Project Progress Report and send to SM and TC · Identify training needs of project members · Planning of reviews – estimate, selection and schedule of reviews · Ensure the release of the deliverables / work product to the customer as per the acceptance criteria defined in the project plan / contract and approve the release of the same. · Analyses serious errors in the project to initiate Preventive actions (Defect Prevention activities) · Overall project, team and customer relationship management responsibility (within budgets) · Overall responsible for the project management of assigned project · Responsible for overall coordination with customer · Controls the entire project staff · Project Status reporting · Responsible for the total project from SISL side. · Will co-ordinate, review activities planned as per the project plan (SISL). · Ensure verification of time sheets of team members. · Prepare/update Project Plan (of SISL) on regular basis. · Closely co-ordinate ABAP development with Technical Lead. · Ensure Project billing · Responsible for storage of Customer Supplied software · Review of Business Blue Print as applicable · Review of Integration Test Results as applicable · · Responsible for closing meeting. |
· Prepares Configuration Plan and ensures implementation of the same · Review the impact (technical, schedule, quality, cost, etc.) of change in requirements · Milestone Sign off · Preparation of Project Report | |
PQM | · Preparation of Project Quality plan · Ensuring Project Quality according to plan and send review recommendations to TC / SM / PM · Assessment of Quality of milestone results with respect to minimum requirement of process quality · Ensure Review Process of all deliverables at each milestone · Responsible for defining criteria for all review · Process feedback at end of project · Conduct S/W configuration audits for projects · Identification, maintenance & disposition of Quality records pertaining to project · Define, Identify & collect Quality and Project metric data in the project · Root cause analysis of defect, ensure initiation of Preventive actions in the project (Defect Prevention activities) · Review Project Report and analyze the deviations and provide recommendations · Monitoring training as per the training plan for all project members · Ensure QMS adherence in the project. · Verify that the documents and records (Development plans, Functional/Technical Specifications, Test Plans, Test Results, etc.) are prepared using the Templates specified for the same in the methodology. · Conduct Process Audit as per the defined frequency. |
TL (ABAP) | · Estimation of efforts · Review of FS &TS · Management of all activities related to the object (including implementation of Project Quality Plan, customer communication etc.) · Feedback to Project Manager regarding requirements for training · Any other responsibility assigned by the Project Manager (includes providing inputs to planning process) · Assess UT results · Project document control · Approves release of Object · Review the impact (technical, schedule, quality, cost, etc.) of change in requirements |
TL (Functional) | · Estimation of efforts · Review of FS. · Preparation of Business Blue Print · Management of all activities related to the module (including implementation of Project Quality Plan, customer communication etc.) · Feedback to Project Manager regarding requirements for training · Any other responsibility assigned by the Project Manager (includes providing inputs to planning process) · Assess UT / Baseline results · Project document control · Review the impact (technical, schedule, quality, cost, etc.) of change in requirements |
TL (Basis) | · Vet Server Configuration · Procedure Manual Contents · System Landscape Planning · Estimation of Basis efforts · Management of all activities related to the Basis module (including implementation of Project Quality Plan, customer communication etc.) · Feedback to Project Manager regarding requirements for training · Review the impact (technical, schedule, quality, cost, etc.) of change in requirements |
PT(ABAP) | · Follow the quality management system in the project · Prepare TS · Develops the necessary code as per requirements given based on agreed ABAP development standards. · Any other responsibility assigned by the Project Manager/Team Lead · Prepare UT specs, Conducts Unit Tests · Participate in the life-cycle activities in the project · Do the necessary unit testing wherever possible. · Prepare the technical documentation of the program. · Prepare the daily time sheet, which will indicate all the activities carried out in a day. |
PT(Functional) | · Follow the quality management system in the project · Prepare FS · Carry out customization settings for the module · Any other responsibility assigned by the Project Manager/Team Lead · Prepare UT /Baseline specs, Conducts Unit /BaselineTests · Participate in the life-cycle activities in the project · Do the necessary unit testing wherever possible. · Prepare the daily time sheet, which will indicate all the activities carried out in a day. |
PT(Basis) | · Follow the quality management system in the project · Any other responsibility assigned by the Project Manager/Team Lead · Participate in the life-cycle activities in the project · Prepare the daily time sheet, which will indicate all the activities carried out in a day. · Complete the Basis Procedure Manual · Setup the system landscape (Installation and Client setup) · System administration activities (Sap, Database, Operating System) · Daily monitoring and tuning |
OC | · This person will be primary contact between SISL development team and Customer. · Will be responsible for estimating the project work based on customer’s organisation culture and methodologies. After collecting all the necessary inputs he will prepare tentative project plan and send to Off shore project manager. · Reporting to AM onsite · Define the internal standards of the project. · Person will provide weekly status report based on the SISL activities in · Will provide/accept sample specifications and documentation related to project for/from customer as applicable. · Will understand and accept the program specifications from customer and pass the same to SISL Project Manager in · Will be responsible for monthly time sheets for SISL team members and follow up with the Customer Project Manager for the approval of the same. The time sheet will have the details of activities done per day. · Will co-ordinate the data transfer activities (Test data etc.) between Off shore team and customer. · Getting set the network connectivity and login ID for SAP servers |
AM | · This Person will be responsible to formalize the business from customer, process the Purchase order. · Attend review meetings on a periodic basis with customer. · Responsible for processing stay permit/visa salary and other support to SISL lead Consultant. · Will try to resolve any issues raised during the steering committee meeting, which are related to SISL. · Update the SISL Management in |
GUIDELINES: |
Go To Effort Estimation Sheet |
Consider |
ME = Management Efforts |
EE = Engineering Efforts |
TE = Total Efforts |
Where EE is the Effort for all engineering activities in the project |
Effort Ratio |
% of ME, out of TE |
e.g. 14 % Effort ratio means, Management Efforts is 14 of 100 and 86 is Engineering Efforts |
Estimation Guideline |
1. Reach the total effort using Delphi Estimation Method as given in next worksheet. Minimum 2 persons have to do the independent estimation. |
2. Adjust the Percentage Effort as applicable to the project from experience |
3. The project Management effort should be calculated on top of engineering effort (i.e., if PM effort is 10%, engineering effort is 1005 & Total effort is 110%) |
4. Distribute the Total Efforts in management efforts (based on ER goal / experience) and EE (process database / experience) for different phases |
5.If customer has given the estimates, negotiate with them based on our estimate & arrive at an agreed effort. |
6.Distribute it for different phases(Engineering Effort) & Project Management effort using the Work Sheet |
7. Analyze the effort variation monthly |
Project: | Nr.: | ||||||||||||||||||||||||||||||||||||||||||||
Customer: | Date: | ||||||||||||||||||||||||||||||||||||||||||||
Determined Escalation Level: | |||||||||||||||||||||||||||||||||||||||||||||
Project-Classification | Decision on BIA by: | Country Management | |||||||||||||||||||||||||||||||||||||||||||
Decision on OA and CA by: | Country Management | ||||||||||||||||||||||||||||||||||||||||||||
Annual review: | Country Management | ||||||||||||||||||||||||||||||||||||||||||||
Process Owner: | Local Unit Manager | ||||||||||||||||||||||||||||||||||||||||||||
Project Volume (in Mil. Euro) | |||||||||||||||||||||||||||||||||||||||||||||
Conditions necessitating the consent of Group Executive Management | |||||||||||||||||||||||||||||||||||||||||||||
BV1 | Comittments concerning stakes in other companies and joint ventures | ||||||||||||||||||||||||||||||||||||||||||||
BV2 | Projects processed across more than one country (cross border) and unit (cross-GBU) | ||||||||||||||||||||||||||||||||||||||||||||
BV3 | Long-term fixed price contracts (> 5 years) WITH NO possibility of passing on significant additional costs arising after contract conclusion | ||||||||||||||||||||||||||||||||||||||||||||
BV4 | Projects with a total term > 10 years | ||||||||||||||||||||||||||||||||||||||||||||
BV5 | Customer right to termination on “change of control” | ||||||||||||||||||||||||||||||||||||||||||||
BV6 | Unlimited and/or non-SFS/LS approved parent company warranty | ||||||||||||||||||||||||||||||||||||||||||||
BV7 | Unlimited liability for gross negligence or unlimited liability for damages in place of performance (= non-performance) | ||||||||||||||||||||||||||||||||||||||||||||
BV8 | Unlimited liability for financial or consequential losses in connection with warranty, defects, delay, non-compliance, etc. | ||||||||||||||||||||||||||||||||||||||||||||
BV9 | Projects with no overall liability limit | ||||||||||||||||||||||||||||||||||||||||||||
BV10 | Liability for financial losses greater than 30% of the annual order value WITH NO exclusion of consequential losses | ||||||||||||||||||||||||||||||||||||||||||||
BV11 | Liability for defects WITHOUT negligence extending well beyond the standard commercial level | ||||||||||||||||||||||||||||||||||||||||||||
BV12 | Unlimited indemnity for customer against third party claims for damages | ||||||||||||||||||||||||||||||||||||||||||||
BV13 | Customer right to terminate long-term contracts prematurely WITHOUT appropriate compensation | ||||||||||||||||||||||||||||||||||||||||||||
BV14 | Contractual penalties > 20% of the annual order value WITHOUT assurance of no further claims for damages | ||||||||||||||||||||||||||||||||||||||||||||
BV15 | Outsourcing WITHOUT (a) adequate due diligence, (b) customer liability for inadequate information, (c) regulations to apply on contract termination | ||||||||||||||||||||||||||||||||||||||||||||
BV16 | Takeover of significant assets and/or significant numbers of people (outsourcing) | ||||||||||||||||||||||||||||||||||||||||||||
BV17 | Projects with a pay back period > 36 months | ||||||||||||||||||||||||||||||||||||||||||||
BV18 | Projects with financial requirements endangering mid-term development of the respective Region/Local Unit | ||||||||||||||||||||||||||||||||||||||||||||
BV19 | Order value > €100m (over the entire lifetime or at least three years for orders with no fixed lifetime) | ||||||||||||||||||||||||||||||||||||||||||||
BV20 | Financial investment (buy company, equity JV, etc.) and/or capital expenditure as per SBS-CR 21/00 P-/I-Vorlage (New soon) | ||||||||||||||||||||||||||||||||||||||||||||
BV21 | Projects having a volume (minimum contract term) > €2.5m and amounting to more than 50% of the country’s prior annual business volume | ||||||||||||||||||||||||||||||||||||||||||||
Financial criteria | |||||||||||||||||||||||||||||||||||||||||||||
F1 | Projects having a negative cash balance (> -€2.5m cumulative over the lifetime of the project) | ||||||||||||||||||||||||||||||||||||||||||||
F2 | Projects having a negative EBIT or EVA (over the entire lifetime or after transition phase/year 2) | ||||||||||||||||||||||||||||||||||||||||||||
F3 | Project costing with significant deviations from SBS guidelines/regulations | ||||||||||||||||||||||||||||||||||||||||||||
F4 | Risk value not included in project costing and/or high level of uncertainty surrounding risk evaluation | ||||||||||||||||||||||||||||||||||||||||||||
F5 | Takeover of substantial payment obligations to third parties (leasing, maintenance, minimum purchasing quantity, etc.) | ||||||||||||||||||||||||||||||||||||||||||||
F6 | Payment agreed largely independent of cost drivers (for example according to transaction value, customer requests) | ||||||||||||||||||||||||||||||||||||||||||||
Bid/offer decision criteria | |||||||||||||||||||||||||||||||||||||||||||||
B1 | Project fulfills PoC-Criteria | NO Don't use the PoC-Method | |||||||||||||||||||||||||||||||||||||||||||
Project- and System Integration Business | |||||||||||||||||||||||||||||||||||||||||||||
Non-Siemens project business | |||||||||||||||||||||||||||||||||||||||||||||
Fixed price billing | |||||||||||||||||||||||||||||||||||||||||||||
Term > 1 year | |||||||||||||||||||||||||||||||||||||||||||||
Operating- and Outsourcing Business | |||||||||||||||||||||||||||||||||||||||||||||
Non-Siemens outsourcing/outtasking | |||||||||||||||||||||||||||||||||||||||||||||
Project portion > 10% of planned sale or > 5 Mil. Euro | |||||||||||||||||||||||||||||||||||||||||||||
B2 | Cost of offer (bid invest) >1% of the expected order value | ||||||||||||||||||||||||||||||||||||||||||||
Customer criteria | |||||||||||||||||||||||||||||||||||||||||||||
K1 | Credit/currency/interest risks > 3% of sales; high country or political risks | ||||||||||||||||||||||||||||||||||||||||||||
Customer conduct likely to contravene contract or customer unlikely to cooperate fully | |||||||||||||||||||||||||||||||||||||||||||||
K3 | Reduction in volume/service > 5% of sales expected WITHOUT reimbursement of costs | ||||||||||||||||||||||||||||||||||||||||||||
Supplier/subcontractor/partner criteria | |||||||||||||||||||||||||||||||||||||||||||||
L1 | Project strongly dependent on third party products/partners (including promised delivery dates); SBS share of value creation < 50% | ||||||||||||||||||||||||||||||||||||||||||||
L2 | Lack of any or concurrent back-to-back agreements prior to approval of primary contract (contract approval) | ||||||||||||||||||||||||||||||||||||||||||||
L3 | Substantial prefinancing needed for external partners/subcontractors | ||||||||||||||||||||||||||||||||||||||||||||
L4 | Inadequate cooperation expected in partnership/joint venture | ||||||||||||||||||||||||||||||||||||||||||||
L5 | Stability (credit, quality, reliability, etc.) of partners questionable | ||||||||||||||||||||||||||||||||||||||||||||
Legal ground rules | |||||||||||||||||||||||||||||||||||||||||||||
R1 | Risks from product liability, data protection commitments, confidentiality requirements, patent and license infringements | ||||||||||||||||||||||||||||||||||||||||||||
R2 | Risks from infringements of national/international law (anti-competitive practices, export control rules, customs legislation, global tax, etc.) | ||||||||||||||||||||||||||||||||||||||||||||
Contractual criteria | |||||||||||||||||||||||||||||||||||||||||||||
V1 | Fixed price contracts based on inadequately specified requirements/plans (for example for software development, tech. platform conversion) | ||||||||||||||||||||||||||||||||||||||||||||
V2 | Cooperative/consortium contracts, general contractor contracts/contracts for work with critical promises or content significantly different from standard | ||||||||||||||||||||||||||||||||||||||||||||
V3 | Assumption of responsibility for business process changes/business process outsourcing | ||||||||||||||||||||||||||||||||||||||||||||
V4 | Takeover of significantly non-standard liability for losses from delay, non-performance, warranty, shipping | ||||||||||||||||||||||||||||||||||||||||||||
V5 | No or inadequate acceptance or change request procedure/claim management | ||||||||||||||||||||||||||||||||||||||||||||
V6 | Agreements giving customer unilateral right to expand the scope and extend the lifetime of the contract or terminate the contract | ||||||||||||||||||||||||||||||||||||||||||||
V7 | Unusually long warranty periods (hardware > 3 years; software > 12 months) and/or service obligations (software > 5 years) | ||||||||||||||||||||||||||||||||||||||||||||
V8 | Purchasing or service provision as intended in the contract prior to conclusion of legally binding customer order > €0.2m | ||||||||||||||||||||||||||||||||||||||||||||
V9 | Guarantees for services (down payment guarantee excepted)/guarantees made by SBS, Regions and/or Siemens AG | ||||||||||||||||||||||||||||||||||||||||||||
V10 | No exit clause in long-term contracts (term > 5 years) | ||||||||||||||||||||||||||||||||||||||||||||
V11 | Takeover of contracts with third parties with significant effects on the project | ||||||||||||||||||||||||||||||||||||||||||||
Technical and operating criteria | |||||||||||||||||||||||||||||||||||||||||||||
T1 | Use of new technologies/solutions/architectures/tools that do not correspond to the SBS SYS recommendations | ||||||||||||||||||||||||||||||||||||||||||||
T2 | Operating system/middleware/protocols and development processes do not comply with standards or SBS SYS recommendations | ||||||||||||||||||||||||||||||||||||||||||||
T3 | High number of products/components/interfaces; customer-specific development > €250,000; migration of existing data | ||||||||||||||||||||||||||||||||||||||||||||
T4 | Critical comittments regarding function/performance/scalability/security/availability/time behavior with consequences if not delivered | ||||||||||||||||||||||||||||||||||||||||||||
T5 | Obligation to comply with technology cycles requested or specified by the customer | ||||||||||||||||||||||||||||||||||||||||||||
T6 | Service levels inadequately defined or difficult to achieve ( | ||||||||||||||||||||||||||||||||||||||||||||
Project process/project organization/people | |||||||||||||||||||||||||||||||||||||||||||||
P1 | No use made of the Chestra methodological framework or comparable project management methods and tools | ||||||||||||||||||||||||||||||||||||||||||||
P2 | Lack of employee qualifications/experience, resources in key positions, stability in the project organization/committees | ||||||||||||||||||||||||||||||||||||||||||||
P3 | High number of partners involved, long project lifetime (> 2 years), communication barriers (for example languages, heterogeneous cultures) | ||||||||||||||||||||||||||||||||||||||||||||
P4 | Extensive undertakings when taking over human resources, especially outsourcing (no right to dismiss, collective bargaining/pension obligations, etc.) | ||||||||||||||||||||||||||||||||||||||||||||
P5 | Sharp increase in recruitment planned | ||||||||||||||||||||||||||||||||||||||||||||
P6 | Customer unwilling to accept necessary cooperative duties in the project (project team, specifications, tests, etc.) | ||||||||||||||||||||||||||||||||||||||||||||
P7 | Customer’s required deadlines/milestones appear unrealistic | ||||||||||||||||||||||||||||||||||||||||||||
P8 | Complex structure of the sites in the project or distribution of the sites | ||||||||||||||||||||||||||||||||||||||||||||
P9 | Lack of depth in work schedules (work breakdown structure), inadequately defined base levels | ||||||||||||||||||||||||||||||||||||||||||||
P10 | Exacting requirements in tests, acceptance procedure, human resources qualification and approval | ||||||||||||||||||||||||||||||||||||||||||||
P11 | No or lacking incentive/reward systems | A | |||||||||||||||||||||||||||||||||||||||||||
Infrastructure/logistics | |||||||||||||||||||||||||||||||||||||||||||||
I1 | No or inadequate infrastructure on site (communication, transport, energy, logistics, etc.) | ||||||||||||||||||||||||||||||||||||||||||||
!! | No Consent within Projects Level IV / MoM of Region RRBs must be given | ||||||||||||||||||||||||||||||||||||||||||||
V4.1 H.-U. Gruppe (SBS D SOL MPM) | Ref: SBS-Circular 2/2003; SBS Decision-making matrix PoC valuation | ||||||||||||||||||||||||||||||||||||||||||||
Project Manager / Program Director: | Unit Manager / Entrepreneur | ||||||||||||||||||||||||||||||||||||||||||||
Name | Name | ||||||||||||||||||||||||||||||||||||||||||||
Department | Department | ||||||||||||||||||||||||||||||||||||||||||||
Signature | Signature | ||||||||||||||||||||||||||||||||||||||||||||
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