P10 Project Management

GC __
Contract Award
M1000
Handover from Sales
Contract;
CAP form
ORDER ACQUISITION PROCESS
10.1.1. - develop Project Charter
Project Charte
Project
Charter
10.1.2. - acquire Project Management

Team
PMT org chart
Workload information resources

CV
Performing Organization
(Functional Managers)
10.1.2. - acquire Project Management Team
10.1.3. - identify Stakeholders
Customer
Contact Information
Project
Charter
Stakeholder R
M1010
Project Kick-off
Project M
Project Charter
Project Baseline
(scope, time & cost)
10.2.7. - approve Project Baseline
10.2.1. - develop Project management Plan
10.2.1. - develop Project Management

Plan
Requireme

Plan
10.4.5. - perform Integrated Change

Control
10.2.2. - collect Requirements and define Scope
Requirements Management
Plan
Approved
Change Requests
Customer
Contact Information
10.2.2. - collect Requirements and

define Scope
Project
Proposal WBS
ORDER ACQUISTION PROCESS
Requirements Matrix;
Project Scope Statement
define Scope
10.2.3. - develop WBS
WBS
WBS dictionary
Project Execution proposal

(Proposal Master Schedule);
Contract (Customer milestones)
10.2.6. - identify, analyse and plan

response to Risks
WBS
WBS dictionary
Risk Register
(Schedule Contingency Reserve)
project target set by Project Sponsor

(Time)
10.1.1. -develop Project Charter
10.2.4. - develop Schedule
Project Schedul
Schedule Basel

response to Risks
10.2.1. - Develop Project

Management Plan
Cost Estimates
WBS
WBS dictionary
Project Schedule
Schedule Baseline
Risk Register
(Cost Contingency Reserve)
- Procurement Management Plan

(Make or Buy Strategy)
- Human Resource Plan
(Resource Staffing Plan)
project target set by Project Sponsor
(Cost)
10.1.1. -develop Project Charter
10.2.5. - estimate Costs and determine Budget
10.2.5. - estimate Costs and

determine Budget
Cost Baseline

Plan
Risk
Management Plan

response to Risks
Requirements Matrix
define Scope
Lessons Learned
Stakeholders Register
(Schedule Co
10.2.6. - identify, analyse and plan response to Risks
M1040
M1020
define Scope

determine Budget
10.2.7. - definee Project Baseline
10.2.7. - define Project Baseline
WBS
WBS dictionary
Schedule Baseline
Cost Baseline
Project Ba
(during M1
Meeting)
Initial Proje
Project Baseline
M1030
PMT meeting
Project M
Project Management Plan

Plan
10.2.7. - define Project Baseline

Control
10.3.1. - direct and manage Project

Execution
Project Baseline
approved
Change Requests
10.3.1. - direct and manage Project Execution

Plan
Quality
Management Plan
work performance data

10.3.1. -direct and manage Project
Execution
10.4.8. - perform Quality Control
10.3.2. - perform Quality Assurance
quality checklist completed;

NCs
10.3.2. -perform Quality Assurance
Lessons Learned;
Quality audit report;
KPI
Human Re
Plan
Human Resource
Management Plan

Execution
10.3.3. - develop and manage Project Team
10.3.3. - develop and manage Project

Team
M1040
M1050
M1060

Plan
10.3.1.- direct and manage Project

Execution
Communications
Management Plan

issue log
10.4.5. - monitor and control Project

Performance
Stakeholders Register
10.3.4. - distribute Information and Manage Stakeholder Expectations
Project Status Report to Cust
Customer Satisfaction Survey
10.3.4.- distribute Information and

manage Stakeholder Expectations
Project Performance Report

Project Status Report to Customer
Project Sponsor
work performance
reports
Project Performance Review
Project Stakeholders

Plan
Procurement
Management Plan
10.3.5. - conduct Procurements

Execution
Procureme
work perf
Plan

Execution
10.4.1. - control Scope
Procurement
Management Plan
work performance
data
(status of deliverable)

Plan

Execution
10.4.2. - control Schedule
Procurement
Management Plan
work performance
data
(schedule progress)
work perf
work perf
Plan

Execution
10.4.3. - control Costs
Procurement
Management Plan
work performance
data
(cost incurred)

Plan
Procurement
Management Plan
work performance
data
Execution
10.4.4. - monitor and control Risks
work performance
data
work performance information

(schedule forecasts)

(cost forecasts)
Risk Register
10.4.5. - monitor and control Project Performance

Performance
change request
Control
proposed changes;
NCs
change request
change request
change request
change request
10.3.4. - distribute information and
manage stakeholder information
10.4.6. - perform Integrated Change Control

Execution
completed
deliverables
M1070

Plan
10.4.7. - verify Scope
Scope Baseline
(incl acceptance
criteria)
validated
deliverables
Request fo

Plan
Quality
Management Plan

Execution
quality c
10.4.8. -perform Quality Control
Procuremen
Plan

Execution
10.4.9. - administer Procurements
Procurement
Management Plan
Work performance
data
Completed deliverable
Inspec
exped
Inspection and
expediting report
Acceptance documents
10.5.1. - close Procurements
M1080
Handover
Final Acceptance
Customer
GC __
Final Acceptance
M1090
10.5.2. - close Project
Close-out Report
closed
Procurements
Project C
Project Charter
10.1.2. - acquire Project Management

Team

Plan
PMT org chart
Workload information resources

CV

Plan
Stakeholder Register
Plan

response to Risks

Execution
Requirements Management
Plan
Quality
Management Plan
Quality
Management Plan
Human Resource
Management Plan
Communications
Management Plan
Risk
Management Plan

Define Scope

Team
10.3.4. - distribute Information and

manage Stakeholders Expectations

response to Risks
Procurement
Management Plan

WBS
WBS dictionary

determine Budget
Project Schedule
Schedule Baseline

determine Budget
Cost Baseline
Risk Register
(Schedule Contingency Reserve)
Risk Register
(Cost Contingency Reserve)
determine Budget
Risk Register
Project Baseline Update I

(during M1040 Project Performance Review
Meeting)
Initial Project Baseline Approval
Project Baseline

Execution

(updates)
Plan

(status of deliverables)

(schedule progress)

(costs incurred)



issue log

manage Stakeholders Expectations



Change Requests

Control

Control


Team
Quality Management Plan

(updates)

Plan
Human Resource Management

Plan (updates)
Plan
Project Performance Review Meeting
Change
Requests
Project Performance Report


Control
Purchase Orders
Sourcing Plan (updates)

Performance
Procurement Management Plan
(updates)
Plan

Performance
Change
Requests
NCs

Control

(schedule forecast)
Performance
Change
Requests
NCs

Control

(cost forecast)
Performance
Change
Requests
NCs

Control
Risk Register updates

Performance
work performance reports

manage Stakeholder Expectations
Project Management
plan updates

Plan
approved changes
10.2.2. - collect requirements and
define scope
proposed changes;
NCs
approved changes
10.3.1. - direct and manage project
execution
Request for Final Acceptance
accepted deliverables
quality checklist completed;

NCs
proposed changes;
NCs
Control

(updates)
Plan
Inspection and
expediting report
Sourcing Plan (updates)

Performance
closed
Procurements
Handover to After-Sales
Project Close-out Report
AFTER-SALES
PROCESS
INITIATING
PROCESS GROUPS
KNOWLEDGE AREAS
GC __
Contract Award
M.1000
Handover from
Sales
Contract
INTEGRATION MANAGEMENT
CAP form
10.1.1. - develop
Project Charter
Project Charter
SCOPE MANAGEMENT
TIME MANAGEMENT
COST MANAGEMENT
QUALITY MANAGEMENT
HUMAN RESOURCE MANAGEMENT
COMMUNICATIONS MANAGEMENT
RISK MANAGEMENT
PROCUREMENT MANAGEMENT
___
documents/deliverables from
external processes
___
documents/deliverables
produced as outputs from
10.1.2 - acqu
Manageme
10.1.3 - id
Stakeho
___
P10 processes
ter
PLANNING
M.1010
Project Kick-off
Meeting
10.2.1. - develop
Project Management
Plan
Project Management
Plan
10.2.1.a. - develop
Requirements
Management Plan
Requirements
Management
Plan
10.2.1.b. - develop
Quality Management
10.2.2. - collec
Requirements a
define Scope
10.2.1.b. - develop
Quality Management
Plan
Quality
Management
Plan
2 - acquire Project
nagement Team
PMT org chart
0.1.3 - identify
Stakeholders
Stakeholders
Register
10.2.1.c. - develop
Human Resource
Management Plan
Human Resource
Management
Plan
10.2.1.d. - develop
Communications
Management Plan
Communications
Management
Plan
10.2.1.e. - develop Risk

Management Plan
Risk
Management
Plan
10.2.1.f. - develop
Procurement
Management Plan
Procurement
Management
Plan
M.1040
M.1020
10.2.7. - Define Project

Baseline
Project Baseline (S
Schedule and Cost
to be approved
Proposal WBS
(egg NPS file)
. - collect
ments and
e Scope
Requirements Matrix
WBS and
WBS dictionary
Project Scope
Statement
Project Execution
Proposal
10.2.4. - develop
Schedule
Project Schedule
Schedule baseline
Cost
Estimates
10.2.5. - estimate Costs

& determine Budget
Cost Estimates
Cost baseline
10.2.6. - identify
analyse and plan
Response to Risks
Risk
Register
1040
1020
EXECUTING
MONIT
Project Baseline
update (during
periodic "M1040
Project Review
Meeting")
Initial Project
Baseline Approval
seline (Scope,
and Cost baseline)
oved
M.1030
(periodic) Project
Management Team
(PMT) Meeting
10.3.1. - direct &

manage Project
Execution
Work performance data
- Engineering & Design
- Procurement
- Manufacturing
- Installation
- Commissioning &
Start-up
issue log /
action register
Completed
Deliverables
ne
10.3.2. - perform
10.3.2. - perform
Quality Assurance
Lessons Learned
Quality Audit Reports
10.3.3. - develop and

manage Project Team
Resource staffing plan

Updated employee
training records
M.1040
10.3.4. - distribute
Information and
manage Stakeholder
Expectations
Project Status Report
to Customer
M.1050
M.1060
Project Performance
Report
Change Request
10.3.5. - conduct
Procurements
Sourcing Plan
(periodic)
Project Review
Meeting
(periodic)
to Customer
Customer Satisfaction
Survey
NITORING & CONTROLLING
10.4.5. - monitor and

control Project
Performance
10.4.6. - perform
Integrated Change
Control
Approved Changes
10.4.7. -

Change Requests
Non-Conformities
(NC System )
10.4.2. - control
Schedule
Change Requests
Non-Conformities
(NC System )

Change Requests
Non-Conformities
(NC System )
10.4.8. - perform
10.4.8. - perform
Quality Control
Non-Conformities
(NC System )
10.4.4. - monitor &

control Risks
Risk Register updates;
Contingency Reserve
updates
10.4.9. - administer
Procurements
Inspection &
Expediting Reports
CLOSING
GC80
Final Acceptance
M.1080
M.1090

Project Closing Form
M.1070
Request for Final

Acceptance
10.4.7. - Verify Scope

Acceptance documents
(e.g. Buy-off Book) duly
completed
Handover to After
Sales
Project Close-out
Report
&
Reports
10.5.1. - close
Procurements
Closed
procurements
Claim settlement
P10 - PROJECT MANAGEMENT
ENT
P10 - PROJECT MANAGEMENT
GC __
Contract Award
M1000
Handover from
Sales
M1010
Project Kick-off
meeting
P10.1 INITIATING
M1020
M1030
Initial Project
(periodic)
Baseline Approval PMT Meeting
P10.2 PLANNING
335081696.xlsx - 10 - PROJECT MANAGEMENT
M1050
M1040
(periodic)
(periodic)
Project Status
Project Review
Report to Customer
Meeting
M1060
Customer
Satisfaction
Survey
P10.3 EXECUTING
P10.4 MONITORING AND CONTROLLING
page 78 of 247
page 79 of 247
P2 - SALES
GC __
Contract Award
M1000
M1000
Handover from
Sales
P10.1 INITIATING
10.1.1 develop Project Charter
10.1.2 acquire Project Management Team
page 80 of 247
10.1.3. identify Stakeholders
page 81 of 247
M1020
Initial Project
Baseline Approva
M1010
Project Kick-off
meeting
P10.2 PLANNING
10.2.1
Develop Project
Management
Plan
10.2.2
Collect
Requirements
and Define Scope
10.2.3
Develop WBS
10.2.4
Develop Schedule
10.2.5
Estimate Costs and
Determine Budget
page 82 of 247
10.2.5
Estimate Costs and
Determine Budget
10.2.6
Identify, Analyse and Plan
Response to Risks
10.2.7
Define Project
Baseline
page 83 of 247
M1030
(periodic)
PMT
meeting
M1040
(periodic)
Project Review Meeting
M1050
(periodic)
Project Status
Report to Customer
M1060
Customer
Satisfaction Survey
P10.3 EXECUTING
10.3.1
Direct and manage Project Execution
10.3.2
Perform Quality Assurance
10.3.3
Develop and manage Project Team
10.3.4
Distribute Information and manage Stakeholders Expectations
10.3.5
Conduct Procurements
page 84 of 247
10.3.5
Conduct Procurements
page 85 of 247
10.4.1
Control Scope
10.4.2
Control Schedule
10.4.3
Control Cost
10.4.4
Monitor and Control Risks
10.4.5
Monitor and control
Project Performance
10.4.6
Perform Integrated
Change Control
page 86 of 247
10.4.8
Perform Quality Control
10.4.9
Administer Procurements
page 87 of 247
GC 80
Final
Acceptance
M1080
Handover to
After Sales
P10.5 CLOSING
10.5.1
Close Procurements
10.5.2
Close Project
page 88 of 247
GC 80
Final Acceptance
M1060
M1070
Customer
SatisfactionRequest for Final
Acceptance
Survey
M1080
Handover to
After Sales
M1090
Project Close-out
Meeting
P10.5 CLOSING
page 89 of 247
page 90 of 247
M1010
Project Kick-off
meeting
page 91 of 247
page 92 of 247
M1020
M1040
Initial Project
(periodic) Project
Baseline Approval Performance Review Meeting
page 93 of 247
10.2.7
fine Project
Baseline
page 94 of 247
M1060
Customer
atisfaction Survey
xpectations
page 95 of 247
page 96 of 247
M1070
Request for
Final
Acceptance
ING
10.4.6
m Integrated
nge Control
10.4.7
335081696.xlsx - Verify
10 - PROJECT MANAGEMENT
Scope
page 97 of 247
10.4.7
Verify
Scope
page 98 of 247
M1090
Project Closeout Meeting
page 99 of 247
glossary of terms and acronyms

acronym
term
ACU
Approved Current
BCU
Budget Current
CAP
contract approval package
COF / CPQ
cost of failure / cost of poor quality
MOD
Modification
NC
Non Conformity
335081696.xlsx - GLOSSARY
page 100 of 247

acronym
term
NCS
NC system
PM
project manager
PgM
program manager
PfM
project portfolio manager
PMD
project management director
PMT
PMP
project management team

PMIS
project management information system
page 101 of 247

acronym
acronym
term
term
PMdb
Project Management database
PMO
Project Management Office
performing organization
project sponsor
functional manager
contract
project statement of work
QCU
Quotation Budget
Schedule Baseline
VAR
Variation
WBS
work breakdown structure
page 102 of 247

acronym
term
work breakdown structure dictionary
work performance report
page 103 of 247
definition
ref.
ACU is GPS/SAP term to indicate the rolling financial status of a project and contains the forecasted total cost of the project
GPS
(EAC - Estimate At Completion in PMI terms). ACU is equivalent to POR term referred in the COMAU Policy 16.
In practical terms ACU contains:
Actual costs (Purchasing Orders with good/services already delivered)
Committed costs (Purchasing Requisition and Purchasing Orders without delivery)
ETC (Estimate to Complete, the forecasted remaining work).
The ACU contains the EAC costs covering both Customers Scope of Supply and COMAU errors/reworks. ACU can be compared
with project Revenues to calculate project margin.
BCU is GPS/SAP term to indicate the initial project budget and represents the cost of the project referred to the Customers
GPS
Scope of Supply. During project life BCU is updated with costs coming from new Customer Change Orders or might be updated
(as per Project Sponsor decision) costs that are not depending upon the team responsibility (e.g.,. Make / Buy or Job Sharing
changes). BCU is equivalent to POI term referred in the COMAU Policy 16. BCU is the project performance baseline; B00 is the
initial project performance baseline formally approved by project sponsor
Tool to be filled by sales manager as per Policy 14
COMAU Policy 14
COF / CPQ is any variation from the Project Baseline (Quality, Time and Costs) not covered by Customer Revenues. In ERP
(e.g.,. SAP) (and project reporting terms) COF can be seen as equal to the difference between ACU (POR) and BCU (POI)
related to Team or difference between ACU (POR) and QCU (PV + changes) related to the company
Non Conformity
Management
Methodology
Comau Extra cost or Non Conformity define as a change of the Supply Volume (Materials & Activities) derived by a noncompliance between requisites & deliverables, generating impact on Cost, Resources and Timing.
this also includes: Work product not performed or delivered in expected condition or time
Non Conformity
Management
Methodology
Change of the Supply Volume (Materials & Activities) or non-compliance between requisites & deliverables, both generating
potential impact on Cost, Revenue, Resources and Timing.
this also includes: Work product not performed or delivered in expected condition or time
Non Conformity
Management
Methodology
page 104 of 247
definition
ref.
It is a system that allows Non Conformities management as follows

Standardize and improve visibility of Projects, Product and Department issues in order to address proper (preventive)
recovery actions.
Perform timely application of (corrective) recovery actions.
Maintain a history of problems and solutions to create a lesson learned data base.
Measure:
Covering of Cost of Failure with NCs (Project Product and Standard Product) providing improved understanding to company
results impacts.
NC corrective action effectiveness.
Effectiveness of establishing Root Cause Analysis criteria (related to main problems).
NC closure timing and application (e.g. open and closure rates).
Effectiveness of addressing departmental systemic issues for improvement (e.g., error code analysis).
Effectiveness of Root Cause Analysis (related to correcting main problems).
COF by project and or functional departments for analysis.
Non Conformity
Management
Methodology
the person assigned by the performing organization to manage the project and achieve the project objectives
PMBOK
the person assigned by the performing organization to manage related projects in a coordinated way to obtain benefit and
PMBOK
control not available from managing them individually
the person responsible for the high-level governance of a collection of projects or programs, which are carried on at a certain PMBOK
moment in time by the performing organization
according to COMAU organizational announcements, the global or regional director of Project Management, with management COMAU Policy 16
authority over the PMs. He/she also acts as portfolio manager for the relevant project portfolio
the members of the project team who are directly involved in project management activities
a formal approved document that defines how the project will be executed, monitored and controlled
PMBOK
PMBOK
an information system used to gather, integrate and disseminate the outputs of project management processes. In its
simplest form it consists of a document repository, in more advanced use it may include collaboration work areas (e.g.,
SharePoint)
PMBOK
page 105 of 247
definition
definition
ref.
ref.
an information system used to gather, integrate and disseminate data about project performance. It is maintained by PMO
with inputs from PfM and PM
the organizational body under the Contract & Project Management Vice President of COMAU assigned various responsibilities
related to the centralized and coordinated project governance for the entire COMAU portfolio. It is organized in global and
local entities supporting performing organizations in executing the projects
COMAU Policy 16
the COMAU entity executing the project; according to project size and characteristics it may be a local, regional, or global
organization
an executive manager of the performing organization at a level that is adequate for funding the project (i.e. normally the
responsible for the profit & loss or, upon his/her delegation, a manager directly reporting to him/her)
COMAU Policy 16
a person with management authority over an organizational unit (e.g., Engineering, Supply Chain, Manufacturing, ...) within
the performing organization or CIO
in legal terms a contract is a mutually binding agreement that obligates the seller to provide a specified service, product or
result, and obligates the buyer to pay for it.
For COMAU projects, which are done for an external customer, the contract includes documents either of technical nature
(e.g., specifications, standards,...) or commercial and/or contractual nature (e.g., terms & conditions, ...)
COMAU Policy 16
COMAU Policy 16
COMAU Policy 16
PMBOK
the statement of work (SOW) is a description of products or services to be delivered by the project. For COMAU projects, which PMBOK
are done for an external customer, the SOW is received as part of bid documents and/or as part of the contract and may
include COMAU technical proposal
QCU is GPS/SAP term to indicate the initial quotation budget and represents the cost of the project referred to the as sold
Customers Scope of Supply realized by Sales Proposal & Estimating. During project life QCU can be updated with costs
coming from new Customer Change Orders. Q00 (QCU as sold) is equivalent to PV term referred in the COMAU Policy 16.
GPS
A Schedule Baseline is the specific version of the schedule used to record the original version to which actual schedule che be
compared.
Customer Change Order / Request
Non Conformity
Management
Methodology
a deliverable-oriented hierarchical decomposition of the work to be executed to accomplish the project objectives and create
the required deliverable. It organizes the total scope of the project
PMBOK
page 106 of 247
definition
ref.
a document that describes each component in the WBS. For each WBS component, the WBS dictionary includes a brief
definition of the scope or statement of work, defined deliverables(s), a list of associated activities and a list of milestones
PMBOK
the raw observations and measurements identified during activities being performed to carry out the project work. Examples
include reported percent of work physically completed, technical performance measures, start and finish dates of schedule
activities, number of change requests, number of defects, actual costs, actual durations etc.
PMBOK
the performance data collected from various controlling processes, analysed in context and integrated based on relationship
across areas. Examples include status of deliverables, implementation status for change requests, forecasted estimates to
complete
PMBOK
the physical or electronic representation of work performance information complied in project documents, intended to
generate decisions, actions, or awareness. Examples include status reports, memos, justifications, information notes,
recommendations
PMBOK
page 107 of 247
Comau Global P10

Document
Document Name
GOW-P10
Overview
Document Type
Level
GAC-P10.0
Activity Card
GEC-M1000
GEC-M1010
Event
Event
Event
Event
2
2
2
2
GCL-P7-M710
GCL-P7-M720
GCL-P7-M730
GCL-P7-M740
Process
Process
Process
Process
Card
Card
Card
Card
Check-List
Check-List
Check-List
Check-List
2
2
2
2
GCL-PMO-xxx
N.A.
Production Check-List
GFR-PMO-110
GFR-PMO-120
GFR-PMO-130
GFR-PMO-140
GFR-PMO-150
GFR-PMO-160
GFR-PMO-160A
GFR-PMO-160B
GFR-PMO-160C
GFR-PMO-160D
GFR-PMO-160E
GFR-PMO-160F
GFR-PMO-160G
GFR-PMO-160H
GFR-PMO-160I
GFR-PMO-170
GFR-PMO-180
GFR-PMO-190
GFR-PMO-200
GFR-PMO-210
GFR-PMO-220
GFR-PMO-230
GFR-PMO-240
GFR-PMO-241
GFR-PMO-242
GFR-PMO-243
Resource Staffing Plan example

WBS dictionary example
Stakeholder Register
Project Charter
Risk Register
Project Management Approach
Human Resource Management Plan
Communications Management Plan
Risk Management Plan
Requirements Management Plan
Change Management Plan
Project Baseline
Project Status Report to Customer example
Change Authorization Form
Change Request Log
Internal Order
Project Closing form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Form
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
Template
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
Form / Template
GOI-PMO-110
GOI-PMO-120
GOI-PMO-130
GOI-PMO-140
GOI-PMO-150
GOI-PMO-160
GOI-PMO-170
GOI-PMO-180
GOI-PMO-190
Risk Management
PMIS
Change Management
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
3
3
3
3
3
3
3
3
3
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Instructions
Instructions
Instructions
Instructions
Instructions
Instructions
Instructions
Instructions
Instructions
Notes
Format
ACTIVITY CARD
P10.1.1. - Develop Project Charter
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
Customer;
Sales
Contract
or
formal document directing
COMAU to proceed with the
project (*);
P10.1.1.1 - Draft Project Charter

PfM
Upon Project Sponsor instruction, the Project Portfolio Manager (PfM)
shall prepare the Project Charter, clearly indicating project objectives
and applicable contractual documentation.
BY
A PM should be identified and assigned as early as possible by the

Contract Approval Package (CAP PfM, and in any case before the Project Kick-off Meeting
form) completed from P2 process (M1010). The PfM may delegate the preparation of the project
charter to the PM.
The PfM will collect necessary information to draft the Project
Charter from Sales, who shall make available the complete
documentation developed during proposal as well as the complete
all documents latest at the Handover from Sales (M1000).
PfM
Project Charter (GFR-PMO-140)

to be approved
335081696.xlsx - 10.1 - INITIATING
P10.1.1.2 - Define Project ID

The project _ID is defined by FA&C.
FA&C
page 109 of 247
PfM

to be approved
P10.1.1.3 - Approve Project Charter

Project Sponsor; PfM
The Project Charter, when formally approved by the Project Sponsor
and signed for acknowledgment by Project Manager (PM), provides
him/her with the authority to apply organizational resources to
project activities.
Project Sponsor, at his/her option, may establish targets for project
objectives which are different from those identified during the Order
Acquisition process.
Project Sponsor shall also define PM level of authority with regard to:
value and %margin of quotations that are submitted for customer
change requests;
amount of changes that can be initiated before a fix price is
negotiated;
amount of COF and/or variance of overall project margin caused by
COF requiring prior Project Sponsor approval for funding.
Project Sponsor;

approved by Project Sponsor
P10.1.1.4 - Initialize PMIS

PM; PMO
The PM, assisted by the PMO, shall initialize the Project Management
Information System (PMIS) to be used as project documentation
repository.
Project Sponsor;

P10.1.1.5 - Initialize PMdb

When applicable, the PfM shall also initialize the project into the
Portfolio Management Database (PMdb).
PfM
(*) Project Sponsor may decide to charter a project also without a formal customer instruction, and/or with an incomplete scope definition, when this is considered appropriate.
In such a case this shall be clearly stated in the Project Charter and the PfM is responsible to notify this to the respective PMO
aligns with PMBOK Fourth Edition: 4.1. "Develop Project Charter"
aligns with COMAU Policy #16: section 3.1.1. "Authorizing a new project"
page 110 of 247
ACTIVITY CARD
P10.1.2. - Acquire Project Managem

FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
Although PMBOK places "Acquire Project Team" in the Executing

Processes Group, considering that involvement of PMT members in
the early phases of the project and particularly in the definition of
the initial baseline, this process has been included in the Initiating
Processes Group
The Project Management Team (PMT) include all individuals who are
directly involved in project management activities.
The PMT for COMAU projects will typically include:
project manager;
project controller;
technical leaders (mechanical and controls);
CIO leader;
site manager;
depending on the type, size and characteristics of the specific
project, the PMT may also include:
material planner;
project planner;
project estimator;
supply chain leader;
manufacturing leader;
The PM is required to reflect the impact of any unavailability of
required human resources in the project schedule, project budget,
project risks, project quality, training plans, and other project
management plans as required.
When feasible PMT members should be placed in the same physical
location to enhance their ability to perform as a team.
page 111 of 247
functional managers workload information;

resources CV's
P10.1.2. - Acquire Project Management Team

PMT members are drawn from available sources considering
availability, ability, experience and interest. The selection of PMT
members is made by their respective functional managers, but the
PM, with the appropriate backup from PfM, should effectively
negotiate and influence the decision.
functional managers;
PM (PfM)
Ideally the PMT should be completely defined before Project kickoff meeting (M1010); when a specific role is not covered yet the
respective functional manager shall be involved.
aligns with PMBOK Fourth Edition: 9.2. "Acquire Project Team"

aligns with COMAU Policy #16: section 3.1.2. "Acquire and Manage Project Team"
page 112 of 247
ACTIVITY CARD
P10.1.3. - Identify Stakeholders
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
Project Stakeholders are persons and organizations that are actively

involved in the project or whose interests may be positively or
negatively affected by the execution or completion of the project
For COMAU projects, Project Stakeholders (other than those internal)
are typically individuals in the customer organization, but there may
be also suppliers or third parties such as local authorities. It is
critical for project success to identify them early in the project, and
to analyse their levels of interest, expectations, importance and
influence.
Project Sponsor;
Customer;
Sales; Proposals
project charter (GFR-PMO-140);

customer contact information;
proposal documentation;
lessons learned
P10.1.3.1 - Stakeholders Identification, Assessment &

PM
Classification
During the early stage of the project the PM, with the contribution of
the other PMT members, shall gather information from available
sources (e.g., Customer information, proposal documentation,
subject matter experts, such as, but not limited to, project managers
who have worked on projects on the same area) to identify all
project stakeholders.
page 113 of 247
PMT
Stakeholder Register (GFR-PMO- P10.1.3.2 - Stakeholders Assessment & Classification

130) (identification)
The PM, when deemed appropriate, may then identify the potential
impact each stakeholder could generate, and classify them so as to
define an approach strategy. Classification models include:
power/interest grid, grouping the stakeholders based on their
level of authority ("power") and their level of concern ("interest")
regarding the project outcome;
power/influence grid, grouping the stakeholders based on their
level of authority ("power") and their active involvement
("influence") in the project;
influence/impact grid, grouping the stakeholders based on their
active involvement ("influence") in the project and their ability to
effect changes to the project's planning or execution ("impact").
PM
PMT
Stakeholder Register (GFR-PMO- P10.1.3.3. - Stakeholder Risks Identification

130)
During this process the PMT may identify risks which shall be
captured in the risk register.
PMT
aligns with PMBOK Fourth Edition: 10.1. "Identify Stakeholders"

aligns with COMAU Policy #16: Policy does not spell out this specific process
page 114 of 247
Develop Project Charter

TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Project Charter template

to be approved
Project Sponsor
PM
ERP (SAP, Baan, )
ERP entry (project_ID)
PfM, PMT
page 115 of 247
PMIS (GOI-PMO-120)
PMdb

Project Sponsor
PM
PMIS documentation repository
PMT, stakeholders
PMdb entry
PMO
when this is considered appropriate.
page 116 of 247
Acquire Project Management Team

TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
page 117 of 247
organization chart template

included in the Human Resource
Management Plan" document
(GFR-PMO-160C)
PMT organization chart included PMT;

in the Human Resource
functional
Management Plan document
managers
(GFR-PMO-160C)
page 118 of 247
Identify Stakeholders
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
Stakeholder Analysis
Stakeholder Register (GFR-PMO- PMT

130) (identification)
FOR
page 119 of 247
Stakeholder Register (GFR-PMO- PMT

130) (assessment &
classification)
identified risks in the risk

register (GFR-PMO-150)
PMT
page 120 of 247
ACTIVITY CARD
P10.2.1. - Develop Project Management Plan
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
PM

template (GFR-PMO-160)
Project Management Plan (GFRPMO-160)
PMT
PM; PMT

template (GFR-PMO-160A)

(GFR-PMO-160A)
PMT
The Project Management Plan is a formal, approved document that

defines how the project is executed monitored and controlled. It
may be a summary or detailed document and may be composed of
one or more subsidiary management plans.
Project Sponsor;
Sales; Proposal
Project Charter (GFR-PMO-140); P10.2.1.1 - Draft Develop Project Management Plan

Contract;
The PM, with the contribution of the other PMT members, shall
outputs from planning processes develop a Project Management Plan which:
- selects the subsidiaries plans will be developed for the project;
- includes the selected subsidiaries plans.
The PM shall select the appropriated subsidiaries plans according to
the type and size of project.
The Project Management Plan (PMP) may include:
Sales
CAP form
P10.2.1.1.1 - Project Management Approach is the

document where the PMT select the project management
processes to be applied on the project. The selection
depends on the type and size of project.
Project Sponsor
Approved Project Baseline (GFRPMO-160I)
P10.2.1.1.2 - Project Baseline including Scope, Schedule PM

and Cost baseline (is an output of process 10.2.7.)
Customer
Contract Documents
P10.2.1.1.3 - Change Management Plan that documents PM; Sales Manager

how customer changes will be monitored and controlled;
Change Management Plan

template (GFR-PMO-160H)
Customer
Contract Documents
P10.2.1.1.4 - Requirements Management Plan,

describing how the project requirements will be fully
analysed and documented by the PMT
PM
Requirements Management Plan Requirements Management Plan PMT;

template (GFR-PMO-160G)
(GFR-PMO-160G)
functional managers
PMT
Project Schedule
P10.2.1.1.5 - Quality Management Plan, documenting

quality requirements and/or standards for the project and
how the PMT will demonstrate compliance
PM;
QA manager

template (GFR-PMO-160B)
P10.2.1.1.6 - Human Resource Management Plan,

identifying and documenting project roles, responsibilities
and required skills and reporting relationships, as well as
staffing management plan
PM;
functional managers Plan template (GFR-PMO-160C)
functional managers Work loads;

Job descriptions
335081696.xlsx - 10.2 - PLANNING
Project Management Plan (GFRPMO-160) updated with

approved Project Baseline (GFRPMO-160I)
Change Management Plan (GFRPMO-160H)
Quality Management Plan (GFRPMO-160B)
PMT;
functional managers

Plan (GFR-PMO-160C)
PMT;
functional managers
page 121 of 247
ACTIVITY CARD
P10.2.1. - Develop Project Management Plan (continued)
FROM
INPUT DOCUMENTS
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Customer
Contract Documents
ACTIVITY DETAILS
P10.2.1.1.7 - Communications Management Plan,

PM
identifying and documenting project stakeholder information
needs and defining a proper communication approach
Communications Management
Plan template (GFR-PMO-160D)
Plan (GFR-PMO-160D)
project stakeholders
PMT
Risk Register (GFR-PMO-150)
P10.2.1.1.8 - Risk Management Plan, defining how to

conduct risk management activities for the project.
PM;
Risk manager
Risk Management Plan template Risk Management Plan (GFR(GFR-PMO-160E)

PMO-160E)
Sales
make or buy / job sharing

(proposal);
vendor list;
contractual requirements
P10.2.1.1.9 - Procurement Management Plan,

describing how goods and services will be acquired from
external suppliers, including, but not limited to, make or
buy decisions, general contractual requirements (back-toback conditions), customer vendor list, ...
The Procurement Management Plan also include a Sourcing
Plan used to track procurement activities throughout the
project life cycle
PM; CIO leader

template (GFR-PMO-160F)
PMT
Project Management Plan (GFRPMO-160)
P10.2.1.2 - Approve Project Management Plan

The PMP shall be checked by the PfM and approved by the Project
Sponsor
BY
PfM, Project Sponsor
PMT; functional
managers
Procurement Management Plan PMT;

(incl. Sourcing Plan as defined in Supply Chain
the P6) (GFR-PMO-160F)
Approved Project Management

Plan (GFR-PMO-160)
PMT;
functional managers
aligns with PMBOK Fourth Edition: 4.2. "Develop Project Management Plan"
335081696.xlsx - 10.2 - PLANNING
page 122 of 247
ACTIVITY CARD
P10.2.2. - Collect Requirements and Define Scope
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
The project's success is directly influenced by the care taken in

capturing and managing project and product requirements. The
development of requirements begins with an analysis of the
information contained in the project charter and the contractual
documents.
Sales;
Estimating;
Proposal:
PMT
Contract (particularly SOW,

P10.2.2.1 - Define Requirements Matrix
PM
Customer Specifications);
Particular emphasis shall be given to unusual requirements (differing
Project Charter;
from COMAU standards or previous applications) contained in
Requirements Management Plan customer specification. For this purpose the PM shall submit specific
(GFR-PMO-160G)
portions of the customer specification to PMT members and/or
subject matter experts in order to collect their evaluation.
expert judgment;
workshop
Requirements Matrix included in PMT;

the Requirements Management functional managers
Plan (GFR-PMO-160G)
Sales
Estimating
Proposal
Contract (particularly SOW,

Customer Specifications);

template included in the Project
Baseline (GFR-PMO-160I)

included in the Project Baseline
(GFR-PMO-160I)
P10.2.2.2 - Define Project Scope Statement

A detailed Project Scope Statement shall be prepared by the PM
(with the contribution of the other PMT members) including, either
directly or by reference to other documents, the following:
PM
PMT
Scope description - progressively elaborating the

characteristics of the product, service or result described in the
Project Charter and Requirements documentation;
Project Exclusions - generally identifying what is excluded
from the project, as explicitly stating what is out of scope for the
project helps to manage stakeholders' expectations;
Project constraints - listing and describing the specific project
constraints associated with the project scope that limits the team's
option (typically contractual provisions such as any imposed dates
or schedule milestones);
Project assumptions - listing and describing the specific
project assumptions associated with the project scope and the
potential impact of those assumptions if they prove to be false.
aligns with PMBOK Fourth Edition: 5.1. "Collect Requirements" and 5.2. "Define Scope"
335081696.xlsx - 10.2 - PLANNING
page 123 of 247
ACTIVITY CARD
P.10.2.3. - Develop WBS
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
WBS dictionary example "GFRPMO-120-WBS dictionary

example"
WBS dictionary project specific;
PMT
Although each project is unique, a WBS from a previous project or a

WBS standard can often been used as a template for a new project.
When a standard WBS structure for the particular business is
available it shall be always used, already from the development of
the Proposal scope of supply during the Proposal phase
In the process of creating the project WBS, the PMT will aim at
achieving the level of detail necessary to define the project work but
considering the need of maintaining the number of work package at
a manageable size.
WBS dictionary shall include a responsibility assignment matrix
(RAM) clearly and uniquely allocating a responsible person to each
WP
Estimating;
Proposal
Contract (SOW);
P.10.2.3.1 - Develop WBS
PM
project controller
Proposal WBS (developed using a Develop Initial WBS
project estimator
standardized structure, e.g., NPS The PM, at very beginning of the project and with the contribution of
file)
the other PMT members, shall elaborate Proposal WBS to develop
the project specific WBS, assuring traceability of scope, time
and cost from Proposal to Project Execution phase.
WBS structure can be summarized as follows:
Q00 = elaborated "Proposal WBS structure"
B00 = Q00
A00 = Q00
WBS project specific :

1) ERP initial entry (Q00; B00
A00);
2) ERP rolling entry (QCU; BCU
ACU);
RAM (eg., included in the WBS
dictionary example (GFR-PMO120))
Develop Rolling WBS

As described in the Monitoring and Controlling process group
(ref."10.4."), in some cases, project changes can be so severe that a
complete new planning phase has to be undertaken.
In such case, the PM with the contribution of the PMT, shall
elaborate the project specific WBS to incorporate project changes.
QCU -> Qn+1 = Qn + VAR
BCU -> Bn+1 = Bn + VAR + NC (appr.by Sponsor)
ACU -> An+1 = An + VAR + NC (appr.by Sponsor) + NC (team extra
costs)
335081696.xlsx - 10.2 - PLANNING
page 124 of 247
ACTIVITY CARD
P.10.2.3. - Develop WBS (continued)
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Estimating
cost estimates;
Proposal WBS;
WBS project specific
P.10.2.3.2 - Load Initial Budgets into ERP
project estimator,
project controller
ERP (SAP, Baan, ...)
ERP initial entry (Q00 - initial

Sales budget; A00)
PMT
The project estimator (usually coming from Proposal & Estimating)

assotiates costs to the restructured project specific WBS, assuring
traceability of scope, time and cost from Proposal to Project
Execution phase, mantaining proposal WBS total costs equal to
project specific WBS total cost:
Q00 = elaborated "Proposal WBS costs"
The project controller loads the above budgets into ERP system.
Load Rolling Budgets into ERP
elaborate the project specific WBS to incorporate project changes.
The project estimator assotiates costs changes to the project
specific WBS,
Q00 = elaborated "Proposal WBS costs"
The project controller loads the above budgets into ERP system.
aligns with PMBOK Fourth Edition: 5.3. "Create WBS"

aligns with COMAU Policy #16: section 3.1.3. "Develop WBS and Responsibility Assignment Matrix (RAM)"
335081696.xlsx - 10.2 - PLANNING
page 125 of 247
ACTIVITY CARD
P.10.2.4. - Develop Schedule
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
Sales;
Proposal;
Project Sponsor
PM
Contract (customer milestones);

Project execution proposal;
Project Charter;
WBS;
P.10.2.4.1 - Define Project Schedule

PM; project planner scheduling tool (e.g., MS
The PM (or the project planner, when such a resource is assigned to
Project, ...);
the project) with the contribution of the other PMT members shall
expert judgment
develop the project schedule aiming to achieve the target schedule
that may have been established by the Project Sponsor.
The appropriate scheduling tool to be used, and the relevant level of
implementation, is defined in accordance with project requirements.
OUTPUT DOCUMENTS
FOR
Project Schedule,
updates
PMT
Developing an acceptable project schedule is an iterative process

which consists of the following steps:
define activities: each work package, identified at the lowest
level of the WBS, is decomposed into smaller components
(activities) that represent the work necessary to complete the work
package.
sequence activities: activities are sequenced using logical
relationships; every activity except the first and last shall be
connected to at least one predecessor AND one successor;
estimate activity resources: type and quantities of material,
people, equipment or supplies required to perform each activity are
estimated;
estimate activity durations: the number of work periods
needed to complete individual activities with estimated resources is
approximated using expert judgment;
As a part of the process, the risk register should be reviewed to
consider schedule Technical Contingency associated to specific risks
PMT
Project Schedule
P.10.2.4.2 - Define Schedule Baseline

PM; project planner scheduling tool (e.g., MS project, proposal schedule baseline
Once a Project Schedule has been defined, it is necessary to save it
)
as a proposal Schedule Baseline to be subsequently approved by the
Project Sponsor.
PMT; Project
Sponsor; functional
managers
Once defined the baseline schedule is saved into the scheduling

tool.
The Draft Schedule Baseline has to be formally approved by the
project sponsor ("M1020 - Initial Project Baseline Approval") to
become the Approved Schedule Baseline
PMT
Project Schedule
P.10.2.4.4. - Define Subsidiary Schedule Plans

PMT
The project schedule may be integrated by subsidiary, more
detailed, schedule plans typically developed by a specific function.
scheduling tool (e.g., MS project, subsidiary schedule plans (e.g.,

)
engineering schedule,
manufacturing schedule)
functional managers
aligns with PMBOK Fourth Edition: 6.1. "Define Activities", 6.2. "Sequence Activities", 6.3. "Estimate Activity Resources", 6.4. "Estimate Activity Durations" and 6.5. "Develop Schedule"
aligns with COMAU Policy #16: section 3.1.4. "Develop Project Master Schedule"
335081696.xlsx - 10.2 - PLANNING
page 126 of 247
ACTIVITY CARD
P.10.2.5. - Estimate Costs and Determine Budget
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
Project Sponsor
cost estimates;
project charter;
WBS;
project schedule;
P.10.2.5.2 - Estimate Costs and Determine Budget

PM, project
The PM and the project controller, with the contribution of the other controller, members
PMT members, shall then review and validate the budgets aiming to PMT
achieve the target costs that may have been established by the
Project Sponsor.
Proposal Resource Staffing Plan
Costs shall be verified for all resources that will be charged to the
project. This includes, but is not limited to labour, materials,
equipment, service and facilities, as well as special categories such
as an special allowance (e.g., rate exchange) or contingency costs.
risk register (GFR-PMO-150)

(GFR-PMO-160F) (Make or Buy
strategy);
During the process, the risk register should be reviewed to consider

risk mitigation costs.
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
expert judgment,
Resource Staffing Plan example
(GFR-PMO-110);
ERP (e.g., SAP, Baan)
work package validated cost

estimates;
Resource Staffing Plan (GFRPMO-110);
ERP entry (B00 - initial Cost
Baseline, or BCU - rolling Cost
Baseline)
PMT; Project
Sponsor; functional
managers
ERP entry (A00 - initial Cost

forecast);
ERP entry (ACU - current Cost
forecast)
Moreover the PMT will review "make or buy" and "job sharing"
strategy and resource staffing to assess their related costs impact
Develop Initial budget Cost Baseline

Once approved the Cost Baseline is loaded onto the ERP as follows:
B00 = Q00 + VAR (if any) + NC (appr.by Sponsor)
Once the very first baseline is approved project controller shall
upload the initial rolling forecast as follows:
A00 = B00
Develop rolling Cost Baseline and Actual budget

elaborate the project specific WBS to incorporate project changes
(valid Change Order issued by the Customer or a baseline change
approved by the project sponsor).
QCU -> Qn+1 = Qn + VAR
BCU -> Bn+1 = Bn + VAR + NC (appr.by Sponsor)
ACU -> An+1 = An + VAR + NC (appr.by Sponsor) + NC
aligns with PMBOK Fourth Edition: 7.1. "Estimate Costs" and 7.2. "Determine Budget"
aligns with COMAU Policy #16: section 3.1.5. "Cost Verification and Budgeting"
335081696.xlsx - 10.2 - PLANNING
page 127 of 247
ACTIVITY CARD
P.10.2.6. - Identify, Analyse and Plan Response to Risks
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
The PM shall call periodic planning meetings with PMT to perform

risk management activities; attendees at these meeting may also
include others as needed (e.g.,. Risk Manager).
PM
risk identification: the process of determining which risks may PMT

affect the project and document their characteristics.
As an input to this step the PMT will consider:
- the preliminary risk assessment done during the proposal phase
- the outcome of the contract and customer SOW carried out during
process 10.2.2. Collect Requirements and Define Scope and in
particular the project assumptions and constrains listed in the
- any Lessons Learned from previous projects
expert judgment;
Risk Register entries
PMT
qualitative risk analysis: the process of prioritizing risks for

further analysis or action by assessing and combining their
probability of occurrence and impact (qualitative).
PMT
probability/impact matrix
PMT
quantitative risk analysis: the process of numerically

analysing the effect of identified risks on overall project objectives.
PMT
expert judgment;
PMT
current budget updates

current schedule updates
PMT
This process goes through the following steps:

Sales
Proposals
Project Scope Statement;

CAP (preliminary risk
assessment);
Lessons Learned
From previous step, top risks shall be selected for quantification;

remaining risks will be monitored on a regular basis (i.e. Watch List)
During this step the technical contingency of cost or schedule should PM; planner;
be modified in alignment with the current risk assessment.
project controller
Technical Contingency (TC) is an allowance used to cover

identified risks if they occur;
Management Contingency (MC) is a budget reserve used to
manage unidentified risks that are within project scope. It is not part
of the project cost baseline, but it is included in the total budget for
the project.
335081696.xlsx - 10.2 - PLANNING
page 128 of 247
ACTIVITY CARD
P.10.2.6. - Identify, Analyse and Plan Response to Risks (continued)
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
expert judgment;
PMT
All threats (i.e. "negative" risks) having medium or high probability

of occurrence shall be covered by a technical contingency of cost for
an amount equal to the total risk cost impact (quantitative).
It is not allowed to compensate threats with opportunities (i.e.
"positive" risks).
A suitable Management Contingency, based on a reasonable

evaluation of the project risk level, is defined at the beginning of the
project by the project sponsor, and it is maintained and reviewed
throughout project life cycle.
risk response planning: the process of developing options

PMT
and actions to enhance opportunities and to reduce threats to
project objectives. Actions must be appropriate to the significance of
risk, cost effective in meeting the challenge, timely, realistic within
the project context, agreed upon by all parties involved, and owned
by a responsible person.
aligns with PMBOK Fourth Edition: 11.2. "Identify Risks", 11.3. "Perform Qualitative Risk Analysis", 11.4. "Perform Quantitative Risk Analysis" and 11.5. "Plan Risk Responses"
aligns with COMAU Policy #16: section 3.1.6. "Risk Management"
335081696.xlsx - 10.2 - PLANNING
page 129 of 247
ACTIVITY CARD
P.10.2.7. - Define Project Baseline
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Project Baseline template (GFRPMO-160I)
M1020 planned
PMT;
Project Baseline (GFR-PMO-160I) functional manager;
to be approved
Project Sponsor
Although planning activities, and thus the Planning processes, will

extend throughout the entire duration of the project, it is in the first
phase of the project that these are particularly important and that
they are extensively executed.
This process is iterated only in case project changes are so severe
that a complete new planning phase has to be undertaken.
Normally, rolling Baseline modifications due to Change Request
(valid Change Order issued by the Customer or a change approved
by the project sponsor) approved as an output of process
P.10.4.6."perform integrated Change Control" are managed in the
Monitoring and Controlling process group (ref."10.4.").
Scope Statement (output of

Project Baseline is a document that includes:
PM
process 10.2.2);
Scope Baseline, which consists of:
WBS, and WBS dictionary (output
- Scope Statement (output of process 10.2.2)
of process 10.2.3); Schedule
- WBS, and WBS dictionary (output of process 10.2.3)
Baseline (output of process
Schedule Baseline (output of process 10.2.4)
10.2.4);
Cost Baseline (output of process 10.2.5)
Cost Baseline (output of process
10.2.5)
The initial Project Baseline is worked out by the PMT during the early
stages of the project. During this process, the PMT, led by the PM,
shall aim at achieving targets for project objectives set by Project
Sponsor.
PM shall call a meeting ("M1020 - Initial Project Baseline Approval")
with all internal key stakeholders (Project Sponsor, functional
managers ) and obtain formal "buy-in" of the Project Baseline.
This meeting should be scheduled within one (1) month from M1010
Project Kick-off
The Project Baseline:
shall only be changed upon contribution of a valid Change Order
(in the form foreseen by COMAU Policies) issued by the Customer or
a baseline change approved by the project sponsor (during the
periodic "M1040 - Project Performance Review Meeting")
it is used as a basis against which to measure, monitor and control
overall schedule performance on the project.
aligns with PMBOK Fourth Edition: PMBOK does not have a single process for definition of Project Baseline
aligns with COMAU Policy #16: section 3.1.7. "Formalizing of project baseline"
335081696.xlsx - 10.2 - PLANNING
page 130 of 247
ACTIVITY CARD
P10.3.1. - Direct and manage Projec

FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
The PM along with the PMT, directs the performance of the planned
project activities, and manages the various technical and
organizational interfaces that exist within the project.
The PM calls periodic meeting among PMT members to discuss
project status and issues, and decide corrective and/or preventive
actions ("M1030 - PMT meeting"); tracking of actions and
relevant responsible is kept in a issue log, which is maintained in the
PMIS
PMT
Team Functional area

Perfomance Data
P10.3.1. - Direct and manage Project Execution

PMT
Work performance data about the completion status of the
deliverables and what has been accomplished is collected by PMT as
part of project execution and is fed into the other Executing
processes. The work performance data will also be used as an input
to the Monitoring and Controlling Process Group.
This information can be related to various performance results,

including, but not limited to, deliverable status, schedule progress,
and cost incurred.
As an example:
TL(s) or project engineer shall collect and provide detailed work TL
performance data related to Engineering & Design;
CIO leader shall collect and provide detailed work performance CIO Leader
data related to Procurement, Manufacturing and in house Integration
;
Site Manager shall collect and provide detailed work data
information related to on site Installation and Commissioning &
Start-up.
335081696.xlsx - 10.3 - EXECUTING
site manager
page 131 of 247
aligns with PMBOK Fourth Edition: 4.3. "Direct and Manage Project Execution"
335081696.xlsx - 10.3 - EXECUTING
page 132 of 247
ACTIVITY CARD
P10.3.2. - Perform Quality Assuranc

FROM
INPUT DOCUMENTS
PMT
Project Quality Management Plan P10.3.2.1. - Assess Quality Management

(GFR-PMO-160);
quality checklist compiled
ensure that project activities comply with the project Quality
Management Plan.
ACTIVITY DETAILS
BY
PMT
QA manager
COMAU Quality Management

System (QMS)
P10.3.2.2. - Perform Quality Audit

The Quality Assurance organization may also perform independent
quality audits to determine whether project activities comply with
organizational and project policies, processes and procedures.
QA engineer
PMT
Issue Log; NC System
P10.3.2.3. - Collect Lessons Learned

Throughout the project execution, PMT shall collect and document
lessons learned to update performing organization knowledge base
for the benefit of future projects.
PMT
PMT
NC
Cost Performance
P10.3.2.4. - Manage COF

The PM is responsible to assure that deviation from Project Cost
Baseline are documented and substantiated as COF through NC
System.
PM
aligns with PMBOK Fourth Edition: 4.3. "Perform Quality Assurance"

335081696.xlsx - 10.3 - EXECUTING
page 133 of 247
ACTIVITY CARD
P10.3.3. - Develop and Manage Proj

FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
COMAU organizational structure is of matrix type, where individuals

report to their functional manager, who is responsible for assuring
the quality of the output, time and costs agreed in the PMT, and to
the project manager, who directs their activities when they are
working as project team members.
PMT
resource staffing plan (part of

Project HR Management Plan)
P10.3.3.1. - Manage Resourse Staffing

ensure that the necessary human resources to complete project
activities are assigned to the project.
PM
In case the project work load is requiring additional resources or a

change in the current allocation, PM shall address the issue with
functional managers.
In case any conflict arise about priorities for PMT members /
resources which are contemporarily allocated to several projects,
this shall be resolved by the PfM and relevant functional manager.
resource staffing plan
335081696.xlsx - 10.3 - EXECUTING
P10.3.3.2. - Manage Cost Charge Authorizations

PM;
A work authorization system shall be put in place to allow the PM to Project Controller
control the resources that will be charged to the project. For this
purpose the PM shall specifically authorize resources to charge on
specific WP, usually in the ERP system.
page 134 of 247
ACTIVITY CARD
P10.3.3. - Develop and Manage Proj

FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
Project HR Management Plan
P10.3.3.3. - Develop Project Team

Effective management of the project team throughout the project
life is a primary responsibility of the PM, which involves enhancing
cohesiveness among team members, assigning task and
responsibilities, tracking performance, providing feedback and
resolving issues.
PM; HR business
partner; functional
manager
In order to ensure effective project team management, the PM shall

foster team working and integrate the efforts of the human
resources assigned to the project through:
- improving knowledge and skills,
- improving feeling of trust to reduce conflict, raise morale, and
increase team work
- creating a flexible and cohesive team culture, spirit and
cooperation.
When possible, it is recommended to have the team working in colocation.
In case of multi-country projects a PM may lead a virtual team, being
able to cope with differences in the culture, local conditions, ...
In this case, for team members who are not accustomed to work in
global environment, it is recommended to plan multicultural
training.
P10.3.3.4. - Assess PMT Performance

The PM will cooperate with the functional managers in the
management of PMT members and will provide them with a report
about their performance at the end of their assignment in the
project (or earlier as the case may be).
PM
(*) because of confidentiality of information contained In this case, for team members who are not accustomed to work in global environment, it is recommended to plan multicul
aligns with PMBOK Fourth Edition: 9.2. "Acquire Project Team", 9.3. "Develop Project Team" and 9.4. "Manage Project Team"
aligns with COMAU Policy #16: section 3.1.2. "Acquire and manage Project Team"
335081696.xlsx - 10.3 - EXECUTING
page 135 of 247
ACTIVITY CARD
P10.3.4. - Distribute Information an

FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
The PM is responsible to make project information available to the

Project Stakeholders (internal and external) as planned, as well as
responding to additional requests of information.
Project information distributed to Project Stakeholders shall always
be as precise and current as possible.
PfM
PM; project
controller; planner
Projects Review Meeting agenda P10.3.4.1. - Prepare Project Report

PM
When convened to the periodic Projects Review Meeting by the PfM,
project performance information; the PM shall prepare and communicate project performance to the
risk register;
Project Sponsor and the internal Project Stakeholders ("M1040 change request log;
Project Review Meeting")
invoice and payment status
PM; project
controller; planner
project performance information;

risk register;
change request log;
PM
Customer
Project Communications
Management Plan
PM; project
controller; planner
P10.3.4.2. - Prepare Project Portfolio Information

On monthly basis the PM shall however provide summary
information of project performance to the PfM, who will collect and
integrate them into the overall portfolio performance information
P10.3.4.3. - Prepare Report to the Customer

As at regular intervals (as defined in the Communications
Management Plan) the PM shall prepare and distribute to the
project performance information; Customer a Project Status Report including all project pertinent
change request log;
information ("M1050 - Project Status Report to Customer")
335081696.xlsx - 10.3 - EXECUTING
PM
PM
page 136 of 247
ACTIVITY CARD
P10.3.4. - Distribute Information an

(continued)
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
PM
Customer
Management Plan
P10.3.4.4. - Manage Customer

PM
The PM shall also held regular meetings with Customer
representatives with the purpose of communicating and working
with them to meet their needs and addressing issues as they occur.
An issue log should be used to document and monitor the resolution
of issues, to facilitate communication and ensure a common
understanding of issues. The issues shall be clearly stated and
categorized based on urgency and potential impact. An owner shall
be assigned to each action item for resolution and a target date
established for closure. Alternatively minutes of meeting could be
used to record items discussed and decisions taken. It is highly
advisable that the minutes of meetings with Customer are written by
the PM (or by another COMAU person) who shall assure that all
items discussed are fully and correctly captured.
PM
Customer
Management Plan
P10.3.4.5. - Manage Conflicts with the Customer

PM
every reasonable effort will be made to resolve issues at project
level. However, there could be instances where the item in question
is outside the decision making authority of the project teams or an
agreement cannot be reached, in such a case PM shall follow the
escalation procedure defined in the communication plan.
Customer
Change Request
P10.3.4.6. - Manage Customer Change Requests

PMT
As a part of this process the PMT shall also collect Customer Change
Requests which are fed into the P10.4.6 Perform Integrated Change
Control process.
335081696.xlsx - 10.3 - EXECUTING
BY
page 137 of 247
Customer
PMT
Communications
P10.3.4.7. - Manage Customer Communications

Project records (including presentations, meeting minutes and any
other correspondence with the Customer) shall be, to the extent
possible and appropriate, be maintained in an organized manner.
PMT
Customer
Survey
P10.3.4.8. - Perform Customer Satisfaction Survey

The PM is also responsible to periodically contact the Customer to
measure their degree of satisfaction. ("M1060 - Customer
Satisfaction Survey")
PM
aligns with PMBOK Fourth Edition: 10.3. Distribute Information and 10.4. Manage Stakeholder Expectations
aligns with COMAU Policy #16: section 3.2.2. "Project Report to the Customer"
335081696.xlsx - 10.3 - EXECUTING
page 138 of 247
ACTIVITY CARD
P10.3.5. - Conduct Procurements
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
COMAU procurement process, under the overall responsibility

of CIO organization, is a cross-functional process with clear
responsibilities identified for each step with the aim to
achieve the highest level of competitiveness while
maintaining project objectives. The process is defined by
Process "P6 - Supply Chain Management" and therfore the
"P10.3.5. Conduct Procurements" process defines the
interactions between P6 and P10 processes
The PM shall be always directly involved by CIO leader and
Supply Chain function in the management of "critical"
suppliers (i.e. suppliers whose performance is critical for the
success of the project as they have been identified in the
Procurement Management Plan).
The CIO leader, with the contribution of the Supply Chain
function, will update the Sourcing Plan with relevant
information and make it available to the PMT focusing in
particular on the followings:
PMT

(Sourcing Plan);
Technical Specification
P10.3.5.1 - Bid Package preparation & revision

CIO Leader, supported by Supply Chain, is deemed to prepare the
Bid Packges based upon Technical Specifications from the PMT and
Sourcing Plan.
CIO leader
PMT
PMT shall review the Bid Packages to make sure they embody all
contractual and technical requirements.
335081696.xlsx - 10.3 - EXECUTING
page 139 of 247
Supply Chain
Vendor Bids
P10.3.5.2 - Supplier Technical Line-Up
CIO leader
PMT
CIO Leader, supported by Supply Chain, is deemed to collect Vendor

Bids and together with PMT and or Subject Matter Experts shall
evaluate Suppliers proposals regarding Technical Validity and
compliance of contractual obligations to project requirements.
Supply Chain
Selected Suppliers
P10.3.5.3 - Selected Supplier Notification
CIO leader
PMT shall be knowledgeable of the technical contents and the

contractual obligations of suppliers to properly manage supplier buyoff activities (both for materials and activities).
For this purpose the PMT shall have access to Purchase Orders and
attached documentation as needed.
aligns with PMBOK Fourth Edition: 12.2. "Conduct Procurements"

aligns with COMAU Policy #16: section 3.2.4. "Management of Critical Suppliers"
335081696.xlsx - 10.3 - EXECUTING
page 140 of 247
Y CARD
- Direct and manage Project Execution
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Executing Processes
Project Work Performance Data
PMT
Engineering & Design work

performance data
PMT; functional
managers
Procurement and Manufacturing PMT; functional

managers
Installation and Commissioning
& Start-up work performance
data
335081696.xlsx - 10.3 - EXECUTING
PMT; functional
managers
page 141 of 247
335081696.xlsx - 10.3 - EXECUTING
page 142 of 247
Y CARD
- Perform Quality Assurance
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
quality audit

updated (GFR-PMO-160)
Project Sponsor;
PMT; functional
managers; QA
manager
quality audit
quality audit report
Project Sponsor;
PMT; functional
managers; QA
manager
expert judgment; workshop
lessons learned
functional
managers; QA
manager
NC system
KPI (maximize ratio of COF value QA manager; project

documented in NC System vs.
sponsor; PMD
cost variance)
335081696.xlsx - 10.3 - EXECUTING
page 143 of 247
Y CARD
- Develop and Manage Project Team
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
resource staffing plan example

(GFR-PMO-110)
resource staffing plan updated
PMT; functional
managers
ERP; E-mail; etc.
work authorization
PMT; functional
managers
335081696.xlsx - 10.3 - EXECUTING
page 144 of 247
Y CARD
- Develop and Manage Project Team (continued)
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
team building activities;

co-location;
ground rules;
project team incentives;
recognition and rewards (ref.
Lead to Profit);
training;
multi-cultural project
management;
soft skills (e.g., leadership,
conflict management, effective
decision making,)
updated employee training

records
project team
COMAU leadership model
team performance assessment

(*)
employee skill assessment
functional managers
ment, it is recommended to plan multicultural training
335081696.xlsx - 10.3 - EXECUTING
page 145 of 247
Y CARD
- Distribute Information and Manage Stakeholder Expectations
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Project Review presentation

Project Review presentation
Project Sponsor;
PfM; functional
managers
PMdb
PMdb updates
PfM
Project Status Report to

Customer example (GFR-PMO170)
Project Status Report to

Customer
Customer; PfM;
Project sponsor
335081696.xlsx - 10.3 - EXECUTING
page 146 of 247
Y CARD
- Distribute Information and Manage Stakeholder Expectations
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Issue log updated;

meeting minutes
Customer; PMT
Escalation plan included in the

Plan (GFR-PMO-160D)
Escalation process according to

the escalation plan
Project Sponsor
Change Request Log (GFR-PMO200);

Change Management form
Change Request Log updated;

Change Management form
PMT
335081696.xlsx - 10.3 - EXECUTING
page 147 of 247
PMIS (GOI-PMO-120)
Communications with the

customer (eg., mail PST)
PMT


completed
as requested by M1060 event
Project Sponsor;
PfM; functional
managers; Sales;
Marketing
335081696.xlsx - 10.3 - EXECUTING
page 148 of 247
Y CARD
- Conduct Procurements
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Sourcing Plan updates

Supply Chain; PMT
Bid Packages; (material
requisition available, RfQ issued
to vendors)
335081696.xlsx - 10.3 - EXECUTING
page 149 of 247

(vendor bids received, vendor
bids evaluated);
Vendor Bids Technical Approval
Supply Chain; PMT

(PO issued)
PMT
335081696.xlsx - 10.3 - EXECUTING
page 150 of 247
ACTIVITY CARD
P10.4.1. - Control Scope
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Customer
PMT
Scope Baseline;
work performance data (Change
Requests received, deliverable
completed,)
P10.4.1.1 - Change Identification

control project scope, managing changes to the scope baseline and
avoiding that uncontrolled changes are implemented in the project
scope (project scope creep)
PMT
variance analysis
Change Request
PMT
NC system
NC
PMT
Controlling the project scope ensures all requested changes are

processed through the Perform Integrated Change Control process
(process 10.4.6.)
In some cases, project changes can be so severe that a complete
new planning phase has to be undertaken (ref. "P10.2")
PMT
Change Request
P10.4.1.2 - Change Process initiation on NC system

PMT
Any anticipated deviation from the scope baseline, either coming
from a variation of the contracted scope or timing (customer change
request) or not, shall be documented and managed through the NC
system
aligns with PMBOK Fourth Edition: 5.5. "Control Scope"

aligns with COMAU Policy #16: sections 3.1.4. "Develop Project Master Schedule" and 3.2.5. "Authorizing deviations from project baseline"
335081696.xlsx - 10.4 - MONITORING & CONTROLLING
page 151 of 247
ACTIVITY CARD
P10.4.2. - Control Schedule
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
PMT
Schedule Baseline;
(information about project
progress,)
P10.4.2.1 - Control Schedule

PM;
The PM (or the project planner when such a resource is assigned to project planner
the project) shall monitor the status of the project to update project
progress and manage changes to the schedule baseline. Schedule
control has to be performed at regular intervals as defined in the
Project Management Plan (ideally weekly), and it is concerned with:
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
scheduling tool (e.g., MS

Project);
trend analysis;
variance analysis (e.g., EVM)

(e.g., SV, SPI);
schedule forecast;
Change Requests
PMT
NC system
NC
PMT
determining the current status of the project schedule (e.g.,

updating "percent complete");
influencing the factors that create schedule changes;
determining that the project schedule has changed;
managing the actual changes as they occur.
"An updated project schedule will be generated from the updated
schedule data to reflect the schedule changes and manage the
project.
new planning phase has to be undertaken (ref. "P10.2").
PMT
Change Request

PMT
Any anticipated deviation from the schedule baseline, either coming
from a variation of the contracted scope or timing (customer change
system.
aligns with PMBOK Fourth Edition: 6.6. "Control Schedule"

aligns with COMAU Policy #16: sections 3.1.4. "Develop Project Master Schedule" and 3.2.5. "Authorizing deviations from project baseline"
page 152 of 247
ACTIVITY CARD
P10.4.3. - Control Cost
FROM
INPUT DOCUMENTS
PMT
Cost Baseline;
P10.4.3.1. - Control Cost
work performance data (actual & The PM and the project controller shall monitor the status of the
committed costs,)
project to update project budget and manage changes to the cost
baseline. Cost control has to be performed at regular intervals as
defined in the Project Management Plan (at least monthly), and it is
concerned with:
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
PM;
project controller
ERP (e.g., SAP, Baan, );

trend analysis;
variance analysis (e.g., EVM)

(e.g., CV, CPI);
ETC/EAC;
Change Requests
PMT
project sponsor
NC system
NC
PMT
determining the actual and committed costs on the project;

estimating the cost to complete;
monitoring cost performance to isolate and understand variances
from the approved cost baseline;
acting to bring expected costs overruns within acceptable limits.
Much of the effort of cost control should be dedicated to analyse the
relationship between the consumption of the project funds to the
physical work being accomplished, rather than simply monitoring
the expenditure of funds.
new planning phase has to be undertaken (ref. "P10.2").
PMT
Change Request

PMT
Any anticipated deviation from the cost baseline, either coming from
a variation of the contracted scope or timing (customer change
system.
aligns with PMBOK Fourth Edition: 7.3. "Control Costs"

aligns with COMAU Policy #16: section 3.2.5. "Authorizing deviations from project baseline"
page 153 of 247
ACTIVITY CARD
P10.4.4. - Monitor and Control Risks
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
PMT
Risk Register;
work performance information;
NC;
issue log
P10.4.4.1 - Monitor and Control Risks

PM; planner;
The PM shall organize periodic planning meetings of PMT with the
controller
purpose of implementing risk response plans, tracking identified
risks, monitoring residual risks, identifying new risks, and evaluating
risk management process effectiveness throughout the project ;
attendees at these meeting may also include others as needed
(e.g.,. Risk Manager)
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
expert judgment;
probability/impact matrix;
contingency analysis

Technical Contingency updates;
ref. to Risk Management (GOIPMO-110)
PMT;
Project Sponsor
Throughout execution of the project some risks may occur, with

positive or negative impacts on budget or schedule Technical
Contingency. Contingency analysis shall be done to compare the
remaining amount of the Technical Contingency to the amount of
risk remaining at any time in the project in order to determine if the
remaining contingengy is adequate.
new planning phase has to be undertaken (ref."10.2.")
PMT

Technical Contingency updates
P10.4.4.1 - Management Contingency Authorization

Project Sponsor;
Project sponsor may authorize the use of Management Contingecy
controller
to cover part, or the entire impact of an unidentified risk that has
occurred, or the portion exceeding the foreseen impact of an
identified risk that has occurred.
Operating Instructions to manage risks is described in the document
"GOI-PM-410 Risk Management".
Technical Contingency updates; PM

Management Contingency
updates;
ref. to Risk Management (GOIPMO-110)
aligns with PMBOK Fourth Edition: 11.6. "Monitor and Control Risks"
aligns with COMAU Policy #16: section 3.1.6. "Risk Management"
page 154 of 247
ACTIVITY CARD
P10.4.5. - Monitor and control Project Performance
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
PMT
Issue log updates;

updates
PMT
The PM, with the contribution of the other PMT members, shall track,
review and regulate the progress to meet the performance
objectives defined in the Project Management Plan
Monitoring includes collecting, measuring and distributing
performance information, and assessing measurements and trends
to effect process improvements.
Control includes determining corrective or preventive actions or replanning and following up on action plans to determine if the actions
taken resolved the performance issue
PMT

P10.4.5.1. - Monitor Project Performance
(from control schedule and cost); Monitoring includes collecting, measuring and distributing
risk register
performance information, and assessing measurements and trends
to effect process improvements.
PMT
issue log
PM; planner; project trend analysis;

controller
variance analysis;
expert judgment
P10.4.5.2. - Control Project Performance

PM
Control includes determining corrective or preventive actions or replanning and following up on action plans to determine if the actions
taken resolved the performance issue
As a result of comparing planned results to actual results, the Project
Management Plan may need to be updated in a typical "plan-docheck-act" cycle.
aligns with PMBOK Fourth Edition: 10.4 "monitor and control Project Work" and 10.5. "Report Performance"
aligns with COMAU Policy #16: section 3.2.1. "Project Performances Evaluation and Reporting"
page 155 of 247
ACTIVITY CARD
P10.4.6. - Perform Integrated Change Control
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
PM; PMT; Project

Estimator
NC System
Scope of supply, change

implementation Schedule and
budget Cost estimate (SSC in
short) attached to NC
FOR
For the purpose of this process, a "change" is defined as any

anticipated deviation from the project baseline (scope, time, cost).
project stakeholder
NC initiated Control Scope,

Schedule anc Cost processes;
Change Request
P10.4.6.1. - Determine Change Scope, Schedule and Cost

(SSC)
Change requests are collected from various project stakeholders
(PMT, customer, ) as an output from Monitoring and Controlling
processes and fed into this "Perform Integrated Change Control"
process, with the purpose to coordinate them across the entire
process (as a proposed change on one project objective, will often
affect some others).
A "change" may entitle COMAU to raise a Change Request to the
customer (should the change involve a variation of the contracted
scope or timing, hereinafter referred to as "VAR"), or not (should the
modification become necessary to cope with contractual
requirements not previously taken into consideration, hereinafter
referred to as "MOD").
The PM, with the contribution of the other PMT members, is
responsible to assess the change, i.e. to correctly determine change
scope and estimate change cost and schedule impact.
new planning phase has to be undertaken (ref."10.2.")
page 156 of 247
ACTIVITY CARD
P10.4.6. - Perform Integrated Change Control (continued)
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR

Template (GFR-PMO-190);
NC System

PM
signed (GFR-PMO-190) attached Sales
to NC
NC System
Technical / Economical Offer;

Change Request Log updated
(GFR-PMO-200) attached to NC
customer
PMT
Sales
Change Order; LOI;

Change Request Log updated
(GFR-PMO-200);
Sales
PM
process to be followed in case of "VAR"

project sponsor
Project Charter
SCS
P10.4.6.2A.1. - Change Instruction and Authorization ("VAR") Project Sponsor;

The PMT shall initiate a NC in the system or manage NC already
PM
initiated (ref. Control Scope, Schedule anc Cost processes), to track
change.
The PM, with Sales, shall define margin to be added to the estimated
change cost and prepare the quotation package.
Before submitting the quotation to the customer, the PM is
responsible to verify the feasibility of the change with respect to and
to get prior authorization from the project sponsor in accordance
with the level of authority defined in the Project Charter.
PM
Sales
Change Instruction and

Authorization Form (GFR-PMO190)
P10.4.6.2A.2. - Submit Offer & Change Tracking ("VAR")

PM;
Contract provisions related to the procedure for change request shall Sales
be conscientiously complied with (e.g., a certain notification period
may be required, or a particular format shall be adopted); in
addition, as a minimum, changes shall be requested in written to the
proper customer representative, and a change log of all change
requests, with their relevant status shall be properly maintained.
PMT
Sales
Technical / Economical Offer
P10.4.6.2A.3. - Receive Customer Change Order / LOI ("VAR") Customer;

Through negotiation process, Customer and Comau rapresentatives PM; Sales
eventually got change price agreement.
Customer formal acceptance of the Change, with the issuance of a
Change Order, is a prerequisite for updating project scope, schedule
and cost.
PM/Sales shall duly inform PMT about customer change approvals
and instruct changes to the project baseline.
project sponsor
Project Charter
P10.4.6.2A.4. - Change requests without formal Customer

Project Sponsor
acceptance ("VAR")
Execution of Customer change requests without formal Customer
acceptance is subject to approval by the project sponsor in
accordance with the level of authority defined in the Project Charter
and according to Change Management (GOI-PMO-130) operative
instruction
Change Management (GOI-PMO- Change Authorization Form

130);
signed (GFR-PMO-190) and
NC System
attached to NC
PM/ Sales
Change Request Log (GFR-PMO200)
P10.4.6.2A.5. - Prepare Customer change request summary

("VAR")
A summary of the Customer change requests to date (with
indication of status and relevant margin) is to be maintained and it
shall be presented to the project sponsor during periodic PPR
Change Request Log template

(GFR-PMO-200)
PM
PM
Sales
customer change request

project sponsor
summary on PPR included in the
Change Request Log (GFR-PMO200) package
page 157 of 247
ACTIVITY CARD
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Project Sponsor
PM
NC system
Authorization Form signed (GFR- PMT

PMO-190) attached to NC
process to be followed in case of "MOD"

project sponsor
Project Charter;
NC
P10.4.6.2B.1. - Approve COF ("MOD")

The PMT shall initiate a NC in the system or manage NC already
initiated (ref. Control Scope, Schedule anc Cost processes), to track
change.
PM shall inform project sponsor who shall approve the COF before
funds are actually spent.
In order to reduce the number of authorizations to be given by the
project sponsor, it is acceptable that only COF above a certain
threshold previously defined by the Project Sponsor in the Project
Charter have to be approved separately.
However the PM is responsible to notify to the project sponsor when
the amount of COF over the last month exceeds the threshold value
defined in the Project Charter.
PM shall duly inform PMT about internal change approvals and
instruct updates to WBS, cost forecast and schedule.
PM
NC completed
P10.4.6.2B.2. - Prepare COF summary ("MOD")

A summary of the COF to date is to be maintained and it shall be
presented to the project sponsor during periodic PPR
PM
COF summary on PPR
project sponsor
aligns with PMBOK Fourth Edition: 4.5. "Perform Integrated Change Control"
aligns with COMAU Policy #16: section 3.2.3. "Change Control"
page 158 of 247
ACTIVITY CARD
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
PM
Authorization Form (GFR-PMO190)
P10.4.6.3. - Update schedule baseline and forecast

Project Planner shall update schedule baseline and forecast
according to "VAR" or "MOD".
Project Planner
scheduling tool
Schedule Baseline update;

Project schedule update;
FOR
Project Controller
ERP system
EAC update (ERP entry, ACU);

PMT
Cost Baseline update (ERP entry,
QCU-BCU)
In very special circumstances (e.g., "MOD" for Make / Buy or Job

Sharing changes), where any of the assumptions under which the
PMT is executing the project is changing, even if this is not a
customer change, the Project Sponsor may authorize a change of
the schedule baseline which takes into account the new conditions
(ref. Change Management (GOI-PMO-130))
PM
NC promoted
P10.4.6.4. - Update cost baseline and forecast

Project Controller shall update baseline and forecast into the EAC
according to "VAR" e "MOD".
In very special circumstances (e.g., "MOD" for Make / Buy or Job
Sharing changes), where any of the assumptions under which the
PMT is executing the project is changing, even if this is not a
customer change, the project sponsor may authorize a change of
the cost baseline which takes into account the new conditions (ref.
Change Management (GOI-PMO-130)).
aligns with PMBOK Fourth Edition: 4.5. "Perform Integrated Change Control"
aligns with COMAU Policy #16: section 3.2.3. "Change Control"
page 159 of 247
ACTIVITY CARD
P10.4.7. - Verify Scope
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
Customer
Contract (acceptance criteria);

Scope Baseline;
Validated Deliverables
P10.4.7.1 - Obtain formal acceptance

The PM, with the contribution of the other PMT members, is
responsible to get formal acceptance of the completed project
deliverable.
PM;
PMT;
Customer;
Suppliers;
inspection
acceptance documents (e.g.,

Buy-off Book) duly completed
Customer; Project
Sponsor; PMT
snag list
PMT
The PM shall check and record the fulfilment of the all the conditions
needed to request Customer final acceptance in a dedicated
meeting with the PMT ("M1070 - Request for Final Acceptance")
Verifying scope includes reviewing deliverables with the Customer to
ensure that they are completed satisfactorily and obtaining formal
acceptance of deliverable.
This may be a stepped process, involving subsequent phases of
progressive acceptance of the deliverables (e.g., design review,
manufacturing review, acceptance tests).
Customer;
PMT
open issues
P10.4.7.2 - Document open issues on snag list

PMT
During the verification process (e.g., as a result of the review of the
drawings, or the inspection of the installation) a list of the items still
to be completed and/or to be corrected may be produced.
The PM is therefore responsible that items listed in this list are
timely and correctly addressed for resolution
aligns with PMBOK Fourth Edition: 5.4. "Verify Scope"

page 160 of 247
ACTIVITY CARD
P10.4.8. - Perform Quality Control
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
PMT
Control Plan included in the

Quality Management Plan (GFRPMO-160B)
P10.4.8. - Perform Quality Control

PMT
monitor and record the results of the quality activities that are
executed in order to assess performance and recommend necessary
changes
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
inspections
quality reports; NC; proposed

change
PMT
Quality
aligns with PMBOK Fourth Edition: 8.3. "perform Quality Control"

page 161 of 247
ACTIVITY CARD
P10.4.9. - Administer Procurements
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
PMIS (GOI-PMO-120)
correspondence with suppliers

(eg., mail PST)
FOR
COMAU procurement process, under the overall responsibility

of CIO organization, is a cross-functional process with clear
maintaining project objectives. The process is defined by
Process "P6 - Supply Chain Management" and therfore the
"P10.4.9. Administer Procurements" process defines the
interactions between P6 and P10 processes.
The PM shall be always directly involved by CIO leader and
Supply Chain function in the management of "critical"
suppliers (i.e. suppliers whose performance is critical for the
success of the project as they have been identified in the
Procurement Management Plan).
P10.4.9.1. - Supplier Reletionship Management

CIO leader; Supply
The legal nature of the contractual relationship makes it imperative Chain; PM; PMT
that the PMT is aware of the legal implications of actions taken when
controlling any procurement. In particular, any correspondence with
the suppliers shall be carefully written and reviewed in the
perspective of a "claim" (e.g. a situation when COMAU and the
supplier cannot reach an agreement on compensation for a change
requested by COMAU, or cannot agree that a change has occurred).
PMT
P10.4.9.2. - Supplier Monitoring and Controlling

PMT;
The PM with the support of the CIO leader and contribution of Supply CIO leader (Supply
Chain function (and the other PMT members), shall assure a
Chain function)
structured review of supplier's progress. This may include review of
supplier-prepared documentation and inspections (e.g., supplier
schedule of activities and result of their internal milestone check), as
well as quality audits conducted during supplier's execution of work.

(suppliers process internal
milestones, shipped ExW,
delivered at site, final
documentation issued);
Expediting and Inspection
Reports;
supplier's work performance
data;
Supply Chain; PMT
page 162 of 247
ACTIVITY CARD
P10.4.9. - Administer Procurements (continued)
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
Supply Chain;
procurement documentation
(Purchase Order);
P10.4.9.3. - Procurements Buy Off

During the execution phase and when applicable(*), the PM (and/or
the responsible person in the PMT) will provide the supplier with
formal written notice that the contract has been completed (Buy
Off), after positive verification that all works and deliverables in
supplier' scope were acceptable.
Procurements Buy Off is a preliminary step before Close
Procurement process performed by Supply Chain in the P6 process.
PMT
PMT, Supplier

(deliverable completed, ...)
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
procurements buy off
Supplier;
Supply Chain;
FA&C
claim settlement
Supply Chain
(*) For example: supplies which can only be verified at customer

site, engineering activities, time and material activities outside CIO
perimeter, etc.
P10.4.9.4. - Claim Settlement

During the execution phase, the process of closing procurements
(performed in P6) may also involve finalization of open claims, which
should always include a formal settlement preventing each party to
claim additional amount later on. PM and PMT shall support Supply
Chain by providing all necessary information and evidences to settle
the claims.
PMT;
CIO Leader
Supply Chain;
Legal / Contract
Manager
negotiation
aligns with PMBOK Fourth Edition: 12.3. "Administer Procurements"

aligns with COMAU Policy #16: section 3.2.4. "Management of Critical Suppliers"
page 163 of 247
ACTIVITY CARD
P10.5.1. - Close Procurements
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
COMAU sourcing process, under the overall responsibility of

CIO organization, is a cross-functional process with clear
maintaining project objectives. The process is governed by
Process P6 - Supply Chain Management and therefore this
"P10.5.1. - Close Procurements" process defines the
interactions between P6 and the other P10 processes.
Supply Chain;
PMT, Supplier
procurement documentation
(Purchase Order);
(deliverable completed, ...)
P10.5.1.1. - Procurements Buy Off

PMT
For any outstanding contracts and when applicable(*), the PM
(and/or the responsible person in the PMT) will provide the supplier
with formal written notice that the contract has been completed
(Buy Off), after positive verification that all works and deliverables in
supplier' scope were acceptable.
Procurements Buy Off is a preliminary step before Close
Procurement process performed by Supply Chain in the P6 process.
(*) For example: supplies which can only be verified at customer
site, engineering activities, time and material activities outside CIO
perimeter, etc.
P10.5.1.2. - Claim Settlement

The process of closing procurements (performed in P6) may also
involve finalization of open claims, which should always include a
formal settlement preventing each party to claim additional amount
later on. PM and PMT shall support Supply Chain by providing all
necessary information and evidences to settle the claims.
PM;
CIO Leader;Supply
Chain;
Legal / Contract
Manager
Before completing the Closing phase, PM shall verify that there are
not any outstanding claims with suppliers.
335081696.xlsx - 10.5 - CLOSING
page 164 of 247
aligns with PMBOK Fourth Edition: 12.4. "Close Procurements"

aligns with COMAU Policy #16: section 3.3.1. "Contract closure (external)"
335081696.xlsx - 10.5 - CLOSING
page 165 of 247
ACTIVITY CARD
P10.5.2. - Close Project
FROM
INPUT DOCUMENTS
ACTIVITY DETAILS
BY
Formal Customer acceptance (in the terms defined in the Contract)

issued by the Customer is a prerequisite for project closure.
The PM is responsible for all the activities necessary for
administrative closure of the project, including:
PMT
Open Issue List;

Open NCs
P10.5.2.1. - Close NCs

Ensure that all NC are closed out and corrective actions have been
implemented.
PM
P10.5.2.2. - Update PMIS

Ensure that all project files reside in the proper data repository.
PM
P10.5.2.3. - Transfer Warranty

Transfer of the warranty obligations under the contract to the
responsibility of the After-Sales service, which is formalized in a
dedicated meeting between PMT and After-Sales responsible
("M1080 - Handover to After-Sales");
PM; After-Sales
P10.5.2.4. - Prepare Project Closing Form

PM; Project
Inform project controller that project acceptance has been achieved, Controller
directing him/her to close job orders, transfer allocated budget to
After-Sales (e.g., budget for completing open issues left in addition
to warranty budget), and provide final cost report.
335081696.xlsx - 10.5 - CLOSING
page 166 of 247
P10.5.2.5. - Prepare Project Close Out Report

The PM, with the contribution of the other PMT members, shall also
prepare a Project Close-out report which shall serve as a repository
of information which can benefit future projects, by recording
events, data, lessons learned and Customers relationship.
PM, PMT
A foundamental requirement is the preparation of the

lessons learned document.
The Project Close-out Report shall be typically completed within one
month from project Final Acceptance and shall be presented by PM
and PMT to Project sponsor and internal stakeholders during a
dedicated meeting ("M1090 - Project Close-out Meeting")
aligns with PMBOK Fourth Edition: 4.6. "Close Project or Phase"

aligns with COMAU Policy #16: section 3.3.1. "Contract closure (external)", 3.3.2. "Administrative closure (internal)" and 3.3.3. "Project Close-out report"
335081696.xlsx - 10.5 - CLOSING
page 167 of 247
Y CARD
- Close Procurements
TOOLS & TECHNIQUES
negotiation
OUTPUT DOCUMENTS
FOR
procurements buy off
Supplier;
Supply Chain;
FA&C
claim settlement
Supply Chain
335081696.xlsx - 10.5 - CLOSING
page 168 of 247
335081696.xlsx - 10.5 - CLOSING
page 169 of 247
Y CARD
- Close Project
TOOLS & TECHNIQUES
OUTPUT DOCUMENTS
FOR
NC system
NCs closed
PMT; functional
managers
PMIS (GOI-PMO-120)
Documents stored
PMT; functional
managers
M1080 - Handover to After-Sales PfM; After-Sales

meeting planned
Project Closing form (GFR-PMO240)
Project Closing form duly filled
335081696.xlsx - 10.5 - CLOSING
Project Sponsor;
FA&C; PfM
page 170 of 247

Project Close-out Report;

M1090 - Project Close-out
Meeting planned
Project Sponsor;
PfM; PMT; functional
managers, Sales;
ose-out report"
335081696.xlsx - 10.5 - CLOSING
page 171 of 247
EVENT CARD
M1000 Handover from Sale
responsible: Sales
INPUT DOCUMENTS
Contract
CAP form (duly filled)
COMAU Proposal
Cost Estimates
FROM
EVENT DETAILS
Sales
Proposal
Estimating
when a new project is acquired, Sales shall call a meeting with the
purpose of presenting and handover to Project Execution functions
the complete contractual documentation and COMAU Proposal and
Cost Estimates.
during the meeting Sales shall present:
- Technical Proposal (highlighting the specific technical solution
adopted to cope with customer specifications);
- Project Execution Proposal (including proposal project schedule
and proposal make or buy strategy)
- Cost Estimates;
- Contract Approval Package (CAP form), with particular reference to
the Preliminary Risk Assessment;
- applicable Terms & Conditions;
- any other relevant information
LINK WITH OTHER PROCESSES/EVENTS
PARTICIPANTS ROLES
closes P2 - ORDER ACQUISITION

starts P10.1 - (Project) INITIATING
Sales, Proposal & Estimating

Project Sponsor, PfM, PM (if already identified)
functional managers, PMT (if already identified)
QA engineer
EVENT PREPARATION
335081696.xlsx - EVENT CARDS
page 172 of 247
EVENT CARD
M1010 Project Kick-off Meet
responsible: Project Manager
INPUT DOCUMENTS
FROM
EVENT DETAILS
Project Charter
PfM
(Project Sponsor);
Contract, CAP form, Proposal and Cost Estimate
Sales
Proposal
Estimating
After the PM and the other PMT members have been identified and
assigned to the project, the PM shall call a meeting with the purpose
of :
- present the PMT org chart;
- verify the availability of all resources (other than PMT) needed for
project planning phase;
- align the PMT on the content of the Contract, Proposal and Cost
Estimate in preparation of the next planning activities;
- present the Stakeholders Register that has been prepared on the
basis of the information provided by Sales
this meeting should be tentatively scheduled one (1) week after PM

and PMT have been assigned to the project
PARTICIPANTS ROLES
closes P10.1. - (Project) INITIATING

starts P10.2. - (Project) PLANNING
PM and PMT
functional managers
QA engineer
EVENT PREPARATION
PM should make available input documents to attendees some days before the meeting
page 173 of 247
EVENT CARD
M1020 Initial Project Baseline Ap
INPUT DOCUMENTS
Project Charter
FROM
EVENT DETAILS
PfM
(Project Sponsor)
Once the Project Planning phase has been completed, the PM shall
call a meeting with Project Sponsor and internal stakeholders to
obtain formal "buy-in" of the Project Baseline and all other planning
documents
Project Management Plan;

PMT
Project Baseline proposal from PMT (including Project
Scope Statement, WBS, WBS dictionary, Schedule
Baseline and Cost Baseline)
The Project Baseline shall be formally approved by the Project

Sponsor. A signed copy of the Project Baseline document (including
Project Scope Statement, Project Master Schedule Baseline and
summary of Cost Baseline) shall be stored in the appropriate project
folder.
this meeting should be scheduled within one (1) month from M1010
Project Kick-off
PARTICIPANTS ROLES
closes P10.2. - (project) PLANNING

starts P10.3. - (project) EXECUTING
Project Sponsor
PM and PMT
PfM, functional managers
QA engineer
EVENT PREPARATION
PM and PMT should make available input documents to attendees some days before the meeting
page 174 of 247
EVENT CARD
M1030 Project Management Team
INPUT DOCUMENTS
FROM
EVENT DETAILS
Issue Log
Project Management Plan (incl. subsidiary plans)
PM
the PM shall call periodic meetings (ideally weekly) of PMT to review

Project Issue Log in order to ensure that all issues are addressed in
a timely fashion.
Change Request Log

Change Requests
PM
PMT
PMT will review change requests (MOD and VAR) to promote them
to the Integrated Change Control process P10.4.6
Schedule Baseline
Cost Baseline
PM
PMT
PMT members will make available work performance data for their
respective area of responsibility, and identify deviations from Cost
and Schedule Baseline, assessing need for reaction and adjustment
Risk Register
PM
on regular basis, as defined in the Project Risk Management Plan,

PMT will also review the Risk Register
PARTICIPANTS ROLES
performed thru
P10.2. - (Project) PLANNING
P10.3. - (Project) EXECUTING
P10.4. - (Project) MONITORING AND CONTROLLING
PMT
EVENT PREPARATION
work performance data available and properly stored
page 175 of 247
EVENT CARD
M1040 Project Review Meet
INPUT DOCUMENTS
FROM
EVENT DETAILS

Change Request Log
Summary of invoice and payments
PMT
PM
project controller
the PM shall periodically report to the Project Sponsor and internal

stakeholders the status of the project.
this presentation take place during the monthly Projects Review
Meeting called by the PfM
the presentation shall typically include:
analysis of past performance;
significant accomplishment during the reporting period;
work to be completed during the next reporting period;
current status of risks and issues;
results of trend and variance analysis;
forecasted project completion (including time and cost);
summary of changes approved in the period;
summary of invoice and payments;
(any other relevant information to be reviewed and discussed)
Deviations from the Project Baseline, if any, shall be properly

addressed and must be attested by the Project Sponsor.
As a formal evidence of this, the project performance summary
sheet shall be signed by both the PM and the Project Sponsor
Project Baseline change request

Management Contingency utilization request
PM
During the same meeting the Project Sponsor may authorize

changes to the Project Baseline and/or the use of the Management
Contingency to cope with unknown risks occurrence
PARTICIPANTS ROLES
Project Sponsor; PfM; functional managers; PMO
PM and PMT
page 176 of 247
EVENT PREPARATION
PM shall discuss and share with PMT the Project Performance Report presentation in advance
presentation will be made available to PfM in advance
page 177 of 247
EVENT CARD
M1050 Project Status Report to C
INPUT DOCUMENTS
FROM
EVENT DETAILS
project communications management plan
PM
the PM shall periodically distribute to the customer a report of the

status of the project, which shall typically include:
PMT
significant accomplishment during the reporting period;

work to be completed during the next reporting period;
issue log
change request log
invoice aging summary
PM
PM
project controller
open issues;
summary of changes approved in the period;
summary of invoice and payments;
(any other relevant information to be reviewed and discussed)
PARTICIPANTS ROLES
(according to communications management plan)
customer
PM (with PMT)
sales
EVENT PREPARATION
PM shall share with Sales the content of the Report before submitting it to the customer
page 178 of 247
EVENT CARD
M1060 Customer Satisfaction S
responsible: Project Manager /Sales
INPUT DOCUMENTS
FROM
EVENT DETAILS
Project Communications Management Plan

Yearly plan for Customer Satisfaction Survey
PM
Marketing & Sales
The PM, with the assistance of Sales, shall periodically contact the
Customer to measure their degree of satisfaction
PM and Sales should review and discuss in a face-to-face meeting
the Survey once it has been completed in order to understand any
issue that may have been raised
PARTICIPANTS ROLES
(P1/P2 - to be developed)
Customer, PM, Sales
EVENT PREPARATION
accurate reporting to the Customer thru periodic Project Status Reports
page 179 of 247
EVENT CARD
M1070 Request for Final Accep
INPUT DOCUMENTS
completed scope verification
(checklists from other processes)
FROM
EVENT DETAILS
PMT
once verified that all project deliverables have been satisfactorily

completed and contractual requirements have been fulfilled, the PM
shall formally request customer final acceptance in accordance with
the specific procedure set forth in the contract
PARTICIPANTS ROLES
closes P10.3. - (project) PLANNING and

P10.4. - (project) MONITORING & CONTROLLING
PM, PMT
customer
starts P10.5. - (project) CLOSING
EVENT PREPARATION
PMT meeting to verify input documents
page 180 of 247
EVENT CARD
M1080 Hand-over to After Sa
INPUT DOCUMENTS
FROM
EVENT DETAILS
customer final acceptance
PM
when project has achieved customer final acceptance, the PM shall

transfer the remaining warranty obligations under the contract to
the responsibility of the After-Sales service
hand-over to After Sales may also take place when few minor items
are still to be completed, but project has been substantially
completed and it becomes more appropriate to follow up remaining
works
the PM shall call a meeting with PMT and After Sales manager to
brief him/her on project status and handover all pertinent
information
PARTICIPANTS ROLES
closes Project Execution activities apart from internal

and administrative project closure
PM; PMT
functional managers
Sales
After Sales
starts After Sales activities
EVENT PREPARATION
PM shall collect all pertinent documentation to be
handed-over to After-Sales
page 181 of 247
EVENT CARD
M1090 Project Close-out mee
INPUT DOCUMENTS
FROM
EVENT DETAILS
PM
After having compiled the Project Close-out Report, the PM shall call
a meeting with PMT and Project Sponsor and all internal
stakeholders
during the meeting the PMT will discuss with the other attendees
the content of the Report, focusing on the problems encountered
during the project and the solutions applied
following the issues, concerns and proposals raised by the PMT, the
functional managers attending the meeting may define action plans
to:
create new/modify standards
review/change performing organization's processes and
procedures
review/change performing organization's knowledge base,
including, but not limited to:
- historical information (cost estimate database, vendor lists, )
- lessons learned
evaluate/implement new infrastructure and/or working tools
evaluate/develop human resources skills and behaviours
which will be captured in a dedicated action register/minute of
meeting
PARTICIPANTS ROLES
Closes 10.5 - (Project) CLOSING
PM and PMT
Project Sponsor, PfM, functional managers
Quality, PMO
EVENT PREPARATION
PM shall make available to attendees the Project Close-out Report latest one (1) week
before the scheduled date of the meeting
page 182 of 247
EVENT CARD
M1000 Handover from Sales
M1000
OUTPUT DOCUMENTS
M1000 checklist completed
Contract, CAP form, Proposal and Cost Estimate made available
OUTPUT RECIPIENT
PM and PMT (if already identified)
QA engineer
TOOLS
page 183 of 247
EVENT CARD
M1010 Project Kick-off Meeting
M1010
OUTPUT DOCUMENTS
OUTPUT RECIPIENT
PM and PMT
functional managers
QA engineer
TOOLS
PMIS (GOI-PMO-120)
page 184 of 247
EVENT CARD
0 Initial Project Baseline Approval
M1020
OUTPUT DOCUMENTS
approved Project Management Plan;
approved Project Baseline
OUTPUT RECIPIENT
Project Sponsor
PM and PMT
QA engineer
TOOLS
PMIS (GOI-PMO-120)
page 185 of 247
EVENT CARD
Project Management Team Meeting
M1030
OUTPUT DOCUMENTS
Issue Log updated
Project Management Plan (incl. subsidiary plans) updated
proposed changes (COF and Customer)

Project Schedule updated
Project Cost Performance updated
Risk Register updated
OUTPUT RECIPIENT
PMT
TOOLS
PMIS (GOI-PMO-120)
scheduling tool
ERP system
page 186 of 247
EVENT CARD
1040 Project Review Meeting
M1040
OUTPUT DOCUMENTS
Project Performance Report presentation
PPR sheet signed at least quarterly
Project Baseline update
OUTPUT RECIPIENT
Project Sponsor; PfM; functional managers; PMO
PMT (Project Baseline update)
page 187 of 247
TOOLS
PMIS (GOI-PMO-120)
Project Performance Review presentation template
page 188 of 247
EVENT CARD
M1050
OUTPUT DOCUMENTS
OUTPUT RECIPIENT
customer
project sponsor
sales
PMT
TOOLS
page 189 of 247
EVENT CARD
60 Customer Satisfaction Survey
M1060
OUTPUT DOCUMENTS
OUTPUT RECIPIENT
Sales, Marketing, Quality, Project Sponsor, PfM
TOOLS
Customer Satisfaction Survey template
page 190 of 247
EVENT CARD
70 Request for Final Acceptance
M1070
OUTPUT DOCUMENTS
request for Final Acceptance
OUTPUT RECIPIENT
customer,
project sponsor (for information)
TOOLS
page 191 of 247
EVENT CARD
1080 Hand-over to After Sales
M1080
OUTPUT DOCUMENTS
OUTPUT RECIPIENT
After Sales
TOOLS
PMIS (GOI-PMO-120)
page 192 of 247
EVENT CARD
1090 Project Close-out meeting
M1090
OUTPUT DOCUMENTS
action register/minute of meeting
OUTPUT RECIPIENT
Project Sponsor, PfM, functional managers
Quality, PMO
TOOLS
PMIS (GOI-PMO-120)
page 193 of 247
M1000 Handover from Sales check

< project_name >
#
item
does a valid contract exist?
is the applicable contractual documentation defined and available?

(contractual documentation also includes engineering documentation such as product data, CAD libraries, "as built" drawings, ...)
have the Customer contact information been presented and made available?
has the COMAU Technical Proposal been presented during the meeting and is it available?
has the COMAU Project Execution Proposal (Proposal Schedule, Proposal Make or Buy / Job Sharing strategy) been presented during the meeting
and is it available?
are both the Technical and Project Execution Proposals compliant with Customer Statement of Work (standard and specifications) or have been the
discrepancies been agreed in written with the Customer (final contracted SOW)?
has the Cost Estimate been presented during the meeting and is it available?
has the Cost Estimate been developed on the basis of the final contracted SOW (see item 7 above)?
10
Has the CAP Form been presented during the meeting and is it available?
11
has the Preliminary Risk Assessment included in the CAP form been duly filled?
11.1
has a suitable response strategy been foreseen for the risk identified therein?
11.2
have the risk mitigation costs, if any, been considered in the Cost Estimate?
11.3
has a suitable Technical Contingency been considered in the Cost Estimate for "known" risks?
11.4
has a Management Contingency been allocated for "unknown" risks?
12
is the Project Sponsor defined?
attendees
signatures
name
SALES
PROPOSAL
ESTIMATING
PROJECT & SITE MANAGEMENT
ENGINEERING
FINANCE, ADMINISTRATION & CONTROL
PLANNING
SUPPLY CHAIN
MANUFACTURING
QUALITY
(fill others as applicable)
335081696.xlsx - CHECKLISTS
page 194 of 247
project sponsor approval
name
page 195 of 247
M1010 Project Kick-off checklis

< project_name >
#
item
has the Project Charter been developed and signed?
has the Job Order been opened in the ERP system (SAP, Baan, )?
is the Project Management Team identified and assigned?

(PMT org chart should have been prepared and been presented during the meeting)
are all resources (other than PMT) needed for project planning phase identified and assigned?
is the PMIS initialized and has the complete contractual and Proposal documentation been filed therein?
has the PMT gone through the contractual and Proposal documentation and been aligned on their content?
has the Stakeholder Register been prepared?
Project Management Team (refer to PMT org chart and fill in names and roles as applicable)
name
role
attendees
signatures
name
SALES
PROPOSAL
ESTIMATING
ENGINEERING
PLANNING
SUPPLY CHAIN
MANUFACTURING
QUALITY
(fill others as applicable)
page 196 of 247
name
page 197 of 247
M1020 Initial Project Baseline Approval

< project_name >
#
item
1
1.1
Project Management Plan, including subsidiary plans:

has the project management approach been defined?
1.2
has the Change Management procedure with the Customer defined and approved?
1.3
has the Project Quality Management Plan been developed and approved?
1.4
has the Project Human Resource Management Plan been developed and approved?
1.5
has the Project Communications Management Plan been developed and approved?
1.6
has the Project Risk Management Plan been developed and approved?
1.7
has the Project Quality Management Plan been developed and approved?
1.8
has the Project Procurement Management Plan been developed and approved?
2
2.1
Project Baseline:
has the Project Scope Statement been developed and approved?
2.2
has the WBS (and WBS dictionary) been developed and approved?
2.3
has the Schedule Baseline been developed and approved?
2.4
has the Cost Baseline been developed and approved?
2.5
are both Schedule and Cost Baselines considering Technical Contingency for identified risks?
2.5
is the approved project Schedule aligned with the customer milestones?
2.6
have the targets (cost, time, ) set by Project Sponsor in the Project Charter been met?
name
role
page 198 of 247
attendees
signatures
name
SALES
PROPOSAL
ESTIMATING
ENGINEERING
PLANNING
SUPPLY CHAIN
MANUFACTURING
QUALITY
name
Milestone passed
Milestone passed, conditioned to open issues closing
Milestone NOT passed
re-planned for
page 199 of 247
M1070 Request for Final Acceptance c

< project_name >
#
item
1.
are the contractual Buy-Off requirements clearly defined and measurable?
2.
have any Customer Checklists and all elements of the Customer Buy-Off procedure been completed?
3.
have all Customer open issues been resolved (except those agreed with the Customer)?
4.
have all outstanding open issues been documented with an agreed resolution plan and timing?
5.
are all manuals (User, R&M, Maintenance) and CE certification (or equivalent, if applicable) complete and available to Customer End User/Plant?
6.
have the Customer personnel been trained as per contractual requirements?
7.
have the equipment safety and ergonomic related to Customer personnel been reviewed and signed-off?
8.
have all technical documentation been delivered to Customer as per contractual requirements?
9.
has the cycle-time been measured and conform to what is contractually required?
10.
has the technical availability been measured and conform to what is contractually required?
name
role
page 200 of 247
attendees
signatures
name
SALES
PROPOSAL
ESTIMATING
ENGINEERING
PLANNING
SUPPLY CHAIN
MANUFACTURING
QUALITY
name
Milestone passed
re-planned for
page 201 of 247
M1080 Handover to After Sales chec

< project_name >
#
item
has the Final Acceptance been signed by customer?
1.1
(if not) has a list of remaining works been clearly defined and agreed with the customer?
1.2
(if not) has a suitable budget been reserved for completion of remaining works?
2
2.1
is the Warranty Period expiry date defined?

(if not) is it clearly defined when the Warranty Period will start and its duration?
are spare parts available at site?
has the Contract Price been completely invoiced?
have the following topics been discussed during the meeting and relevant information been made available to After-Sales?
5.1
customer contact information
5.2
plant technical characteristics
5.3
list of remaining works (punch list,)
5.4
spare parts list
5.5
list of local subcontractors, with contact information
5.6
list of main suppliers, with suppliers warranty conditions and contact information
5.7
other (specify)
name
role
attendees
signatures
name
SALES
PROPOSAL
ESTIMATING
ENGINEERING
PLANNING
SUPPLY CHAIN
page 202 of 247
MANUFACTURING
QUALITY
After Sales
name
Milestone passed
re-planned for
page 203 of 247
M1090 Project Close-out_checkli

< project_name >
#
item
has the Project Close-out Report been presented during the meeting and is it available?
1.1
is the executive summary compiled?
1.2
are the detailed report for project execution phases (engineering, procurement, manufacturing,) compiled?
1.3
are the lessons learned compiled?
1.4
is the COF analysis compiled?
1.5
is the Quality Management Report compiled?
1.6
is the Final Cost Report compiled?
2.
have PMT issues, concerns and proposals been discussed during the meeting?
3.
will action plans be implemented on:
3.1
standards
3.2
processes and procedures
3.3
knowledge base (historical information such as cost estimate database, vendor lists, ...)
3.4
lessons learned / enterprise database
3.5
new infrastructure/working tools
3.6
human resources skills & behaviours
3.7
other (specify)
name
role
attendees
signatures
name
SALES
PROPOSAL
page 204 of 247
ESTIMATING
ENGINEERING
PLANNING
SUPPLY CHAIN
MANUFACTURING
QUALITY
name
Milestone passed
re-planned for
page 205 of 247
from Sales checklist

< date >
YES
NO
n/a
remarks
ies, "as built" drawings, ...)
strategy) been presented during the meeting
standard and specifications) or have been the
title
signature
page 206 of 247
title
signature
page 207 of 247
Kick-off checklist
< date >
YES
NO
n/a
remarks
n?
tent?
signature
title
signature
page 208 of 247
title
signature
page 209 of 247
Baseline Approval checklist

< date >
YES
NO
n/a
remarks
signature
page 210 of 247
title
signature
title
signature
<date>
page 211 of 247
nal Acceptance checklist

< date >
YES
NO
n/a
remarks
and available to Customer End User/Plant?
ff?
signature
page 212 of 247
title
signature
title
signature
<date>
page 213 of 247
o After Sales checklist

< date >
YES
NO
n/a
remarks
lable to After-Sales?
signature
title
signature
page 214 of 247
title
signature
<date>
page 215 of 247
Close-out_checklist
< date >
YES
NO
n/a
remarks
piled?
signature
title
signature
page 216 of 247
title
signature
<date>
page 217 of 247
integration management
quality management
procurement managemen
ment
sc
nt
human
ment
scope management
man resource management
time management
communications managemen
co
ment
ri
cost management
risk management
initiating
planning
executing
monitoring
closing
& controlling
develop Project Charter
Project Charter
project_ID
direct & manage Project

Execution
develop WBS
WBS structure
estimate Costs and determine

Budget
Q00
B00 proposal
approve Project Baseline
B00 approved by
Project Sponsor
identify, analyse and plan

response to Risks
Technical Contingency
for identified Risks
Management Contingency
for "unknown" Risks

(incurred costs)
ACU
distribute Information and

manage Stakeholders
Expectations
control Costs
close Project

(ETC)
ACU
perform Integrated Change

Control
project performance report

presentation (PPR)
develop and manage Project

Team
work authorization
QCU (from Customer changes)

BCU (from internal changes
approved by Project Sponsor)
monitor & control Risks
updated Technical Contingency

for identified Risks
project closing form
initiating
planning
develop Procurements
Management Plan
executing
Procurements
ement Plan
conduct Procurements
Procurements Management Plan

(make/buy
vendor list
expediting & inspection requirements)
sourcing plan
PO
monitoring
closing
& controlling
administer Procurements
close Procurements
sourcing plan updates
closed procuremen
closed procurements
G.6. Communications with the

customer (eg., mail pst)

P10 Project Management

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GC __

Handover from Sales

10.1.1. - develop Project Charter

10.1.1. - develop Project Charter

10.1.1. - develop Project Charter

10.1.2. - acquire Project Management

PMT org chart

Workload information resources

ORDER ACQUISITION PROCESS

10.1.1. - develop Project Charter

10.1.3. - identify Stakeholders

10.2.1. - develop Project management Plan

10.2.1. - develop Project Management

10.2.1. - develop Project Management

10.4.5. - perform Integrated Change

ORDER ACQUISITION PROCESS

10.2.2. - collect Requirements and define Scope

10.2.2. - collect Requirements and

10.2.3. - develop WBS

10.2.3. - develop WBS

Project Execution proposal

10.2.3. - develop WBS

10.2.6. - identify, analyse and plan

project target set by Project Sponsor

10.2.4. - develop Schedule

10.2.4. - develop Schedule

ORDER ACQUISTION PROCESS

10.2.3. - develop WBS

10.2.4. - develop Schedule

10.2.6. - identify, analyse and plan

10.2.1. - Develop Project

- Procurement Management Plan

10.1.1. -develop Project Charter

10.2.5. - estimate Costs and determine Budget

10.2.5. - estimate Costs and

10.2.1. - develop Project Management

10.2.6. - identify, analyse and plan

10.1.3. - identify Stakeholders

10.2.6. - identify, analyse and plan response to Risks

10.2.3. - develop WBS

10.2.4. - develop Schedule

10.2.5. - estimate Costs and

10.2.7. - define Project Baseline

Project Management Plan

10.2.7. - define Project Baseline

10.2.6. - perform Integrated Change

10.3.1. - direct and manage Project

10.3.1. - direct and manage Project Execution

10.2.1. - develop Project Management

work performance data

10.4.8. - perform Quality Control

10.3.2. - perform Quality Assurance

quality checklist completed;

10.3.2. -perform Quality Assurance

work performance data

10.3.3. - develop and manage Project

10.2.1. - develop Project Management

10.3.1.- direct and manage Project

work performance data

10.4.5. - monitor and control Project

10.3.4. - distribute Information and Manage Stakeholder Expectations

Project Status Report to Cust

Customer Satisfaction Survey

10.3.4.- distribute Information and