Fabrication Design System

Project Plan
V1.0

Prepared for:

Fabrikam, Inc.

Contoso, Ltd. 987 Main St. Denver, CO 12345

This document contains proprietary and confidential information. It is provided to Fabrikam, Inc. for the express purpose of reviewing and analyzing the proposed project plan. No part of this document may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopied, recorded, or otherwise) to parties outside Fabrikam, Inc., without prior written permission from Contoso.

Revision History

Revision History
Version Date Author/Editor Revision Made

1.0

Mm/dd/yyyy

Carol Philips

Submitted for stakeholder approval

Contents

Contents
1. 2. Introduction .................................................................................... 1 Project Statements ......................................................................... 1
Problem Statement ................................................................................... 1 Mission Statement .................................................................................... 1 Business Case .......................................................................................... 2

3. 4.

Project Assumptions ..................................................................... 3 Project Definition ............................................................................ 3

Project Strategy ........................................................................................ 3 SWOT Analysis ......................................................................................... 4
Strengths ......................................................................................................................4 Weaknesses.................................................................................................................4 Opportunities ................................................................................................................4 Threats .........................................................................................................................4

Project Objectives..................................................................................... 4
Business Objectives .....................................................................................................5 Technical Objectives ....................................................................................................5 Performance, Cost, and Time Objectives ....................................................................5 Quality Objectives ........................................................................................................5

Statement of Project Scope ..................................................................... 6

Deliverables .................................................................................................................6 Planning .......................................................................................................................6 Requirements ...............................................................................................................6 Design ..........................................................................................................................6 Development ................................................................................................................7 Deployment ..................................................................................................................7 Project Management ....................................................................................................7 Included Scope ............................................................................................................7 Excluded Scope ...........................................................................................................7

5.

Implementation Plan ...................................................................... 7

Summary.................................................................................................... 8 Project Organization ................................................................................. 8
Contoso, Ltd. Staffing...................................................................................................8 Fabrikam, Inc. Staffing .................................................................................................8

Work Breakdown Structure...................................................................... 9 Schedule (Gantt Chart) ............................................................................. 9 Spending Curves and Earned-Value Baseline ....................................... 9 Products .................................................................................................... 9 Exit Criteria .............................................................................................. 10

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6.

Component Plans and Processes .............................................. 10

Communication Plan .............................................................................. 10 Risk Management Plan ........................................................................... 11 Change Control Plan .............................................................................. 12 Defect Tracking ....................................................................................... 12 Issue Tracking ......................................................................................... 13 Quality Plan ............................................................................................. 13
Test Plan ....................................................................................................................13 Requirement and Design Reviews .............................................................................14 Code Reviews ............................................................................................................14

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1. Introduction
Fabrikam, Inc. is migrating its current fabrication design system to new hardware and software platforms. Fabrikam, Inc. employees designed and developed the current Fabrikam-D system, which uses Fortran and runs on obsolete hardware. The Fabrikam-D system produces schematics and bills of material for fabrication jobs. This project plan is a reference for all project personnel to guide the project through its successful completion to achieve Fabrikam, Inc.s business and system objectives. After individually reviewing this version of the project plan, Fabrikam, Inc. stakeholders will meet to approve the approach before the project begins.

2. Project Statements
Project statements include a problem statement, mission statement, and business case. The problem statement identifies the problems and issues that led Fabrikam, Inc. to undertake the project. The mission statement describes the purpose of the project at a high level. The business case documents how the project contributes to Fabrikam, Inc.s bottom line.

Problem Statement
The current Fabrikam-D system still works. However, the hardware is out of date, carries very high maintenance costs, and is difficult to repair. Fortran programs take too much time to maintain, and Fortran programmers are increasingly difficult to find. IT estimates that the current machines will last another two years. A 20% annual increase in workload indicates that the new application must be operational in a year or Fabrikam, Inc. will have to run two work shifts a day. The software is dependable. Fine-tuned over the years, the application needs little modification. However, changes are difficult and prone to error because of the unstructured programming techniques, lack of documentation, and numerous undocumented modifications. The company spends a great deal of time training people to use the current system. Despite overtime work, backlog continues to grow because of Fabrikam, Inc.s increasing business.

Mission Statement
Fabrikam,Inc.s objective is to quickly replace the existing Fabrikam-D system with software that provides the same fabrication design features but runs on current hardware and Visual C++, employs a modern user interface, and simplifies software maintenance by using current software development techniques.

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Business Case
Fabrikam, Inc. provides fabrication design services to its clients at no charge to help win business. Fast turnaround on design means that the resulting fabricated buildings begin to generate revenue more quickly. The sales department admits that fabrication design is the winning factor for 5% of sales. Fabrication design contributes $2.5 million to the companys overall annual sales of $500 million. Fabrikam, Inc. indirectly benefits from providing design services. In-house designers make few mistakes, which reduces job costs from purchasing materials, rework, and handling claims. The accounting department estimates that rework on customer-designed jobs costs approximately $2.5 million each year. Reducing 25% of the rework by designing more jobs in-house would save $500,000 a year. Finally, hardware maintenance costs would decrease to $25,000 a year when the new system is in place. With the two-year payback guideline for IT projects, this migration project has a budget limit of $6.2 million, using current numbers. Table 2-1 shows a summary of the business case.
Table 2-1 Business Case Budget Limit Sales Margin Profit Percentage of jobs won through design Design contribution Customer-designed jobs Customer-designed sales Job rework rate Rework cost rate Customer rework cost In-house improvement In-house detailing rework savings Current maintenance New maintenance Maintenance savings Total annual contribution Project cost limit (two-year payback) $500,000,000 10.00% $50,000,000 5.00% $2,500,000 20.00% $100,000,000 20.00% 10.00% $2,000,000 25.00% $500,000 $100,000 $25,000 $75,000 $3,075,000

$6,150,000

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3. Project Assumptions
Following are the assumptions made to develop the project plan: The project cannot slow design or reduce design productivity. Designers, engineers, and managers assigned to the project provide feedback on deliverables in a timely fashion. These assigned resources will obtain information from resources outside the project if necessary, but they must meet their review deadlines. Fabrikam, Inc. resources assigned to the project receive fewer design assignments, so they can complete their project assignments by working no more than 10% overtime (4 hours). Resources receive a 25% salary premium for overtime work. The project replaces all existing functionality of Fabrikam-D over several phases to limit the demands on the Fabrikam, Inc. resources. Some deliverables, such as the data model, data dictionary, and detailed design, will change with each phase of work to include the work for that phase. The project deliverable documents act not only as documentation of the project but also as training in software project management for the IT project team. Complete documentation will be unavailable until the entire application is complete. The development is a stand-alone project, but it relies on the Fabrikam, Inc. data model. Changes to the data model take precedence over the Fabrikam-D design. The application uses an independent data layer so that Fabrikam, Inc. can switch from Microsoft Office Access to Microsoft SQL Server when the new design database is complete.

4. Project Definition
This section defines the project strategy, objectives, and scope. The selected project strategy focuses on achieving the performance, cost, time, and scope requirements while limiting risk to an acceptable level. The project strategy works within the Fabrikam, Inc. culture and environment. The strategy chosen is based on an analysis of the strengths, weaknesses, opportunities, and threats (SWOT analysis) that Contoso, Ltd. faces. The project objectives document all the business and technical objectives for the project. The project scope documents what will and will not be addressed by this migration project.

Project Strategy
The availability of Fabrikam, Inc. resources has the largest impact on the success of the Fabrikam-D project. The designers and developers are critical as the subject matter experts on what the existing application does and why. However, design production takes precedence over the project. Therefore, the project will apply a phased approach to migrating the functionality to the new platform. By designing and developing the functionality in stages, Fabrikam, Inc.

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resources need not address all the requirements at the same time. Assignments will be smaller and spread out over time. In addition, one of Contoso, Ltd.s employees is a structural engineer who is fluent in Fortran. This employee will draft requirements by reverse-engineering the existing software. Fabrikam, Inc. resources will review draft deliverables and perform testing. Although the project budget is sufficient, the client would prefer to boost its profits by spending as little as possible on the project. Therefore, Contoso, Ltd. will turn over application maintenance for completed modules to Fabrikam, Inc. resources after each phase is complete. All deliverables for the project will emphasize the purpose of the project steps so that IT can use the deliverables as templates for future projects.

SWOT Analysis
The following SWOT (strengths, weaknesses, opportunities, threats) analysis helped determine the migration strategy for the project.

Strengths
IT resources possess knowledge of design and business process as well as an understanding of systems and databases. Executives have committed funds to the project. Contoso, Ltd. has an employee with background in the clients business and system platforms.

Weaknesses
Availability of detailing resources as subject matter experts is limited. Internal IT resources to serve as apprentices on the project are limited.

Opportunities
We can increase design productivity through improved interface and processes. We can reduce maintenance and modification cycles. We can reduce risks of introducing errors by eliminating badly documented spaghetti code.

Threats
Hardware and software platforms may both be discontinued, and technical support is running out. Hardware is becoming less dependable. Support and parts are more expensive and harder to find.

Project Objectives
The objectives for the project act as targets during the life of the project.

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Business Objectives
Reduce time to detail a typical job by 10%. This decreases the cost of engineering and helps win more business through faster response to customer requests. Cut cost of design operation by 20% at current level of sales. Reduced training time and shortened learning curves will make new designers productive more quickly. Streamlined processes will increase productivity. Hardware and software will decrease maintenance costs. Replace obsolete equipment with new hardware. The current hardware and software carries higher risk. If the hardware breaks down, production will be seriously affected. As the hardware ages, the likelihood of hardware failures increases. Deliver 10% more design service with existing personnel, and have new designers fully productive within one month. With the difficulty of obtaining additional old workstations and the lengthy learning curve for new designers, it is difficult to respond to big sales with design services. Today, the only option is overtime for existing designers.

Technical Objectives
Integrate with the new database. The new database improves data handling, adds data safeguards, increases automation, and decreases errors and rework. The Fabrikam-D system will use the new database to prevent data duplication. Create an intuitive interface and streamlined processes. The switch from a sequential interface to an event-driven system will speed design. This switch will also support business objectives. Create a flexible software architecture and design. A focus on flexibility will enable us to easily make future enhancements. Support detailers in the field. Some designers work at sales offices or other locations. The application must enable designers who do not work at headquarters or who do not have continuous network connections to work on jobs and synchronize with the new database.

Performance, Cost, and Time Objectives

Deliver accepted application on or under budget. Design services contribute to sales but are mainly a cost center. Therefore, this project must meet its budget. Contoso, Ltd. will receive a bonus of 25% of any surplus of budgeted funds. Deliver the accepted application on time. The budget is the top priority. However, Contoso, Ltd. must deliver the project on time to receive the budget bonus.

Quality Objectives
Resolve all production-stopping defects. Design production is critical, so any defects or issues that stop or seriously impact detailing production must be resolved before full implementation. Match performance of current application on the test cases used most frequently. Fabrikam, Inc. will identify the most commonly used features of its

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current application. The new application will completely match the output of the existing application in those cases.

Statement of Project Scope

The statement of project scope identifies the work included in the project as well as the work that is excluded. The statement of project scope is a documented baseline for the project. Any features not identified in this scope must obtain approval through the change-control process.

Deliverables
The project includes planning, requirements definition, design, and development of the application architecture and design functions in Visual C++. The project deliverables include: Overall project plan Overall data dictionary and data model Overall design standards Overall application architecture Requirements documents for each scope of work Design documents for each scope of work updated with development changes Application executable files and source code Installation script Installation notes Project management reports

Planning
The project plan along with ancillary documents kept in the project notebook fully define the project.

Requirements
Requirements documents communicate what the users expect the system to do. Requirements include business rules, input, output, and processes.

Design
Design includes the overall architecture, interface design, database design, report formats, and functional flows. The overall design standards document the interface, naming, and coding standards for the project. Design documents for each scope of work describe the associated user interface and interface behavior, functions, subroutines, attributes, database tables, and graphic elements.

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Contoso, Ltd. will develop test scripts, test cases, and expected results for each case. Contoso, Ltd. will perform unit testing and integration testing. Fabrikam, Inc. will perform system and acceptance testing.

Development
Development includes coding, unit testing, and integration testing. Contoso, Ltd. will build a prototype project to build future Fabrikam, Inc. job files. Contoso, Ltd. will update all deliverable documents with changes that occur during development. Contoso, Ltd. will deliver source code for the application, installation script, original electronic files of all deliverable documents, and ancillary files.

Deployment
Contoso, Ltd. will provide an installation script and installation notes for the application.

Project Management
Contoso, Ltd. will manage resources, schedule, and scope as needed to complete the project successfully within budget and on time. Contoso, Ltd. will provide status reports on a regular basis, including tasks completed, tasks in progress, tasks that will start soon, issues, and earned value for the project against the plan.

Included Scope
The included scope identifies the functionality that will be developed and delivered in this project. The scope consists of the following: Developing a software module to manage fabrication jobs designed with the software system Developing a structural component fabrication module Developing a bill of material module

Excluded Scope
Considerations outside the scope of this project include: Developing software to plan space utilization Developing software to manage drawing revisions

5. Implementation Plan
The implementation plan is the core of the project plan. Project organization includes the members of the project team, reporting structure, authority, and responsibilities. The work breakdown structure, which shows the tasks for this project, is the foundation for the schedule and budget for the project. By assigning resources and estimating duration, we determine costs and, ultimately, the project budget. A network diagram, with the critical path identified, leads to the project schedule. A Gantt chart of the schedule, spending curves, and an earned-value baseline are the standards against which we measure our performance as the project progresses. The Products section lists the

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software required to complete this project. The Exit Criteria section identifies achievements that indicate successful completion of the project.

Summary
The project schedule covers June 1, 2006, through June 7, 2007, an end date well within the two-year target. The projected cost of the project is $1,162,500.

Project Organization
This section defines the roles and responsibilities of Contoso, Ltd. personnel and client personnel. At this point in the project, no vendor personnel are required.

Contoso, Ltd. Staffing

Contoso, Ltd. is responsible for project planning, project management, supervision requirements, design, development, testing, and deployment. Contoso, Ltd. personnel are identified in the following table in order of appearance in the project organization chart.
Name Carol Philips Role Reporting and Responsibility

Project Manager, Subject Matter Expert

Reports to Joe Healy. Responsible for all PM activities, reverse engineering requirements, design, and documents. Reports to Carol. Responsible for application architecture, database design, data model, coding standards, and code reviews. Reports to Carol. Responsible for design. Reports to Christian. Responsible for coding. Reports to Christian. Responsible for coding and testing. Reports to Christian. Responsible for coding and testing.

Christian Hess

Architect, Lead Developer

Jacek Jelitto Paula Barreto de Mattos John Y. Chen Aaron Lee

Designer Developer Developer Developer

Fabrikam, Inc. Staffing

Fabrikam, Inc. is responsible for inspecting the project deliverables, providing Fabrikam, Inc. specifications as needed for the project, assisting with migrating the Fabrikam Inc. application, and testing. The overall plan and deliverables are approved by all Fabrikam, Inc. team members, as identified in the following table.
Name Bart Duncan Role Reporting and Responsibility

Client Contact,

Reports to Deb. Responsible for reviewing deliverables, providing

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Subject Matter Expert

info on requirements and functionality, and learning PM activities and development. Reports to Jim. Responsible for database information. Executive stakeholder. Approves budget and schedule changes. Reports to Bart. Responsible for reviewing deliverables and testing.

Deb Waldal

MIS Manager, Database Subject Matter Expert Director Designer

Jim Glynn

Wendy Wheeler

Work Breakdown Structure

The work breakdown structure included as a separate document in the project notebook was developed by the members of the project team, including the project manager and the Contoso, Ltd. and Fabrikam, Inc. project teams.

Schedule (Gantt Chart)

The schedule included as a separate document in the project notebook shows that the project can be completed within one year. However, the schedule also indicates that some team members will be overallocated for short periods.

Spending Curves and Earned-Value Baseline

The chart for project spending and earned value included as a separate document in the project notebook shows the cost per month, including the hardware and software purchase. In addition, the chart shows a graph of the budgeted cost of work scheduled and the cumulative cost of the project, including hardware and software.

Products
The following products will be used on this project. All project resources will use the stated versions of the products to avoid compatibility issues.
Product Description

Microsoft Visual C++ .NET 2003 Microsoft Visual SourceSafe 6.0 Microsoft Office 2003

Programming language Source control tool Documents and spreadsheets

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Microsoft Office Visio 2003 Microsoft Office Project 2003

Charts and diagrams Project management tool

Exit Criteria
The following criteria validate that the project satisfies the requirements without using sophisticated techniques and tools: Reduce time to detail a typical job by 10%. Fabrikam, Inc. selects a typical job and assigns two designers of similar experience to design it; one designer uses the existing application and the other uses the new application. The job designed with the new system requires at least 10% less time. Cut cost of detailing operation by 20% at current level of sales by using detailing services. A project team member trains a new designer. The newly trained designer completes the typical job in no more than twice the time required in the first exit criterion. Integrate with the new database. All of the data for the typical job transfers, without error, between the new database and the Fabrikam-D application. Create a flexible software architecture and design. Contoso, Ltd. presents an overview of the features used to provide flexibility. Support designers in the field. A designer completes a small job off the network and connects to transfer the job to the new database without error. Resolve all production-stopping defects. All production-stopping defects are resolved, tested, and accepted by Fabrikam, Inc. Match performance of current application on most common test cases. The new application exactly matches the output of the existing application for designated test cases.

6. Component Plans and Processes

These component plans and processes indicate how to identify and address the daytoday operations of the project. The appendix includes samples of the tracking spreadsheets.

Communication Plan
Communication management entails identifying what information to communicate, who will receive the information, and how it will be disseminated, including in what format and at what frequency. The communication management plan strives to require communication that is essential to success or averts failure.

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Given the small size of the team on this project, communication is relatively simple. Team members will copy all e-mail to the entire team. The project manager will document telephone calls and meetings and post notes to a shared workspace. The project manager will maintain a folder in Microsoft Office Outlook for all e-mail correspondence. In addition to the project deliverables, Contoso will distribute biweekly status reports to the project team. The status reports will cover the previous two weeks and include tasks completed, tasks in progress with percent completed, upcoming tasks, and copies of the current issues list, assignment list, defect list, and report of earned value against the project baseline.

Risk Management Plan

Risk management entails identifying risks likely to affect the project, evaluating the potential impact of the risks, and determining possible responses if the risk should come to fruition. Risk management strives to minimize the impact of adverse events on the project. Responses to risks can include deciding to accept the negative consequences should they occur, acting or changing the project to eliminate the risk, or mitigating the risk through contingency plans. At each phase of the project, the Contoso, Ltd. project manager and the client contact will review the project and identify any additional risks, if any, for the next phase. For each risk, they estimate the impacts to quality, cost, and schedule. From this information, the project manager and client contact develop potential responses to those risks and estimate the level of mitigation. Contoso, Ltd. will document the risks and responses. Fabrikam, Inc. will decide which response is acceptable for each risk. Contoso will work with Fabrikam, Inc. to implement the risk responses as needed. The following list identifies the risks that may affect the project, as well as the steps taken to eliminate or reduce the impact of the risk: Limited resources and precedence of production. The workload for client resources could affect the project schedule. The first step to avoid negative impacts to the schedule is to allow long lead times for reviewing deliverables so that the resources can accommodate the review as jobs allow. The second step is to institute short periods of overtime. The third step is to revise the project schedule. A last resort is to consider hiring a new designer and reducing a trained designers regular workload. Changes in Fabrikam, Inc. plans or designs. Any changes in Fabrikam, Inc. plans or the design of the new database might affect completed work on the application. By using a data dictionary for the job data, Contoso, Ltd. can separate the data definitions from the code, which eliminates the need to update several programs. Most attributes have been used as currently defined for several years. Unidentified requirements. Contoso, Ltd. develops the requirements from joint requirements developed by Fabrikam, Inc., demonstrations by Fabrikam, Inc., and inspection of the existing application code. Some aspects of the current application are not visible and, therefore, not known to Fabrikam, Inc. resources. The requirements may be incomplete.

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Requirement reviews by Fabrikam, Inc. and participation of designers will help in the identification of the requirements. Many of the invisible features might be obsolete. Fabrikam, Inc. can make change requests for requirements that surface later in the project. The flexible architecture should facilitate the addition of new features after the software is constructed.

Change Control Plan

Change management entails identifying and documenting potential changes in scope, determining whether the change is beneficial and necessary, analyzing the scope and impact of the change, estimating the effort and cost of the change, documenting the decision on the change, and managing the change once added to the project. Changes in scope can arise during any phase of the project. Revisions to a project deliverable, such as a correction or clarification, do not usually impact scope. However, a major revision might change the scope. Change control is a straightforward but formal procedure: 1. Fabrikam, Inc. project personnel add change requests (CRs) to the change-request spreadsheet in the shared workspace and then e-mail team members. 2. The client contact modifies the CR to a discussion state and obtains the teams vote on the CR. If the team votes yes, the client contact notifies the Contoso, Ltd. project manager to proceed. 3. The Contoso, Ltd. project manager changes the CR status to an Analysis state. The project manager works with the developer for that area of the application to define the scope of the change; estimates the effort and the cost and impact on the schedule; changes the state to Estimated; and notifies the client contact. 4. The client contact obtains approval or rejection from the Fabrikam Inc. team and notifies the Contoso, Ltd. project manager. The project manager changes the state to Approved or Rejected. 5. The project manager assigns the change to a developer and changes the status to In Progress. 6. When the change is completed, the project manager notifies the client contact and changes the status of the CR to Complete. 7. The client contact has a team member test the change and then signs off the change and notifies the project manager. 8. The project manager closes the CR and changes the status to Closed. 9. The project manager includes a report of all CRs that are not closed in the regular status report.

Defect Tracking
The procedure for defect tracking is manual. Any project resource can add a defect report (DR). The project manager logs the DR and assigns it to a resource. As the defect is corrected, the assigned resource notifies the project manager of any change in status. The resource checks the file in and out when correcting defects. Fabrikam, Inc. and Contoso,

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Ltd. will discuss any outstanding DRs at the end of a scope of work. The DR procedure is as follows: 1. Project personnel add a DR to the defect spreadsheet and submit it to the project manager. The project manager validates the defect and changes the state to Submitted. 2. The project manager includes a report of all the open defects in the regular status report. 3. The project manager assigns a resource to correct the DR, changes the state to Assigned, and adds an estimated start date and end date. 4. The assigned resource notifies the project manager when work starts on the defect. The project manager changes the state to In Progress. 5. When the defect is corrected and tested, the project manager notifies the client contact and the person who submitted the DR and changes the state to Complete. 6. A Fabrikam Inc. project resource tests the code or inspects the document to verify that the defect was corrected. Receiving news of a successful test or inspection, the project manager closes the DR and changes the state to Closed.

Issue Tracking
Anyone on the project team can raise an issue by contacting the project manager. The process is as follows: 1. The project manager and the client contact discuss the issue and decide whether the issue will be tracked. The project manager adds the issue to the issue spreadsheet with a state of Open. 2. The project manager works with Contoso, Ltd. and Fabrikam, Inc. resources to identify a course of action and responsible resources for the issue. The project manager adds the action items and other information to the issue spreadsheet and changes the state to In Progress. 3. The project manager includes the open issues in the regular status report. 4. When the assigned resources notify the project manager that the issue is resolved, the project manager changes the state to Closed.

Quality Plan
A documented test plan and test scripts, along with test cases and test data produced by Fabrikam, Inc., will ensure that the new application performs the functionality of the old application. To ensure that the new application satisfies the requirements, the project team will hold requirement and design reviews. To ensure that the new application is flexible, easy to follow, and adheres to standards, the Contoso, Ltd. team members and some client team members will participate in regular code reviews.

Test Plan
The test plan identifies the procedures for testing, the environment where testing will be performed, and who is responsible for testing. Testing is very important in this project

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because Contoso, Ltd. will document requirements by reverse-engineering the current application. Thorough testing, particularly by Fabrikam, Inc. resources, may identify hidden requirements. Test scripts for each function in the scope of work include the requirements being validated, test data, steps to follow, and the results of the test on the existing application. Fabrikam, Inc. will provide any test data if needed. Contoso, Ltd. will perform unit and integration testing for each function. Fabrikam, Inc. will perform system testing. This project will not use any automated testing tools. The testing procedure is as follows: 1. Contoso, Ltd. or Fabrikam, Inc. prepares a test script and test data for a function. Fabrikam, Inc. runs the test on the existing application and includes a copy of the resulting graphics and data. 2. The developer uses the test script for initial testing. The developer does not create defect reports. During unit and integration testing, the tester creates DRs for defects found. 3. Team members use the defect tracking process to handle all defects. 4. Upon successful unit testing, the developer checks the code back into the software repository and notifies the project manager that the defect is corrected. 5. A client team member tests the code within the development environment and notifies the project manager that the correction is validated or the defect is still present. 6. The correction is included in the next release. The project manager transmits the release to the client contact, along with a report of corrected defects. 7. A Fabrikam, Inc. resource installs the release. 8. Fabrikam, Inc. resources test the release.

Requirement and Design Reviews

For each requirements document and design document, Contoso, Ltd. holds a review. The project manager distributes the draft document to the project team. The project manager moderates the review session to resolve any omissions.

Code Reviews
Once a month, the project team holds a code review. One week before the review, the lead developer notifies the participants of the code under review. Each participant checks the code for adherence to standards, readability, and good coding practices, and notifies the lead developer of any critical issues. The lead developer moderates the code review.

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