ISO/IEC/IEEE 16326:2009

Systems and software engineering - Life cycle processes - Project management

ISO/IEC/IEEE 16326:2009 provides normative content specifications for project management plans covering software projects, and software-intensive system projects. It also provides detailed discussion and advice on applying a set of project processes that are common to both the software and system life cycle as covered by ISO/IEC 12207:2008 (IEEE Std 12207-2008) and ISO/IEC 15288:2008 (IEEE Std 15288-2008), respectively. The discussion and advice are intended to aid in the preparation of the normative content of project management plans. ISO/IEC/IEEE 16326:2009 is the result of the harmonization of ISO/IEC TR 16326:1999 and IEEE Std 1058-1998.

Ingénierie du logiciel — Processus de cycle de vie — Gestion de projet

General Information

• Status: Withdrawn
• Publication Date: 06-Dec-2009
• Withdrawal Date: 06-Dec-2009
• ICS: 35.080 - Software
• Technical Committee: ISO/IEC JTC 1/SC 7 - Software and systems engineering
• Drafting Committee: ISO/IEC JTC 1/SC 7/WG 7 - Life cycle management
• Current Stage: 9599 - Withdrawal of International Standard
• Start Date: 13-Dec-2019
• Completion Date: 30-Oct-2025

Relations

• Revised: ISO/IEC/IEEE 16326:2019 - Systems and software engineering - Life cycle processes - Project management
• Effective Date: 20-Jan-2018
• Revises: ISO/IEC TR 16326:1999 - Software engineering - Guide for the application of ISO/IEC 12207 to project management
• Effective Date: 15-Apr-2008

Standards Content (Sample)

INTERNATIONAL ISO/IEC/
STANDARD IEEE
First edition
2009-12-15
Systems and software engineering — Life
cycle processes — Project management
Ingénierie du logiciel — Processus de cycle de vie — Gestion de projet

Reference number
©
ISO/IEC 2009
©
IEEE 2009
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Contents Page
Foreword .v
Introduction.vi
1 Scope.1
1.1 Purpose .1
1.2 Field of application.1
1.3 Limitations .1
2 Conformance .2
2.1 Conformance to normative documentation content.2
2.2 Conformance to processes .2
2.3 Full conformance.2
3 Symbols and abbreviations.2
4 Application of this International Standard.3
5 Elements of the project management plan.4
5.1 Project overview (Clause 1 of the PMP).5
5.1.1 Project summary (Subclause 1.1 of the PMP) .5
5.1.2 Evolution of the plan (Subclause 1.2 of the PMP).6
5.2 References (Clause 2 of the PMP) .6
5.3 Definitions (Clause 3 of the PMP) .6
5.4 Project context (Clause 4 of the PMP).6
5.4.1 Process model (Clause 4.1 of the PMP).6
5.4.2 Process improvement plan (Clause 4.2 of the PMP) .7
5.4.3 Infrastructure plan (Clause 4.3 of the PMP).7
5.4.4 Methods, tools and techniques (Clause 4.4 of the PMP).7
5.4.5 Product acceptance plan (Clause 4.5 of the PMP).7
5.4.6 Project organization (Clause 4.6 of the PMP).7
5.5 Project planning (Clause 5 of the PMP) .8
5.5.1 Project initiation (Subclause 5.1 of the PMP) .8
5.5.2 Project work plans (Subclause 5.2 of the PMP) .9
5.6 Project assessment and control (Clause 6 of the PMP).10
5.6.1 Requirements management plan (Subclause 6.1 of the PMP).10
5.6.2 Scope change control plan (Subclause 6.2 of the PMP) .10
5.6.3 Schedule control plan (Subclause 6.3 of the PMP).10
5.6.4 Budget control plan (Subclause 6.4 of the PMP) .10
5.6.5 Quality assurance plan (Subclause 6.5 of the PMP).11
5.6.6 Subcontractor management plans (Subclause 6.6 of the PMP).11
5.6.7 Project closeout plan (Subclause 6.7 of the PMP).11
5.7 Product delivery (Clause 7 of the PMP) .11
5.8 Supporting process plans (Clause 8 of the PMP) .11
5.8.1 Project supervision and work environment (Subclause 8.1 of the PMP) .11
5.8.2 Decision management (Subclause 8.2 of the PMP) .12
5.8.3 Risk management (Subclause 8.3 of the PMP) .12
5.8.4 Configuration management (Subclause 8.4 of the PMP) .12
5.8.5 Information management (Subclause 8.5 of the PMP) .12
5.8.6 Quality assurance (Subclause 8.6 of the PMP) .13
5.8.7 Measurement (Subclause 8.7 of the PMP) .13
5.8.8 Reviews and audits (Subclause 8.8 of the PMP).13
5.8.9 Verification and validation (Subclause 8.9 of the PMP) .14
5.9 Additional plans (Clause 9 of the PMP).14
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5.10 End matter .14
6 Project processes.15
6.1 Project planning process.16
6.2 Project assessment and control process .20
6.3 Decision management process.23
6.4 Risk management process .25
6.5 Configuration management process .27
6.6 Information management process.29
6.7 Measurement process.31
Bibliography.32

List of Figures Page
Figure 1 – Format of a project management plan .4

© ISO/IEC 2009 — All rights reserved
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ISO/IEC FDIS 16326:2009 (E)
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19 February 2009
Foreword
ISO (the International Organization for Standardization) and IEC (the International Electrotechnical
Commission) form the specialized system for worldwide standardization. National bodies that are members of
ISO or IEC participate in the development of International Standards through technical committees established
by the respective organization to deal with particular fields of technical activity. ISO and IEC technical
committees collaborate in fields of mutual interest. Other international organizations, governmental and non-
governmental, in liaison with ISO and IEC, also take part in the work. In the field of information technology, ISO
and IEC have established a joint technical committee, ISO/IEC JTC 1.
IEEE Standards documents are developed within the IEEE Societies and the Standards Coordinating
Committees of the IEEE Standards Association (IEEE-SA) Standards Board. The IEEE develops its standards
through a consensus development process, approved by the American National Standards Institute, which
brings together volunteers representing varied viewpoints and interests to achieve the final product. Volunteers
are not necessarily members of the Institute and serve without compensation. While the IEEE administers the
process and establishes rules to promote fairness in the consensus development process, the IEEE does not
independently evaluate, test, or verify the accuracy of any of the information contained in its standards.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of ISO/IEC JTC 1 is to prepare International Standards. Draft International Standards adopted
by the joint technical committee are circulated to national bodies for voting. Publication as an International
Standard requires approval by at least 75 % of the national bodies casting a vote.
Attention is called to the possibility that implementation of this standard may require the use of subject matter
covered by patent rights. By publication of this standard, no position is taken with respect to the existence or
validity of any patent rights in connection therewith. ISO/IEEE is not responsible for identifying essential
patents or patent claims for which a license may be required, for conducting inquiries into the legal validity or
scope of patents or patent claims or determining whether any licensing terms or conditions provided in
connection with submission of a Letter of Assurance or a Patent Statement and Licensing Declaration Form, if
any, or in any licensing agreements are reasonable or non-discriminatory. Users of this standard are expressly
advised that determination of the validity of any patent rights, and the risk of infringement of such rights, is
entirely their own responsibility. Further information may be obtained from ISO or the IEEE Standards
Association.
ISO/IEC/IEEE 16326 was prepared by Joint Technical Committee ISO/IEC JTC 1, Information technology,
Subcommittee SC 7, Software and systems engineering, in cooperation with the Software and Systems
Engineering Standards Committee of the IEEE, under the Partner Standards Development Organization
cooperation agreement between ISO and IEEE.
This first edition of ISO/IEC/IEEE 16326 cancels and replaces ISO/IEC TR 16326, which has been technically
revised and merged with content from IEEE Std 1058-1998.
© ISO/IEC 2009 — All rights reserved
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ISO/IEC FDIS 16326:2009 (E)
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19 February 2009
Introduction
This International Standard provides normative content specifications for project management plans
covering software projects, and software-intensive system projects.
This International Standard also provides detailed discussion and advice on applying a set of project
processes that are common to both the software and system life cycle as covered by ISO/IEC
12207:2008 (IEEE Std 12207-2008), Systems and software engineering – Software life cycle processes
[15], and ISO/IEC 15288:2008 (IEEE Std 15288-2008), Systems and software engineering – System life
cycle processes [16], respectively. The discussion and advice are intended to aid in the preparation of
the normative content of project management plans.
This International Standard is the result of the harmonization of ISO/IEC TR 16326:1999 and IEEE Std
1058-1998.
© ISO/IEC 2009 — All rights reserved
vi © IEEE 2009 – All rights reserved

FINAL DRAFT INTERNATIONAL STANDARD ISO/IEC FDIS 16326:2009 (E)
INTERNATIONAL STANDARD ISO/IEC/IEEE 16326:2009(E)
IEEE P16326/CD2/FDIS
Systems and software engineering — Life cycle processes —
Project management
1 Scope
1.1 Purpose
This International Standard is intended to aid project managers in managing to successful conclusion those
projects concerned with software-intensive systems and software products.
This International Standard specifies the required content of the project management plan (PMP). This
International Standard also quotes the extracted purpose and outcome statements from the project processes
of ISO/IEC 12207:2008 (IEEE Std 12207-2008) and ISO/IEC 15288:2008 (IEEE Std 15288-2008), and adds
detailed guidance for managing projects that use these processes for software products and software-
intensive systems.
1.2 Field of application
This International Standard is written for those who use or plan to use ISO/IEC 15288:2008 (IEEE Std 15288-
2008) and ISO/IEC 12207:2008 (IEEE Std 12207-2008) on projects dealing with software-intensive systems
and software products, regardless of project scope, product, methodology, size or complexity. The field of
application of this International Standard spans the whole software or system life cycle, and addresses
everybody who plays a role in project management – project managers and others, specifically:
 those responsible for establishing and continuously improving ISO/IEC 12207:2008 (IEEE Std 12207-
2008) software life cycle processes and ISO/IEC 15288:2008 (IEEE Std 15288-2008) system life cycle
processes;
 those responsible for executing any ISO/IEC 12207:2008 (IEEE Std 12207-2008) software life cycle
process or ISO/IEC 15288:2008 (IEEE Std 15288-2008) system life cycle process at a project level;
 organizations or individuals subcontracting a project management effort.
In many organizations, the various responsibilities of project management are assigned to more than one
person. Where the term "project manager" is used in this International Standard, the guidance, advice or
normative requirement applies to the applicable role within the organization.
This International Standard is intended to provide guidance for two-party situations and may be equally
applied where the two parties are from the same organization. This International Standard can also be used
by a single party as self-imposed tasks.
This International Standard can also serve as guidance in multi-party situations, where high risks are inherent
in the supply and integration of complex software-based systems, and procurement can involve several
vendors, organizations or contracting parties.
1.3 Limitations
The normative content specifications for project management plans and the guidance for management of the
project processes are limited to projects dealing with software-intensive systems and software products.
© ISO/IEC 2009 — All rights reserved
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2 Conformance
This International Standard provides normative definition of the content of the project management plan
(PMP), and provides guidance for the execution of the project processes of ISO/IEC 15288:2008 (IEEE Std
15288-2008) and ISO/IEC 12207:2008 (IEEE Std 12207-2008). Users of this International Standard can claim
conformance to the normative documentation content, to the process provisions, or both.
2.1 Conformance to normative documentation content
A claim of conformance to the documentation provisions of this International Standard means that the user
demonstrates that the content of a PMP conforms to the content requirements specified in clause 5 of this
International Standard.
2.2 Conformance to processes
A claim of conformance to the process provisions of this International Standard is equivalent to claiming
conformance to the project processes from ISO/IEC 15288:2008 (IEEE Std 15288-2008) and ISO/IEC
12207:2008 (IEEE Std 12207-2008) cited in clause 6 of this International Standard.
2.3 Full conformance
A claim of full conformance to this International Standard is equivalent to claiming conformance to the PMP
content requirements cited in clause 5 and the project processes of ISO/IEC 15288:2008 (IEEE Std 15288-
2008) and ISO/IEC 12207:2008 (IEEE Std 12207-2008) cited in clause 6 of this International Standard.
3 Symbols and abbreviations
The following symbols and abbreviations are used in this International Standard:
ANSI American National Standards Institute
CCB Configuration/Change Control Board
CDRL Contract Data Requirements List
GATES Stage-Gate methodology
IBM International Business Machines
ICWG Interface Control Working Group
IEC International Electrotechnical Commission
IEEE Institute of Electrical and Electronics Engineers
ISO International Organization for Standardization
OGC Office of Government Commerce (UK)
PERT Program Evaluation Review Technique
PM Project Management (or Project Manager)
PMBOK® Project Management Body of Knowledge
© ISO/IEC 2009 — All rights reserved
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PMI Project Management Institute
PMP Project Management Plan
PPL Product Parts List
PRINCE2 Projects In Controlled Environments (version 2)
RUP Rational Unified Process® (registered trademark of IBM)
SDP Software Development Plan
SE Software Engineering
SEE Software Engineering Environment
SEMP Systems Engineering Management Plan
SWEBOK Software Engineering Body of Knowledge
UK United Kingdom
USA United States of America
WBS Work Breakdown Structure
4 Application of this International Standard
This International Standard specifies the required content of a Project Management Plan (PMP) such that the
overall content of the plan, when executed successfully, fulfils the purposes and desired outcomes which are
specified by the project processes of ISO/IEC 15288:2008 (IEEE Std 15288-2008) and ISO/IEC 12207:2008
(IEEE Std 12207-2008).
The project processes of ISO/IEC 15288:2008 (IEEE Std 15288-2008) and of ISO/IEC 12207:2008 (IEEE Std
12207-2008) contain the generic activities and tasks, which may be employed by any party that has to manage
a project dealing with software-intensive systems or software products. This International Standard provides
additional detailed guidance in clause 5 to assist managers of these projects as they produce the PMP for a
specific project.
ANSI/PMI 99-001-2004, A Guide to the Project Management Body of Knowledge [1] provides important
information about managing projects, and ISO 10006:2003, Quality management systems - Guidelines for
quality management in projects [2] provides guidance on the application of quality management in projects.
Managers of projects dealing with software products or software-intensive systems may find the contents of
the PMBOK® Guide [1] and ISO 10006:2003 [2] helpful, along with the guidance in this International
Standard, in managing their projects to a successful conclusion.
Project managers should also apply the guidance in this International Standard in an iterative manner to
consider any systemic impact when undertaking an action, e.g., an action, or failure to act, in one area can
affect other areas.
PMBOK® is a registered trademark of the Project Management Institute, Incorporated. This information is given for
the convenience of users of this standard and does not constitute an endorsement by ISO/IEC or the IEEE of
these products. Equivalent products may be used if they can be shown to lead to the same results.
© ISO/IEC 2009 — All rights reserved
© IEEE 2009 – All rights reserved 3

5 Elements of the project management plan
This clause specifies each of the elements of a PMP, as shown in Figure 1.
Title page ……………………………………………………………………………………………….
Signature page ……………………………………………………………….…………………….….
Change history ………………………………………………………………………….
Preface ………………………………………………………………………………………………….
Table of contents ………………………………………………………………………………….…….
List of figures …………………………………………………………………………………………….
List of tables …………………………………………………………………….……………….
1. Project overview
Project summary
Purpose, scope and objectives …….……………………………….…….
Assumptions and constraints ………….……………………………….….
Project deliverables …………………………….…………….
Schedule and budget summary …………….…………….
Evolution of the plan ……………………………………………………………….…….
2. References ……………………………………………………………………….
3. Definitions ………………………………………………………………………………….…….
4. Project context …………….…………………………………………………….
Process model ………………………………………………………………………….
Process improvement plan ……………………………………………………….…….
Infrastructure plan ……………………………………………………………….……….
Methods, tools and techniques ……………………………………………………….
Product acceptance plan ………………………………………………………….…….
Project organization …………………………………………………………………….
External interfaces ……………………………….………………………….
Internal interfaces ………………………………………….………….…….
Authorities and responsibilities…………………………….
5. Project planning.………………….……………………………………………………………….
………………….………………………………………………………………………………………….
Project initiation …………………………………………………………….…………….
Estimation plan ……………………………………………….
Staffing plan ……………………………………………………………….….
Resource acquisition plan ……………………………………………….….
Project staff training plan ……………………………………………….…….
Project work plans ………………………….………………………………………….
Work activities ……………………………………………………………….
Schedule allocation ……………………………………………………….….
Resource allocation ……………………………………………………….….
Budget allocation ………………………………………………………….….
Procurement plan ……………….…………………………………………….
6. Project assessment and control …………………………………….………………………….
Requirements management plan ……………………………………………….…….
Scope change control plan …………………………………………………………….
Schedule control plan ………………………………………….……………….…….
Budget control plan …………………………………………….………………….….
Quality assurance plan …………………………………………………………….….
Subcontractor management plan …………………………………………….……….
Project closeout plan …………………………………………………………………….
7. Product delivery………………….……………………………………………………………….
…………………………………………………………………………………………………………….
8. Supporting process plans ……………………………………………………………….…….
Project supervision and work environment ………………………………………….
Decision management…………………………….………………………….……….
Risk management ……………………………….……………………………………….
Configuration management ………………….………………………………………….
Information management ……………………………………………………………….
Documentation ……………………….…………….……………………….
Communication and publicity ……………………………………………….
Quality assurance ………………………….…………………………………………….
Measurement …………………………………………………………………………….
Reviews and audits ……………….…………………………………….…………….
Verification and validation …………………………………………….……………….
9. Additional plans ……………………………………………………………………….
Annexes ………………………………………………………………………………………………….
Index …………………………………………………………………………………………………….
Figure 1 – Format of a project management plan
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ISO/IEC FDIS 16326:2009 (E)
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The PMP shall contain all the items in Figure 1, ordered as shown in Figure 1. The order of the items is
intended for ease of reading, for standardization of presentation, and use, and not as a guide to the order of
preparation of the various elements of the PMP. The various clauses and subclauses of the PMP may be
included by direct incorporation or by reference to other plans and documents.
Detailed descriptions of each clause and subclause in a PMP are presented in 6.1 through 6.8 of this standard.
Additional plans are often required to satisfy product requirements and contractual terms. Additional plans are
specified in 6.9.
Project managers should produce the contents of the plans specified below such that they fulfil the purpose
and desired outcomes which are specified by ISO/IEC 12207:2008 (IEEE Std 12207-2008) and ISO/IEC
15288:2008 (IEEE Std 15288-2008), and which are cited in Clause 5 of this International Standard. Since the
application and use of software products and services must by necessity be done in the larger context of
systems in which they reside, project managers should, when producing these plans, strive when possible to
harmonize the desired project outcomes cited for both ISO/IEC 12207:2008 (IEEE Std 12207-2008) and
ISO/IEC 15288:2008 (IEEE Std 15288-2008).
The PMP shall be a living document that is continuously updated throughout the life of the project. A change
history log shall be used to document PMP changes.
Each version of a PMP based on this standard shall contain front matter which includes:
 a title page, which shall contain the project name, the date of issue, a unique identifier (draft number,
baseline version number), and identification of the issuing organization.
, which shall contain the signature(s) of the person(s) responsible for reviewing and
 a signature page
approving the PMP.
 a change history, which shall include the project name, revision status of the plan, date of release, a
list of pages that have been changed in the current revision of the plan, a brief statement describing
the nature of changes incorporated into this revision of the plan, and a list of all previous revisions of
the plan which includes an identification of each revision and its release date.
 a preface, which shall describe the scope and context of the PMP and identify the intended audience
for the PMP.
 a table of contents.
 a list of figures that appear in the PMP.
 a list of tables that appear in the PMP.
5.1 Project overview (Clause 1 of the PMP)
5.1.1 Project summary (Subclause 1.1 of the PMP)
5.1.1.1 Purpose, scope and objectives (Subclause 1.1.1 of the PMP)
This subclause of the PMP shall state the purpose, scope, and objectives of the project and the products to be
delivered. The statement of scope shall be consistent with similar statements in the project agreement and
other relevant system-level or business-level documents.
This subclause of the PMP shall also provide a brief statement of the business or system needs to be satisfied
by the project, with a concise summary of the project objectives, the products to be delivered to satisfy those
objectives, and the methods by which satisfaction will be determined. The project statement of purpose shall
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describe the relationship of this project to other projects, and, as appropriate, how this project will be integrated
with other projects or ongoing work processes.
A reference to the official statement of product requirements shall be provided in this subclause of the PMP.
5.1.1.2 Assumptions and constraints (Subclause 1.1.2 of the PMP)
This subclause of the PMP shall describe the assumptions on which the project is based and imposed
constraints on project factors such as the scope, schedule, budget, resources, software to be reused, acquirer
software to be incorporated, technology to be employed, project enabling facilities, product interfaces to other
products, expected product user's environment and required integrity level. This subclause should also
describe any considerations of scope or objectives to be excluded from the project or the resulting product.
5.1.1.3 Project deliverables (Subclause 1.1.3 of the PMP)
This subclause of the PMP shall list the work products that will be delivered to the acquirer, the delivery dates,
delivery locations, and quantities required to satisfy the terms of the project agreement. In addition, this
subclause shall specify the delivery media and any special instructions for packaging and handling. The list of
project deliverables may be incorporated into the PMP directly or by reference to an external document such
as a contract data requirements list (CDRL) or a product parts list (PPL). This subclause shall also include any
work products that are deliverables internal to the project team, such as results from one project phase that
are used by a subsequent phase, or organizational process metric data.
5.1.1.4 Schedule and budget summary (Subclause 1.1.4 of the PMP)
This subclause of the PMP shall provide a summary of the schedule and budget for the project. The level of
detail should be restricted to an itemization of the major work activities and supporting processes as, for
example, those depicted by the top level of the work breakdown structure. This subclause shall also include
payment details and schedules.
5.1.2 Evolution of the plan (Subclause 1.2 of the PMP)
This subclause of the PMP shall specify the plans for producing both scheduled and unscheduled updates to
the PMP. Methods of disseminating the updates shall be specified. This subclause shall also specify the
mechanisms used to place the initial version of the PMP under configuration management and to control
subsequent changes to the PMP.
5.2 References (Clause 2 of the PMP)
This clause of the PMP shall provide a complete list of all documents and other sources of information
referenced in the PMP. Each document should be identified by title, report number, date, author, path/name for
electronic access, and publishing organization. Other sources of information, such as electronic files, shall be
identified using unique identifiers such as date and version number. Any deviations from referenced standards
or policies shall be identified and justifications shall be provided.
5.3 Definitions (Clause 3 of the PMP)
This clause of the PMP shall define, or provide references to documents containing the definition of, all terms
and acronyms required to properly understand the PMP.
5.4 Project context (Clause 4 of the PMP)
5.4.1 Process model (Clause 4.1 of the PMP)
This subclause of the PMP shall either reference the life cycle model management process or specify the
relationships among major project work activities and supporting processes by specifying the flow of
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information and work products among activities and functions, the timing of work products to be generated,
reviews to be conducted, major milestones to be achieved, baselines to be established, project deliverables to
be completed, and required approvals that span the duration of the project.  In addition, the technical
standards, policies, and procedures governing development and/or modification of the work products shall be
specified. The process model for the project shall include project initiation and project termination activities. To
describe the process model, a combination of graphical and textual notations may be used. Any tailoring of an
organization’s standard process model for a project shall be indicated in this subclause.
5.4.2 Process improvement plan (Clause 4.2 of the PMP)
This subclause of the PMP shall either reference the life cycle model management process or include plans
for periodically assessing the project, determining areas for improvement, and implementing improvement
plans. The process improvement plan should be closely related to the problem resolution plan; for example,
root cause analysis of recurring problems may lead to simple process improvements that can significantly
reduce rework during the remainder of the project. Implementation of improvement plans should be examined
to identify those processes that can be improved without serious disruptions to an ongoing project and to
identify those processes that can best be improved by process improvement initiatives at the organizational
level.
5.4.3 Infrastructure plan (Clause 4.3 of the PMP)
This subclause of the PMP shall specify the plan for establishing and maintaining the development
environment (hardware, operating system, network, and software), and the policies, procedures, standards,
and facilities required to conduct the project. These resources may include workstations, local area networks,
software tools for analysis, design, implementation, testing, and project management, desks, office space, and
provisions for physical security, administrative personnel, and janitorial services.
5.4.4 Methods, tools and techniques (Clause 4.4 of the PMP)
This subclause of the PMP shall either reference the life cycle model management process or specify the
development methodologies, programming languages and other notations, and the tools and techniques to be
used to specify, design, build, test, integrate, document, deliver, modify and maintain the project deliverable
and nondeliverable work products.
5.4.5 Product acceptance plan (Clause 4.5 of the PMP)
This subclause of the PMP shall specify the plan for acquirer acceptance of the deliverable work products
generated by the project. Objective criteria for determining acceptability of the deliverable work products shall
be specified in this plan and a formal agreement of the acceptance criteria shall be signed by representatives
of the development organization and the acquiring organization. Any technical processes, methods, or tools
required for product acceptance shall be specified in the product acceptance plan. Methods such as testing,
demonstration, analysis and inspection should be specified in this plan.
5.4.6 Project organization (Clause 4.6 of the PMP)
This clause of the PMP shall identify interfaces to organizational entities external to the project, describe the
project’s internal organizational structure, and specify roles and responsibilities for the project.
5.4.6.1 External interfaces (Subclause 4.6.1 of the PMP)
This subclause of the PMP shall describe the organizational boundaries between the project and external
entities. This should include, but is not limited to, the following: the parent organization, the acquiring
organization, subcontracted organizations, and other organizational entities that interact with the project.
Representations such as organizational charts and diagrams may be used to depict the project’s external
interfaces.
© ISO/IEC 2009 — All rights reserved
© IEEE 2009 – All rights reserved 7

ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
5.4.6.2 Internal interfaces (Subclause 4.6.2 of the PMP)
This subclause of the PMP shall describe the internal structure of the project organization to include the
interfaces among the units of the software development team. In addition, the organizational interfaces
between the project and organizational entities that provide supporting processes, such as configuration
management, quality assurance, and verification and validation, shall be specified in this subclause. Graphical
devices such as organizational charts or diagrams should be used to depict the lines of authority, responsibility,
and communication within the project.
5.4.6.3 Authorities and responsibilities (Subclause 4.6.3 of the PMP)
This subclause of the PMP shall identify and state the nature of each major work activity and supporting
process and identify the organizational units that are responsible for those processes and activities. A matrix of
work activities and supporting processes vs. organizational units may be used to depict project authorities and
responsibilities.
5.5 Project planning (Clause 5 of the PMP)
This clause of the PMP shall specify the project management processes for the project. This clause shall be
consistent with the statement of project scope and shall include the project initiation plans, project work plans,
project acquisition and supply plans, project assessment and control plans, and project closeout plan.
5.5.1 Project initiation (Subclause 5.1 of the PMP)
This subclause of the PMP shall specify the details for estimating project scope, the required staffing, the plan
for acquiring the resources to support the project staff, and the plan for project staff training. Depending on the
size and scope of the project, these plans may be incorporated directly or by reference to other plans.
5.5.1.1 Estimation plan (Subclause 5.1.1 of the PMP)
This subclause of the PMP shall specify the cost and schedule for conducting the project as well as methods,
tools, and techniques used to estimate project cost, schedule, resource requirements, and associated
confidence levels. In addition, the basis of estimation shall be specified. This subclause shall also specify the
methods, tools, and techniques that will be used to periodically re-estimate the cost, schedule, and resources
needed to complete the project. Re-estimation may be done on a monthly basis and periodically as necessary.
Re-estimation may also be required in a stepwise manner at major project phase points such as customer
reviews.
5.5.1.2 Staffing plan (Subclause 5.1.2 of the PMP)
This subclause of the PMP shall specify the number of staff required by skill level, the project phases in which
the numbers of personnel and types of skills are needed, and the duration of need. This subclause shall also
specify the sources of staff personnel; for example by internal transfer, new hire, or contracted. If personnel
from other companies or from the customer are to be hosted along with the project team, this subclause shall
also address the details of how the hosting will be accomplished. Resource Gantt charts, resource histograms,
spreadsheets, and tables may be used to depict the staffing plan by skill level, by project phase, and by
aggregations of skill levels and project phases.
5.5.1.3 Resource acquisition plan (Subclause 5.1.3 of the PMP)
This subclause of the PMP shall specify the plan for acquiring and releasing the resources in addition to
personnel needed to successfully complete the project. The resource acquisition plan should include a
description of the resource acquisition and release process, including assignment of responsibility for all
aspects of resource acquisition. The plan should include, but not be limited to, acquisition and release plans
for equipment, computer hardware and software, training, service contracts, transportation, facilities, and
administrative and janitorial services. The plan should specify the points in the project schedule when the
various acquisition and release activities will be required. Constraints on acquiring the necessary resources
© ISO/IEC 2009 — All rights reserved
8 © IEEE 2009 – All rights reserved

ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
shall be specified. This subclause may be expanded into additional subclauses of the form 5.1.3.x to
accommodate acquisition plans for various types of resources to be acquired.
5.5.1.4 Project staff training plan (Subclause 5.1.4 of the PMP)
This subclause of the PMP shall specify the training needed to ensure that necessary skill levels in sufficient
numbers are available to successfully conduct the project. The training schedule shall include the types of
training to be provided, numbers of personnel to be trained, entry and exit criteria for training, and the training
method; for example, lectures, consultations, mentoring, or computer-assisted training. The training plan
should include training as needed in both technical and managerial skills. If personnel from other companies
or from the customer are to be hosted as part of the project team, this subclause shall specify the training to be
provided for them.
5.5.2 Project work plans (Subclause 5.2 of the PMP)
This clause of the PMP shall specify the work activities, schedule, resources, budget and procurement details
for the project.
5.5.2.1 Work activities (Subclause 5.2.1 of the PMP)
This subclause of the PMP shall specify the various work activities to be performed in the project. A work
breakdown structure should be used to depict the work activities and the relationships among work activities.
Work activities shall be decomposed to a level that exposes all project risk factors and allows accurate
estimate of resource requirements and schedule duration for each work activity. Work packages should be
used to specify, for
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