NOAA

National Environmental Satellite, Data, and Information Service (NESDIS)

![](media/image1.png){width="1.988888888888889in"
height="1.9902777777777778in"}

**Comprehensive Large Array-data Stewardship System (CLASS)**

**Quality Management Plan**

**CLASS-1006-CLS-PLN-QM**

**February 1, 2005**

# Document History {#document-history .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

Quality Management Plan Document History

  ------------- ---------------- ---------------------------------------------
  **Version**   **Date           **Description of Change**
                Completed**      

  1.0           07/19/02         Initial Release

  1.1           08/19/02         Modifications made from internal review.

  1.2           08/29/02         Modifications made from internal review.

  1.3           10/04/02         Modifications made from CPMT review.

  1.4           11/26/02         Added completed Table B

  2.0           09/05/03         Updated for yearly review and process
                                 improvement.

  2.1           09/12/03         Updated to correct comments from CSC RES QM
                                 and projects reviews.

  2.2           09/16/03         Updated version number to match management
                                 approval of document.

  2.3           09/29/03         Updated document per associated comments by
                                 Richard Reynolds on the MPMP and OSDPD AP
                                 documents. Updated NESDIS CIO to NESDIS OSD
                                 PM.

  2.4           10/27/03         Updated based on SEPG comments and CSC QM
                                 reorganization.

  2.5           01/17/05         Yearly update, add intergroup activities,
                                 update measurements information, lessons
                                 learned.

  3.0           02/01/05         Approved by CPMT; minor format changes added

                                 
  ------------- ---------------- ---------------------------------------------

# Review and Approval {#review-and-approval .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

Quality Management Plan Review History

  -------------------- ----------------------- ---------------------------
  **Reviewer**         **Version Reviewed**    **Date**

  CSC QMO              2.5                     02/01/05

  CLASS SEPG           2.5                     01/24/05

  CPMT                 2.5                     02/01/05

                                               
  -------------------- ----------------------- ---------------------------

# Contents {#contents .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

[**Document History ii**](#document-history)

[Review and Approval iii](#review-and-approval)

[Contents iv](#contents)

[List of Figures and Tables vii](#list-of-figures-and-tables)

[Section 1 - Introduction 1](#section-1---introduction)

[1.1 Purpose 1](#purpose)

[1.2 Scope 1](#scope)

[1.3 Document Organization 1](#document-organization)

[1.4 References and Related Documents
2](#references-and-related-documents)

[1.5 Document Maintenance 3](#document-maintenance)

[Section 2 - Quality Management Responsibilities
4](#section-2---quality-management-responsibilities)

[2.1 Quality Objectives 4](#quality-objectives)

[2.2 Quality Management Organization
4](#quality-management-organization)

[2.3 Quality Management Office Functions and Responsibilities
5](#quality-management-office-functions-and-responsibilities)

[2.4 Quality Management Responsibilities of Others
6](#quality-management-responsibilities-of-others)

[2.4.1 CLASS Project Management Team (CPMT)
7](#class-project-management-team-cpmt)

[2.4.2 Technical Area Leads 7](#technical-area-leads)

[2.4.3 Lead Integrator 7](#lead-integrator)

[2.4.4 Software Engineering Process Group (SEPG)
7](#software-engineering-process-group-sepg)

[2.4.5 Project Technical Staff 7](#project-technical-staff)

[2.4.6 CSC Federal Sector Group Quality Responsibilities
8](#csc-federal-sector-group-quality-responsibilities)

[Section 3 - Quality Management Approach
9](#section-3---quality-management-approach)

[3.1 Key Quality Management Concepts
9](#key-quality-management-concepts)

[3.2 Overview of Quality Management Methods and Activities
9](#overview-of-quality-management-methods-and-activities)

[3.3 Life Cycle Activities 10](#life-cycle-activities)

[3.4 Process Assurance Cycle 10](#process-assurance-cycle)

[3.5 Evaluation Criteria and Standards
12](#evaluation-criteria-and-standards)

[3.6 Standards and Procedures (S&Ps) 13](#standards-and-procedures-sps)

[3.7 Product Reviews 13](#product-reviews)

[3.7.1 Peer Reviews 13](#peer-reviews)

[3.7.2 QMO Deliverable Reviews 14](#qmo-deliverable-reviews)

[3.8 Process Audits 14](#process-audits)

[3.9 Training 15](#training)

[Section 4 - CLASS Quality Records and Reports
17](#section-4---class-quality-records-and-reports)

[4.1 Project File Records 17](#project-file-records)

[4.2 Monthly Status Reports 17](#monthly-status-reports)

[4.3 Audit Reports 17](#audit-reports)

[4.3.1 General Audit Reports 17](#general-audit-reports)

[4.3.2 PAC Reports 18](#pac-reports)

[4.4 Non-Conformance Reporting and Corrective Action
18](#non-conformance-reporting-and-corrective-action)

[4.5 Quality Measurement 19](#quality-measurement)

[4.5.1 Software Quality Goals 19](#software-quality-goals)

[4.5.2 Measurement and Analysis 19](#measurement-and-analysis)

[Appendix A - QM Schedule and Metrics
21](#appendix-a---qm-schedule-and-metrics)

[Appendix B -- Distribution of Quality Responsibilities
22](#appendix-b-distribution-of-quality-responsibilities)

[Appendix C -- Glossary 27](#appendix-c-glossary)

[Appendix D - Acronyms 29](#appendix-d---acronyms)

# List of Figures and Tables  {#list-of-figures-and-tables .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

Figures

Figure 2-1. Quality Management Relationships
[5](#__RefHeading___Toc95038929)

Tables

Table 3-1. Quality Activity Schedule Form
[10](#__RefHeading___Toc95038930)

Table 4-1. Quality Metrics [20](#__RefHeading___Toc95038931)

Table A-1. Quality Management Schedule of Activities
[21](#__RefHeading___Toc95038932)

Table B-1. Distribution of Quality Responsibilities
[23](#__RefHeading___Toc95038933)

# Section 1 - Introduction {#section-1---introduction .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

## 1.1 Purpose {#purpose .unnumbered}

The purpose of this Quality Management Plan (QMP) is to establish the
goals, processes, and responsibilities required to implement effective
quality management functions for the NOAA/NESDIS Comprehensive Large
Array-data Stewardship System (CLASS) project. Quality Management (QM)
identifies both the underlying concepts on which the plan is based and
the specific activities conducted to ensure:

-   The business solution activities, such as functional requirements,
    technical constraints, system development, and maintenance
    activities, are accomplished in accordance with the approved
    methodology, supporting standards and procedures, and

-   The products and services produced conform to applicable CLASS
    project requirements.

## 1.2 Scope {#scope .unnumbered}

This QM Plan applies to all system development and maintenance efforts,
including those tasks performed by subcontractors, and covers all
applicable life cycle phases.

This plan is intended for use by all CLASS personnel to understand and
perform the quality activities applicable to their responsibilities.
Quality management requires the project to identify quality activities
for its currently planned work phase and related releases.

. CLASS project management and the QMO is accountable for quality and
the responsibilities and actions that determine and implement policies.
Quality management includes obtaining the commitment of the
organization, marshaling resources, and ensuring quality objectives and
processes are used and supported effectively.

Quality management for the project is planned along with other project
tasks and initiatives. Implementation of and compliance with the QMP is
the shared responsibility of all project personnel. Both project
management and technical staff are thus integrated with and committed to
the success of overall Quality Management.

## 1.3 Document Organization {#document-organization .unnumbered}

This project quality management planning document is organized as
follows:

-   Section 1, Introduction, outlines the purpose and scope of quality
    activities and responsibilities, as well as the purpose, scope,
    organization, and relationship of this document to other pertinent
    documents.

-   Section 2, Quality Management Responsibilities, explains the
    responsibilities for quality management on the CLASS Project.

-   Section 3, Quality Management Approach, defines the QM approach to
    assure compliance with the key concepts of CLASS QM.

-   Section 4, Quality Management Records and Reports, describes the
    records and reports prepared and maintained by the Quality Function.

-   Appendix A, QM Schedule and Metrics, outlines the proposed QM
    schedule and metrics report template.

-   Appendix B, Distribution of Quality Responsibilities, reflects the
    distribution of quality effort between the QMO and CLASS project
    personnel.

-   Appendix C contains a glossary of definitions.

-   Appendix D contains acronyms used in this document.

## 1.4 References and Related Documents {#references-and-related-documents .unnumbered}

The CLASS Master Project Management Plan (MPMP) is the primary document
describing the management processes and strategies for the overall CLASS
Project. The MPMP directs the overall project planning function and
defines the organization, resources, and methodology for meeting
customer requirements.

The CLASS QMP supplements the MPMP and documents the quality management
function. The management approach, policies, and procedures described in
this plan are derived from CLASS process baseline documents and CSC
Federal Sector policies and procedures. The QMP was developed in
accordance with the following documents and resources of which the CLASS
QMO follows:

-   Master Project Management Plan (MPMP), CLASS-1028-CLS-PLN-MPMP

-   CSDPC Activity Plan (AP), CLASS-1003-CLS-PLN-CSDPC

-   TMC Activity Plan (AP), CLASS-1073-CLS-PLN-TMCAP

-   Configuration Management Plan (CMP), CLASS-1001-CLS-PLN-CM

-   Software Development Guide (SDG), CLASS-1002-CLS-PRO-Guide

-   Software Development Measurement Plan (SDMP), CLASS-1054-CLAS-PLN-MA

-   CSC FED Civil Group Quality Assurance Policy, SP 611, Revision 01,
    July 2000

-   Computer Sciences Corporation (CSC) Catalyst, Quality Management,
    R4.0, Version 1.0.2, 2003

The QMP refers to the following supporting documents:

-   Process Assurance Cycle procedure, CLASS-1021-CLS-PRO-QM

-   QMO Process Audits, CLASS-1023-CLS-PRO-QM

-   QMO Product Reviews, CLASS-1019-CLS-PRO-QM

-   Waiver Requests, CLASS-1020-CLS-PRO-QM

-   Corrective and Preventive Actions, CLASS-1022-CLS-PRO-QM

-   Peer Reviews procedure, CLASS-1018-CLS-PRO-QM

-   Configuration Audits procedure, CLASS-1025-CLS-PRO-CM

-   Operational Readiness Review procedure, CLASS-1049-CLS-PRO-SIT

## 1.5 Document Maintenance {#document-maintenance .unnumbered}

The QMP has been reviewed and approved through independent review by the
CSC Federal Sector (FED) Civil Group (CIV) Quality Director, by the
CLASS Project Management Team (CPMT), and is under baseline control.
During the course of the CLASS project, the QM organization will
continually make improvements to its internal processes to ensure
accuracy, then review and update this document on a yearly cycle to
reflect process improvements. In this way, the QM organization remains
efficient and responsive to the customer and project quality needs and
requirements. Any changes to this QMP will be submitted to the QM
manager and then to the CLASS Project Management Team (CPMT) for
authorization and approval.

# Section 2 - Quality Management Responsibilities {#section-2---quality-management-responsibilities .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

This section identifies the QM responsibilities and relationships at all
levels of the CLASS project, and describes the quality responsibilities
of the QMO, CLASS project management, and technical personnel.

## 2.1 Quality Objectives {#quality-objectives .unnumbered}

The CLASS quality objectives support CLASS goals and objectives, and
establish the framework for planning and performing quality management
activities reflected in project plans. The CLASS quality objectives are
to:

-   Deliver products and services that meet customer needs and business
    objectives

-   Deliver products that are compliant with applicable contract and
    project requirements

-   Empower CLASS personnel to take responsibility for the quality of
    their products and services

-   Prevent and resolve problems by implementing effective work
    processes

-   Promote continuous improvement in work processes to improve quality,
    timeliness, and cost-effectiveness

-   Improve the effectiveness of CLASS processes and their supporting
    tools, techniques, standards, and procedures

All CLASS personnel are responsible for supporting the objectives while
performing assigned duties. The CLASS Quality Management Office (QMO) is
responsible for monitoring CLASS performance against the objectives and
for supporting personnel in meeting the objectives.

## 2.2 Quality Management Organization {#quality-management-organization .unnumbered}

The QMO is independent of the CLASS project management organization. The
basic tenet for Quality Management is to make all employees responsible
for the quality of their work. As implemented on the CLASS project, this
means quality management is the responsibility not only of management,
but also of all project personnel who perform work for, and provide
services and products to NOAA.

The Quality Management Office (QMO) is responsible for monitoring the
implementation of quality management throughout the project and
supporting all levels of project management. The QMO reviews formal
project deliverables and monitors project activities for compliance with
CLASS policies, and with methods, processes and associated standards and
procedures. The QM Manager coordinates ongoing support activities with
CLASS management, but reports administratively to the Computer Sciences
Corporation (CSC) Federal Sector (FED) Civil Group (CIV) Quality
Director. The CLASS QM manager is assigned to the project by their
mutual agreement. Issues identified by the QMO that cannot be resolved
by the CPMT are escalated to the NESDIS OSD PM or to CSC CIV QM. This
relationship is depicted in Figure 2-1, Quality Management
Relationships.

[]{#__RefHeading___Toc95038929 .anchor}Figure 2-1. Quality Management
Relationships

## 2.3 Quality Management Office Functions and Responsibilities {#quality-management-office-functions-and-responsibilities .unnumbered}

The primary functions and responsibilities of the CLASS QMO are:

-   Maintain awareness of the project product and service quality

-   Provide management with the visibility of the processes used in
    project performance

-   Notify the appropriate manager or the CPMT in a timely manner about
    existing or potential quality-related problems

-   Develop and implement a quality program to ensure the project's
    system, products, and services meet requirements

-   Make recommendations regarding policies, methodology, processes,
    procedures, and standards

-   Develop supplemental quality management procedures and standards, as
    needed

-   Administer a quality-focused problem management process, including
    monitoring and reporting on the problem resolution process

-   Plan, conduct, and monitor the performance of activities in
    accordance with both the Master Project Management Plan (MPMP), the
    team activity plans (APs) and this Quality Management Plan (QMP)

-   Review project deliverables, and conduct reviews on delivered
    project documentation

-   Conduct project process audits

-   Support configuration audits

-   Participate in release operational readiness reviews

-   Train project personnel on quality procedures, and baseline
    procedure, as requested

-   Assist the appropriate manager in planning and, if necessary,
    interpreting requirements and applying guidance and associated
    standards and procedures

-   Provide project staff with orientation and training in quality
    management responsibilities and processes

-   Monitor project activities for compliance with policies, processes
    and procedures, guidance for business solution activities, and
    guidance for software development activities that are defined in
    support of specific tasking

-   Participate on the Software Engineering Process Group (SEPG)

The QMO supports the implementation and related training for the Quality
management program as defined by this QMP.

The QMO is responsible for monitoring implementation of the quality
program throughout the project and supports all levels of management.
The QM Manager supports the implementation and related training of CLASS
personnel in basic QM processes, including system development and
maintenance methodologies, related standards and procedures, inspections
and reviews, and auditing. QMO monitors project activities to ensure
compliance with the policies reflected in this QMP and the related
standards and procedures (S&Ps) throughout all system phases and
maintenance activities.

The QM Manager supports the CLASS Project Management Team (CPMT) in
defining and overseeing implementation of the QM program.
Responsibilities in this capacity include:

-   Develop and maintain the project QMP

-   Ensure the QMP addresses the quality goals and priorities of the
    project and client organization, and satisfies all organization
    requirements and expectations

-   Ensure the QMP is put under configuration management (CM) control
    and made available to all affected groups and individuals

-   Ensure audits of activities for compliance with the QMP and other
    applicable requirements

-   Establish processes and procedures to perform QM activities

-   Report findings to CLASS project and QMO management, and identify
    corrective actions related to the product and process verifications.

## 2.4 Quality Management Responsibilities of Others {#quality-management-responsibilities-of-others .unnumbered}

This subsection describes the quality-related responsibilities allocated
to all CLASS personnel. Both the QM Manager and the CLASS project
personnel perform quality functions. Appendix B, Distribution of Quality
Responsibilities, reflects the distribution of effort between the QMO
and CLASS project personnel.

### 2.4.1 CLASS Project Management Team (CPMT) {#class-project-management-team-cpmt .unnumbered}

The CLASS Project Management Team (CPMT) is responsible for providing
direction in implementation of the QM program defined by this QMP and
for ensuring adequate resources are allocated to accomplish the
implementation. The project management team is responsible for meeting
the quality goals and objectives of the project and for the
implementation of quality management throughout the project.

### 2.4.2 Technical Area Leads {#technical-area-leads .unnumbered}

The Technical Area Leads (TAL), or management designee, interface with
the QM Manager regularly to review the status of quality activities and
to address any related issues identified by the QMO. TALs are
responsible for establishing quality goals and objectives for their
organization consistent with those of the project.

### 2.4.3 Lead Integrator {#lead-integrator .unnumbered}

The Lead Integrator (LI) is responsible for integration testing. The LI
develops project plans and reports for systems integration and test
activities, defines requirements for, develops, and implements test
plans for systems integration.

### 2.4.4 Software Engineering Process Group (SEPG) {#software-engineering-process-group-sepg .unnumbered}

The focus of the Software Engineering Process Group (SEPG) is to conduct
and ensure quality-related intergroup coordination throughout CLASS. The
members of the SEPG are responsible for identifying the processes and
corresponding standards and procedures (S&Ps) to guide project
performance. They are further responsible for ensuring work activities
are performed in compliance with these processes and S&Ps.

### 2.4.5 Project Technical Staff  {#project-technical-staff .unnumbered}

Technical personnel play a major role in implementing the CLASS QM
program. It is their responsibility to build quality into the products
they develop or support. It is also their responsibility to propose
process improvements based on their application of the methodology.

Technical personnel may be matrixed to the QMO to perform QM activities.
During their performance of these activities, they report activity
status and discrepancies to the QM manager on an event driven basis. The
QM manager periodically reviews the resulting reports of these
activities.

Technical personnel are also participants in the inspection and
certification (I&C) and review processes applied to intermediate
products resulting from project work activities. Serving as inspectors
or reviewers, they examine the products of their peers to ensure
technical soundness and overall quality before proceeding to the next
phase of development.

Another significant QM-related responsibility is the performance of
independent testing. All systems developed or modified under the Program
must be adequately tested before they are delivered or made available
for use. Personnel familiar with the products being validated, but not
the developer of the product, typically perform testing. The tests
ensure new and revised systems meet allocated requirements as well as
establish their overall quality and delivery readiness.

### 2.4.6 CSC Federal Sector Group Quality Responsibilities {#csc-federal-sector-group-quality-responsibilities .unnumbered}

Within the CSC Federal Sector (FED) group, responsibility for quality
management activities is vested in the Civil Group (CIV) Quality
Director, who is organizationally part of the Federal Sector Business
Process Management Office (BPMO). The CLASS QMO reports to the CSC
Quality Director. The CSC Quality Director is responsible for ensuring
quality management programs are established for FED's organizational
elements. The quality management programs are implemented to support
CSC's mission to provide customers in industry and government with
solutions crafted to meet their specific challenges and enable them to
profit from the advanced use of technology goals. The CSC Quality
Director regularly reviews the various quality management programs.
Refer to Figure 2-1 for more information.

The Federal Sector BPMO is responsible for ensuring CSC processes and
systems are regularly reviewed. The CSC processes are updated, as
necessary, to meet evolving quality program needs. The Federal Sector
BPMO also oversees measurement programs to support FED's quality
improvement initiatives and ensure FED's quality program is consistent
with the overall CSC corporate goals of excellence in delivered products
and services.

# Section 3 - Quality Management Approach {#section-3---quality-management-approach .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

The QMO monitors the system development and maintenance processes and
the products of those processes for conformance with the agreed upon
standards and procedures.

## 3.1 Key Quality Management Concepts {#key-quality-management-concepts .unnumbered}

This QMP is designed to be compliant with the project's contractual
requirements. The CLASS MPMP, CMP, other project-related documents, and
industry best practices provided much of the information needed for
preparation of this plan. The CLASS quality program defined in this plan
is based on the following key concepts:

-   The program is an active, rather than passive, endeavor.
    Implementation of, and compliance with, it is the shared
    responsibility of all personnel; both management and the technical
    staff are fully committed to the success of the program.

-   The program is administered by QMO, organizationally independent of
    the CLASS Project, to ensure full objectivity in assessing and
    reporting all quality-related aspects of CLASS performance.

-   The program fully supports the objectives and goals of the CLASS
    project management and process improvement initiatives.

-   Quality is designed early into products using defined processes and
    procedures, which are monitored and updated to improve their
    efficiency, to prevent problems before they occur, and to maintain
    the desired quality of resulting products.

-   The methods used for analysis, design, implementation, and testing
    activities during system development and maintenance result in
    intermediate products that can be reviewed and/or tested for
    correctness and compliance with applicable S&Ps as a basis for
    assessing quality and measuring work progress through the system
    life cycle.

CLASS quality management activities are reviewed regularly with the CPMT
to enable early modification and revision of work products in
recognition of changes and improved or new processes and technologies.

## 3.2 Overview of Quality Management Methods and Activities {#overview-of-quality-management-methods-and-activities .unnumbered}

The QMO develops and maintains procedures for performing quality
activities. Standards and procedures to meet needs related to unique
activities or to customer requirements will be created. The specific
standards and procedures to be followed are determined during the
planning process and constitute the basis for the QMO to monitor and
assess work products and processes for compliance. The following
sections describe key quality management activities, strategies, and
tools to implement quality activities on CLASS.

## 3.3 Life Cycle Activities {#life-cycle-activities .unnumbered}

Integral to the Quality Management program are the activities
implemented to monitor the processes and products of CLASS for
compliance with requirements. Quality activities are planned and
monitored through the use of a Quality Activity Schedule (QAS) and
reflect quality through all release-specific life cycle phases of the
project. The QAS reflects the planned and actual dates for work product
(WP) reviews and specific quality audits and activities. The planned
dates reflected in the QAS are based on agreements after consultation
with the CLASS Technical Area Leads. Table 3-1 depicts the form used to
document, plan, and track quality activities. Dates for planning and
conducting quality management activities correspond to each key activity
in the project schedule. A project quality activity schedule is
completed by the QMO. The actual dates are captured monthly by the
project control office (PCO).

[]{#__RefHeading___Toc95038930 .anchor}Table 3-1. Quality Activity
Schedule Form

  ---------------------------- ------------- ---------------------------------
  **Review Item**              **Dates**     **Comments**

  Work Product 1               \<planned\>   

                               \<actual\>    

  Work Product 2                             

                                             

  Work Product 3                             

                                             

  Work Product 4                             

                                             

  **Process Item**             **Dates**     

  Initial PAC Report           \<planned\>   

                               \<actual\>    

  IPPA                                       

                                             

  LCPA                                       

                                             

  Lessons Learned                            

                                             

  Create Monthly Reports                     

                                             
  ---------------------------- ------------- ---------------------------------

During planning for the project, the QM Manager interfaces with the
appropriate manager to ensure adequate planning for quality activities
leading to successful fulfillment of the Project's requirements and
goals. Using the Quality Activity Schedule form, the QM Manager
documents the schedule for performing the quality activities.

## 3.4 Process Assurance Cycle {#process-assurance-cycle .unnumbered}

The Process Assurance Cycle (PAC) is a process that will promote
consistent application and use of approved processes across the project.
It includes mechanisms to support accomplishment of basic QM-related
activities:

-   Identify and document the specific development approach to be
    followed in performing system development or enhancement activities,

-   Facilitate project team understanding of the approach and the
    process by which it is to be implemented,

-   Verify compliance with the approach throughout project performance,
    and

-   Report and monitor action items to address problems identified by
    the QMO in accomplishing the PAC process.

The PAC process consists of three major activities. These activities are
jointly planned between the CLASS Technical Area Lead (TAL), or
management designee, and the QM Manager. The implementation of the PAC
is the responsibility of the QM Manager.

-   Process Evaluation - The purpose of the process evaluation is to
    provide assurance that the processes, including standards and
    procedures, needed for executing the planned activities for a
    release are in place and are compliant with CLASS requirements. This
    process evaluation ensures that the processes are documented, the
    required artifacts are identified, and the processes are verifiable.
    The process evaluation also identifies needed or missing procedures
    or standards, providing the opportunity to bring identified process
    gaps to the attention of the Technical Area Lead so associated
    issues may be rectified prior to process execution.

    During process evaluation, the Quality Manager reviews the planned
    project activities as documented in the appropriate Project or
    Organization Management Plan and the tailoring plan (if applicable).
    The Quality Manager ensures processes are documented for the
    executions of the planned activities, verifiable artifacts are
    identified for the planned activities, and any gaps in the
    documented process approach are identified and resolved. The Quality
    Manager also ensures a mechanism is in place for recovery of
    artifacts for subsequent verification.

    For CLASS, this process evaluation is conducted at least once per
    year, or otherwise specifically scheduled during a release, to
    ensure the processes used are compliant with the project
    requirements.

-   Process Orientation - The purpose of process orientation is to
    ensure the documented processes for execution of planned activities
    are communicated and understood by the project team. Process
    orientation is accomplished by conducting QMO Orientation training,
    including presentation of the CLASS process baseline. For CLASS,
    this process orientation is conducted at least once per year, or
    otherwise specifically scheduled during a release, to ensure all
    personnel understand and are trained to use the artifacts of the
    CLASS process baseline.

    The QMO orientation training focuses on the processes that are to be
    executed to accomplish the work, the project activities and process
    artifacts that will be assessed by the QMO, and the schedule for
    accomplishing the work. At the QMO orientation training, the Quality
    Manager presents the quality activities as described in the CLASS
    Quality Management Plan. This includes the planned schedule for
    performing product reviews, QMO audits, lessons learned, and other
    quality activities as applicable. The Quality Manager discusses
    standards to be followed for the products produced, documented
    procedures for conducting the activities, and the artifacts produced
    for the activities. The location of standards and procedures is
    provided, and the mechanism for archiving project artifacts is
    described. Defect Prevention initiatives are also discussed in the
    context of process improvements incorporated for the project.
    Quality goals are presented with a description of measurement data
    that will be collected and analyzed.

-   Process Verification - The purpose of process verification is to
    provide assurance that the approved processes identified for the
    project are implemented and followed as intended. Process
    verification ensures products are produced as required and in
    accordance with specified standards and planned activities are
    performed as required and in accordance with specified procedures.

> Process verification is accomplished by conducting In Progress Process
> Audits (IPPAs), Life Cycle Phase Audits (LCPAs), and other assessments
> as planned and executed by the QMO based on project initiatives. An
> IPPA determines whether planned activities are being performed,
> designated products are being developed, and specified standards and
> procedures are being followed. At an intermediate point in the
> release, the QMO conducts the IPPA and reports the findings to project
> management. An LCPA is conducted to verify applicable activities and
> products are completed, metrics are collected, relevant action items
> are resolved, discrepancies are documented, and lessons learned are
> captured. At or near the completion of the release, the QMO conducts
> the LCPA and reports the findings to project management.

The CLASS QMO performs process verification activities as described in
the CLASS Quality Management Plan and associated CLASS QMO procedures.

## 3.5 Evaluation Criteria and Standards {#evaluation-criteria-and-standards .unnumbered}

The QM Manager also ensures:

-   Process tailoring is appropriately addressed and documented

-   Approved procedures and standards for performing activities are in
    place

-   Training needs for the activities are considered and addressed

-   Artifacts for the planned activities are understood and a structured
    repository is in place for archival

-   Quality goals are defined and documented

-   Measurement data is identified for subsequent collection and
    analysis

-   Defect prevention initiatives are incorporated into planned
    activities

The next subsections describe the following features of the CLASS QM
program:

-   Standards and Procedures (S&Ps)

-   Process Assurance Cycle (PAC)

-   Work planning

-   Peer reviews

-   Process and product audits

-   Tracking and reporting

-   Formal Testing

-   Configuration management

-   Non-conformance reporting and corrective action

-   Training

The QM activities related to each of these features are described in the
following subsections of this section. Industry experience shows that
consistent performance of those activities will result in high-quality
system development processes and therefore in high-quality products.
Tolerances of captured measurements and trends upon those measurements
will be initiated after three quarters (9 months) of information has
been collected. At that point in time, CLASS will have produced
measurable information for more than one release and show process
improvements. Trending information prior to that period would reflect
inaccurate information due to establishing procedures and training
constraints on those procedures.

## 3.6 Standards and Procedures (S&Ps) {#standards-and-procedures-sps .unnumbered}

The application of a methodology in a consistent manner is facilitated
by the use of documented technical services S&Ps, to ensure a common
approach to performance of the work processes. The specific S&Ps to be
followed by an activity are determined during the planning process. The
S&Ps specified for each activity constitute the basis for QMO monitoring
and assessment of project performance.

## 3.7 Product Reviews {#product-reviews .unnumbered}

Product reviews are conducted at intermediate and final stages of the
project life cycle to evaluate compliance of work products with
processes and standards, and to evaluate how well the technical approach
meets contractual commitments. Product reviews include peer reviews and
QMO deliverable reviews.

### 3.7.1 Peer Reviews {#peer-reviews .unnumbered}

Intermediate products generated in the development life-cycle phases are
examined by peers of the author/developer not only as a means to ensure
the technical validity and quality of the final product, but also as a
basis for reporting of work progress. The result is a quantitative and
auditable measurement of status throughout the development process
directly linked to quality. These reviews take the form of walkthroughs,
inspections, and document reviews. Inspections are monitored
periodically by the QMO to assure the process is conducted in accordance
with applicable S&Ps and necessary metrics are collected.

Formal documents prepared under the CLASS Project are subject to
internal technical and quality reviews. Although the scope of a document
review varies with its phase of production (i.e., draft, final, update),
it consists of a detailed critique of technical accuracy and
completeness by knowledgeable technical personnel and a quality
examination by the assigned QMO staff for compliance with applicable
guidance and standards. The QMO staff also performs detailed reviews of
baseline documents to ensure approved change requests have been
incorporated properly and unauthorized changes are not included.

### 3.7.2 QMO Deliverable Reviews {#qmo-deliverable-reviews .unnumbered}

Deliverables are reviewed by the QM Manager for adherence to project
requirements and applicable standards. If the QM Manager considers the
deliverable deficient, it should be revised and resubmitted to quality
review. If serious deficiencies are not corrected, the QM Manager will
withhold his or her signature on the deliverable. Project management
makes the final decision on delivery of work products, with or without
the QM Manager's signature.

## 3.8 Process Audits {#process-audits .unnumbered}

The CLASS Project audit program applies to both management and technical
activities and emphasizes verification of compliance with approved
processes and supporting procedures and guidance. System development and
maintenance activities are audited throughout their duration to ensure
the work approach is implemented as planned and that processes are
consistent with the approach as well as with the methodology and S&Ps
designated for performance. Audits are conducted on a planned basis,
with some scheduled periodically and others performed as a function of
defined milestones.

The QMO develops audit plans and schedules for supported projects in
coordination with the TALs, or management designee. Specific types of
system audits conducted under CLASS include the following:

-   In Progress Process Audit (IPPA)- audit to verify planned activities
    are being performed, designated products are being developed, and
    designated S&Ps are being followed (part of PAC process). At an
    intermediate point in each phase, the QMO conducts an IPPA and
    reports the finding to project management (CPMT).

-   Life-Cycle Phase Audit (LCPA) - process audit conducted at
    completion of each life-cycle phase to verify needed activities and
    products are completed or accounted for and related action items are
    resolved (part of PAC process), discrepancies are documented, and
    lessons learned are captured. At or near the completion of each
    phase, the QMO conducts an LCPA and reports the findings to project
    management (CPMT).

-   Configuration Audit - audit as to whether all work related to a
    build/release has been properly completed. This audit is the
    responsibility of the CLASS CM and supported by CLASS QMO and SIT.

-   Operational Readiness Review -- meeting consisting of operations
    personnel, project and program management, configuration management,
    test, and quality personnel. This review discusses the status of
    release activities resulting in a recommendation to the CPMT when
    the release should be moved into operations.

-   Lessons Learned -- projects or functional areas perform lessons
    learned to identify best practices and potential improvements to
    products and processes. Lessons learned are captured in a lessons
    learned report. The QMO createsa Failure Mode and Effects Analysis
    (FMEA) spreadsheet from the lessons then reviews it with project
    management. Both the lessons learned and FMEA are retained in the
    Quality Management repository on Lotus Notes. The lessons learned
    report is distributed throughout the reviewed project personnel to
    ensure distribution of the recommended improvements throughout the
    project. The FMEA statistics are presented to the SEPG for
    recommended process improvements, as necessary.

A final report is issued for each audit completed and identifies any
deficiencies found as well as action items to address other issues
observed in the audit. Results of every audit are reviewed with
appropriate project management. Managers responsible for the activities
audited review these reports and take the necessary actions to resolve
any deficiencies and action items that require follow-up, including
re-audits when necessary.

QMO audits processes at the project level for compliance with applicable
policies and direction. QMO also periodically audits the configuration
management (CM) function at the project and activity levels for
compliance with applicable directives and S&Ps. Status accounting
reports are checked against configuration control board records, and
status records are reviewed for completeness and accuracy.

The TAL or other manager may request audits of any aspect of system
development efforts not covered above on an ad hoc basis. In such
instances, the requester identifies the scope and objective of the audit
and may designate an audit leader. The audit leader then establishes
guidelines for the audit and nominates the candidate audit team, subject
to concurrence of appropriate management. The QMO is typically involved
in these audits, assisting in development of the audit plan and
guidelines for conduct, participating as a team member, and helping to
prepare the audit report.

## 3.9 Training {#training .unnumbered}

In addition to providing instruction in QM processes and supporting
tools, the QMO is responsible for developing and presenting courses
specific to the implementation of the CLASS QM program. QMO personnel
may also serve as facilitators or instructors for workshops and seminars
in various software development or process-related topics.

As part of the PAC process, the QMO may identify specific training needs
for a group while assisting in generating the PAC development approach
and conducting in progress process audits with respect to the training
and skills appropriate for personnel. The QM Manager will ensure all
CLASS personnel receive QMO Orientation training to communicate planned
quality activities and goals to all members of the project team.

At the QMO Orientation training, the QM Manager describes quality roles,
responsibilities, and quality activities. For each planned quality
activity, the QM Manager discusses applicable standards for the products
produced, documented procedures for conducting activities, and the
artifacts produced for the activities. The location of the standards and
procedures is provided, and the procedure for archiving project
artifacts is described.

Defect prevention initiatives are discussed in the context of process
improvements incorporated for the project phase. Quality goals are
presented with a description of measurement data that will be collected
and analyzed.

# Section 4 - CLASS Quality Records and Reports {#section-4---class-quality-records-and-reports .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

CLASS Quality Management personnel complete and/or maintain various
records and reports in the conduct of their work, as discussed in this
section.

Throughout the conduct of CLASS activities, the QMO monitors ongoing
activity performance to maintain an awareness of compliance with planned
project processes and the use of applicable S&Ps as well as cognizance
of the work practices employed by the team. This insight facilitates the
QMO role as an advisor to all levels of management within CLASS, from a
team lead to project management, providing independent and unbiased
assessments. In written or verbal form, QMO reports of findings and
observations include those with both positive and negative implications
to ensure management has a complete and impartial perspective on which
to base their actions. The QM manager regularly meets with CLASS
management to discuss these observations and to provide any
recommendations for improvement.

## 4.1 Project File Records {#project-file-records .unnumbered}

For each activity, Quality Management personnel maintain data and
information related to their activities. These include: schedule of
anticipated QM activities, QM metrics, audit support materials such as
audit plans, checklists, evidentiary materials gathered during the
audits, and copies of audit reports. Other items, such as CM records and
peer review records, are reviewed for availability and completeness.

## 4.2 Monthly Status Reports {#monthly-status-reports .unnumbered}

The QM manager prepares monthly CLASS QM reports that are distributed to
CLASS management and the CSC Quality Director. The report highlights
significant QM activities performed and milestones achieved at the
project level as well as identifying issues and concerns that require,
or may potentially require, action at the project and/or group level.
These reports are retained in the QM repository in Lotus Notes.

## 4.3 Audit Reports {#audit-reports .unnumbered}

For each of the various types of audits performed by the QMO, the QM
personnel conducting the audit prepare a report that is distributed to
management and other personnel in accordance with the related audit
procedure. Reports of audits are provided to the CSC Quality Director.
Audit reports are of two types, general and PAC-related, as discussed
below. These reports are retained in the QM repository in Lotus Notes.

### 4.3.1 General Audit Reports {#general-audit-reports .unnumbered}

General audits are performed on a scheduled or an ad hoc basis as
proposed in the Process Audits section of this Plan, and are conducted
in accordance with documented CLASS project procedures, which identify
the required content and distribution of audit reports. Prepared by the
QMO following completion of the described audit, the audit reports
typically include the following information:

-   Purpose and description of the audit

-   Identification of audit team members, the interviewees, and the
    items reviewed

-   Results of the audit (findings, observations, and recommended
    process improvements)

-   Corrective Action Requests resulting from the audit

-   Needed audit follow-up activities (e.g., a corrective action plan, a
    revisit of the audit in 30 or 90 days to verify appropriate
    corrective actions have been taken).

    These reports are retained in the QM repository in Lotus Notes.

### 4.3.2 PAC Reports {#pac-reports .unnumbered}

The PAC process provides for formal reporting of the findings obtained
in conducting each of the two types of audits included within the
process. The PAC reports will consist of a summary report for the
appropriate audit and may also produce an Action Request (AR). Two types
of Action Requests may be produced, a Correction Action Request (CAR)
that identifies a non-conformance, or a Preventive Action Request (PAR)
that identifies a process improvement. At the discretion of the QMO, an
action item may be created from audit results.

#### 4.3.2.1 In Progress Process Reports {#in-progress-process-reports .unnumbered}

QM personnel use the project's development approach information (the
list of processes to be used by the project) as a checklist/benchmark
for the IPPA audit and the IPPA audit report. On the report, they note
compliance or non-compliance with each process, and then complete the
Summary Findings portion of the report, defining any related
recommendations. Any Action Requests identified during the audit are
identified on the checklist together with the name of the person
assigned responsibility for the action and the expected completion date.
The ARs are then tracked through closure via the QMO Audit database.

#### 4.3.2.2 Life Cycle Process Reports {#life-cycle-process-reports .unnumbered}

QM personnel again use development approach information as the
checklist/benchmark for the LCPA audit and the LCPA audit report. They
attach additional sheets defining observations and/or discrepancies
detected, a summary of the audit findings, recommendations for process
improvement, and actions required for closing out the audit. Action
Requests are identified, including the name of the person assigned
responsibility for implementation of the action request, and the
expected completion date. ARs are then tracked through closure via the
QMO Audit Database.

## 4.4 Non-Conformance Reporting and Corrective Action {#non-conformance-reporting-and-corrective-action .unnumbered}

The non-conformance reporting and corrective action system complements
corresponding programs in place across CLASS organizations. Specific
forms and procedures are used to document system problems or anomalies
detected in products after they are placed under baseline control.

QMO monitors activities under the CLASS non-conformance program,
especially those involving the recording, resolution, and status
reporting of anomalies and problems. The QMO monitors these
non-conformances, reviews the resolution priority, verifies reports of
the outstanding non-conformances, and tracks the status of each until
resolution is verified.

Action Requests (AR) are documents generated to resolve significant
quality issues found by the QM Manager, or other personnel, through
audits and reviews. The quality issues and resultant actions are
documented in ARs. The AR documents problems or nonconformances from
contract requirements and other process standards. The QMO issues the AR
to the manager who can effect a correction. The manager has ten working
days to respond and identify activities to remedy the root cause of the
problem.

A copy of the AR is kept in the QMO files. The QMO validates the
nonconformance, reviews the resolution priority of the AR, verifies
reports of the outstanding nonconformance, and tracks the status of each
AR until resolution is verified. AR reports are used to identify quality
issues to project management. They are also used to identify negative
trends in performance or specific areas for improvement. If a problem or
deficiency is not corrected at the lower levels of responsibility, the
QMO escalates the issue until it is resolved. These issues are escalated
appropriately as follows:

-   CPMT

-   NESDIS OSD PM

-   Director of Quality Management (for assistance in resolving the
    issue)

## 4.5 Quality Measurement {#quality-measurement .unnumbered}

The QMO assists management and technical staff in collecting and
reviewing metrics data. When trends that adversely affect the quality of
project products are detected, the related processes are targeted for
improvement and appropriate initiatives to effect such improvements are
defined, implemented, and evaluated. In addition, managers may identify
metrics specific to their environment. In these instances, the QM staff
assists in the collection and review of such data as a further basis for
monitoring quality and identifying possible improvements.

### 4.5.1 Software Quality Goals {#software-quality-goals .unnumbered}

Production, operations, and system performance goals are defined in
accordance with requirement minimums. Other goals and metrics may be
added as necessary to monitor progress and quality. The establishment of
process and quality goals should be based upon local historical or
industry standards.

### 4.5.2 Measurement and Analysis {#measurement-and-analysis .unnumbered}

All organizational elements are involved in the measurement program that
provides a systematic approach for defining, collecting, archiving,
analyzing, and reporting project metrics. Metrics are collected and
analyzed against the software quality goals. Periodically, the QM
Manager reviews the metrics with TALs. If thresholds are exceeded,
necessary corrective action will be implemented. Other metrics collected
will be analyzed to evaluate internal performance and identify areas to
improve effectiveness.

The QMO is responsible for defining, tracking, and reporting
project-level quality metrics. Quality measurement data and trends are
included in project status reports, presented to project management
(CPMT), and stored in QMO repositories. Quality measurement data is
collected to support the project measurement activities. Analysis of
quality measurement data is used to evaluate and improve the overall
performance of the CLASS project activities. Table 4-1 describes the
quality metrics monitored on the CLASS project.

[]{#__RefHeading___Toc95038931 .anchor}Table 4-1. Quality Metrics

+-----------+--------------+--------------+-----------+--------------+
| *         | **D          | **Source**   | **Fr      | **Repor      |
| *Metric** | escription** |              | equency** | t/Location** |
+-----------+--------------+--------------+-----------+--------------+
| De        | Late vs. on  | Project      | Monthly,  | QAS and QM   |
| liverable | time         | Control      | as        | Metrics      |
| status    |              | Office       | document  | Report in    |
|           |              |              | del       | Lotus Notes  |
|           |              |              | iverables |              |
|           |              |              | are       |              |
|           |              |              | i         |              |
|           |              |              | dentified |              |
+-----------+--------------+--------------+-----------+--------------+
| Process   | Planned vs.  | Quality      | Monthly   | QAS and QM   |
| audit     | completed    | Activity     |           | Metrics      |
| status    |              | Schedule and |           | Report in    |
|           | ARs written, | Status       |           | Lotus Notes  |
|           | awaiting     | Report       |           |              |
|           | response,    |              |           |              |
|           | closed, past |              |           |              |
|           | due          |              |           |              |
+-----------+--------------+--------------+-----------+--------------+
| Product   | Planned vs.  | QM           | Monthly   | QAS and QM   |
| review    | completed    | Measurements |           | Metrics      |
| status    |              | Report       |           | Report in    |
|           | Number of    |              |           | Lotus Notes  |
|           | defects by   | Product      |           |              |
|           | type         | Review       |           |              |
|           |              | Artifacts    |           |              |
+-----------+--------------+--------------+-----------+--------------+
| Unplanned | Total number | Quality      | Monthly   | QAS and QM   |
| product   | unplanned    | Activity     |           | Metrics      |
| reviews   | reviews      | Schedule     |           | Report in    |
|           |              |              |           | Lotus Notes  |
|           | Percentage   | Product      |           |              |
|           | unplanned    | Review       |           |              |
|           | vs. planned  | Artifacts    |           |              |
+-----------+--------------+--------------+-----------+--------------+
| Average   | Total number | Release      | Release   | QM           |
| number of | of PRs for   | Report       |           | Measurements |
| PRs to    | the release  |              |           | Report in    |
| CCR       | divided by   |              |           | the CLASS    |
|           | the total    |              |           | Document     |
|           | number of    |              |           | Repository   |
|           | CCRs in the  |              |           |              |
|           | release      |              |           |              |
+-----------+--------------+--------------+-----------+--------------+
| Percent   | Percent of   | QM           | Release   | QM           |
| of        | review types | Measurements |           | Measurements |
| reviews   | by release   | Report       |           | Report in    |
| completed |              |              |           | the CLASS    |
|           |              |              |           | Document     |
|           |              |              |           | Repository   |
+-----------+--------------+--------------+-----------+--------------+
| Average   | Calculated   | QM           | Release   | QM           |
| errors by | average of   | Measurements |           | Measurements |
| review    | errors by    | Report       |           | Report in    |
| type      | review type  |              |           | the CLASS    |
|           |              |              |           | Document     |
|           |              |              |           | Repository   |
+-----------+--------------+--------------+-----------+--------------+

# Appendix A - QM Schedule and Metrics {#appendix-a---qm-schedule-and-metrics .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

Table A-1, Quality Management Schedule of Activities, provides a
template for planned quality activities and information collected for
the QM Metrics Report. The scheduled activities and metrics will be
updated and maintained by the QMO with a copy contained in the CLASS QM
repository.

[]{#__RefHeading___Toc95038932 .anchor}Table A-1. Quality Management
Schedule of Activities

  --------------------------------- ------------------ ------------------
  **Activity**                      **Planned Date**   **Responsible
                                                       Party**

  Attend reviews and status         As scheduled       All Personnel
  meetings                                             

  Audit system acceptance test      Release driven     CMO
  baseline                                             

  Configuration Audit               Release driven     CMO

  Operational Readiness Review      Release driven     SIT

  Review of turnover packages       Release driven     CMO

  Scheduled Documents Review        As scheduled       Peers and QMO

  In Progress Process Audit (IPPA)  Event driven       QMO, TAL

  Lessons Learned                   Event driven       QMO, TAL (or rep)

  Life Cycle Phase Audit (LCPA)     Event driven       QMO

  Update QMP (this document)        Yearly or          QMO
                                    Contractually      

  Review Quality Metrics            Monthly            QMO

  Review Risk Assessment            Monthly            CPMT
  --------------------------------- ------------------ ------------------

# Appendix B -- Distribution of Quality Responsibilities {#appendix-b-distribution-of-quality-responsibilities .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

Table B-1 reflects the distribution of quality effort between the QMO
and CLASS project personnel. Identified in the table are the quality
function and the level of responsibility of each presented organization.
The responsibility for each activity is identified as:

-   A -- Approves

-   L -- Leads

-   P -- Participates

-   R -- Reviews

[]{#__RefHeading___Toc95038933 .anchor}Table B-1. Distribution of
Quality Responsibilities

<table>
<colgroup>
<col style="width: 42%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 18%" />
</colgroup>
<thead>
<tr class="header">
<th><p><strong>Project Quality Activity</strong></p>
<p><strong>Legend: A - approves, L - leads, P - participates, R –
reviews</strong></p>
<p><strong>* - denotes special circumstance</strong></p></th>
<th><blockquote>
<p><strong>CPMT</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>TAL</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>LI</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>DL</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>QMO</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>CM</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>Staff</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>SET</strong></p>
</blockquote></th>
<th><blockquote>
<p><strong>SEPG</strong></p>
</blockquote></th>
<th><strong>Comments</strong></th>
</tr>
</thead>
<tbody>
<tr class="odd">
<td>Set Quality Goals and Objectives</td>
<td>L</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>CPMT leads goals for the project, TAL leads goals for the individual
team/group</td>
</tr>
<tr class="even">
<td>Reviews</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Technical – Project</p>
</blockquote></td>
<td>R</td>
<td>L</td>
<td>R</td>
<td>P</td>
<td>R</td>
<td></td>
<td>P</td>
<td>R*</td>
<td></td>
<td>*As Needed</td>
</tr>
<tr class="even">
<td><blockquote>
<p>Technical – Peer (Design, Code, &amp; Test Readiness)</p>
</blockquote></td>
<td></td>
<td></td>
<td>R*</td>
<td>P*</td>
<td>R</td>
<td></td>
<td>L/P</td>
<td>R*</td>
<td></td>
<td>*As Needed</td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Customer*</p>
</blockquote></td>
<td>R</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td></td>
<td>P</td>
<td></td>
<td></td>
<td>*As Needed</td>
</tr>
<tr class="even">
<td><blockquote>
<p>Quality</p>
<p>Review conducted by a subject matter expert for compliance to
standards or procedures.</p>
</blockquote></td>
<td>R</td>
<td>R</td>
<td></td>
<td></td>
<td>R</td>
<td></td>
<td>L/P</td>
<td></td>
<td>P</td>
<td></td>
</tr>
<tr class="odd">
<td><p>Risk Assessment</p>
<blockquote>
<p>Evaluation conducted to ensure risks and issues are managed so that
they are minimized or alleviated.</p>
</blockquote></td>
<td>A</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><p>System Acceptance Criteria</p>
<blockquote>
<p>Identified factors used to determine pass/fail criteria.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><p>Change/Configuration Control</p>
<blockquote>
<p>Practice identifying events and activities to control pertinent work
products.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td></td>
</tr>
<tr class="even">
<td>Baseline Control</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Requirements</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>L*</td>
<td></td>
<td>May include CCB.</td>
</tr>
<tr class="even">
<td><blockquote>
<p>Design</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Development</p>
</blockquote></td>
<td></td>
<td>A</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Test</p>
</blockquote></td>
<td></td>
<td>A</td>
<td>L</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Operations</p>
</blockquote></td>
<td>A</td>
<td>L*</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
<td>*Operational TAL</td>
</tr>
<tr class="even">
<td><p>Processes</p>
<blockquote>
<p>Guidance supporting management direction.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td></td>
</tr>
<tr class="odd">
<td><p>Standards and Procedures</p>
<blockquote>
<p>Guidance and detailed direction supporting identified processes.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td></td>
</tr>
<tr class="even">
<td><p>Metrics/Measurements (Defining and Collecting)</p>
<blockquote>
<p>Actions to collect, manage, and trend project-specific measurements
to support process improvement activities.</p>
</blockquote></td>
<td>R</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td></td>
</tr>
<tr class="odd">
<td><p>Records Management (Artifacts)</p>
<blockquote>
<p>Control of final work products identified by release and determined
necessary to reflect planned, completed, and validated activities.</p>
</blockquote></td>
<td></td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td></td>
<td>P</td>
<td></td>
</tr>
<tr class="even">
<td><p>Training</p>
<blockquote>
<p>Identification and management of required and requested learning to
enhance individual productivity.</p>
</blockquote></td>
<td></td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td></td>
</tr>
<tr class="odd">
<td><p>Configuration Audit – Test</p>
<blockquote>
<p>Assessment conducted to ensure all identified products are compiled
and contained in the baseline moving into formal test phase(s).</p>
</blockquote></td>
<td></td>
<td>A</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><p>Configuration Audit – Operations</p>
<blockquote>
<p>Assessment conducted to ensure identified products are compiled and
contained in the production baseline.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><p>Corrective/Preventive Actions</p>
<blockquote>
<p>Audit reports identifying non-compliance (corrective) or areas of
potential improvement (preventive).</p>
</blockquote></td>
<td>R*</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>*As Needed</td>
</tr>
<tr class="even">
<td><p>Lessons Learned/Best Practices</p>
<blockquote>
<p>Meeting and presentation to collect input from project and affected
personnel to enact process improvement.</p>
</blockquote></td>
<td>R</td>
<td>A</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P/R</td>
<td>P/R</td>
<td>P-Group specific, R-All</td>
</tr>
<tr class="odd">
<td>Plans and Guidance</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Master Project Management Plan (only 1 plan)</p>
<p>CLASS plan outlining project responsibilities and management
activities.</p>
</blockquote></td>
<td>A</td>
<td>L</td>
<td>R</td>
<td></td>
<td>R</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Activity Plan</p>
<p>Group specific project activity management plan.</p>
</blockquote></td>
<td>R</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td>P</td>
<td>P</td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Quality Management Plan</p>
<p>Document outlining practices and guidance to successfully accomplish
quality management and related activities.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>L</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Configuration Management Plan</p>
<p>Document outlining practices and guidance to successfully accomplish
CM-related activities.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>L</td>
<td>P</td>
<td></td>
<td>P</td>
<td>(Process Improvement)</td>
</tr>
<tr class="even">
<td><blockquote>
<p>Software Development Guide</p>
<p>Document outlining guidelines to successfully accomplish software
development activities.</p>
</blockquote></td>
<td>A</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>P</td>
<td>R</td>
<td>L</td>
<td>(Process Improvement)</td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Quality Orientation</p>
<p>QMO-conducted training outlining project support.</p>
</blockquote></td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td></td>
<td>P</td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Peer Review Training</p>
<p>QMO-conducted training on how to conduct peer reviews and the tools
to use for each type.</p>
</blockquote></td>
<td></td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td></td>
</tr>
<tr class="odd">
<td>Process Assurance Cycle (PAC)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Process Evaluation</p>
<p>Provide assurance the processes, including standards and procedures,
needed for executing the planned activities for a release are in place
and are compliant with CLASS requirements.</p>
</blockquote></td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>R</td>
<td>L</td>
<td>R</td>
<td></td>
<td></td>
<td>R</td>
<td></td>
</tr>
<tr class="odd">
<td><blockquote>
<p>Process Orientation</p>
<p>Ensure the documented processes for execution of planned activities
are communicated and understood by the project team.</p>
</blockquote></td>
<td></td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td></td>
<td>P</td>
<td>P</td>
<td>R</td>
<td></td>
</tr>
<tr class="even">
<td><blockquote>
<p>Process Verification</p>
<p>Provide assurance the approved processes identified for the project
are implemented and followed as intended through In Progress Process
Audits (IPPAs) and Life Cycle Phase Audits (LCPAs).</p>
</blockquote></td>
<td></td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>L</td>
<td>P</td>
<td>P</td>
<td>P</td>
<td>R</td>
<td></td>
</tr>
</tbody>
</table>

# Appendix C -- Glossary {#appendix-c-glossary .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

In the context of this plan, the following terms have the meanings
specified:

**Acceptance** - Official recognition that a product (usually hardware
or software CI) meets contractual and project requirements.

**Approval** -- Official recognition of product validity.

**Baseline** -- Work products (e.g., document and/or software) that have
been officially approved or accepted and used to judge the acceptability
of a system, subsystem, or CI. (A baseline is subject to configuration
control and is updated to reflect approved changes to the CI throughout
its life cycle.)

**Build** - Intermediate version of a system or CI that provides a
demonstrable subset of capabilities needed to meet requirements
allocated to the system or CI.

**Configuration** - Form, fit, and functions of a system or CI as
defined in baseline documentation.

**Configuration Item (CI)** - Developed or purchased item, controlled,
accepted, and maintained separately from other items. (A CI can be
composed of hardware or software or, for major CIs, an aggregation of
both.)

**Configuration Management (CM**) -- A discipline that involves
identifying, controlling, and tracking the configuration of a system or
product.

**Corrective Action** -- Corrective action is taken to eliminate the
causes of an existing nonconformity, defect, or other undesirable
situation in order to prevent recurrence.

**Deliverable** -- A work product or service given to the client for
review and acceptance. It frequently has contractual implications.

**Inspection** - Evaluation technique in which intermediate development
products are examined in detail by a person or group other than the
author to detect technical deficiencies or violations of standards.

**IPPA** -- An In Progress Process Assessment determines whether planned
activities are being performed, designated products are being developed,
and specified standards and procedures are being followed. At an
intermediate point in each life cycle phase, the QMO conducts an IPPA
and reports findings to project management.

**LCPA** -- A Life Cycle Phase Assessment is conducted to verify
applicable activities and products are completed, metrics are collected,
relevant action items are resolved, discrepancies are documented, and
lessons learned are captured. At or near the completion of each life
cycle phase, the QMO conducts an LCPA and reports findings to project
management.

**Lessons Learned** -- Lessons learned are guidance that enhance the
practitioner's understanding of a process, clarify a process'
applicability to a particular engagement category or domain, provide
guidance for special cases, highlight issues, or convey vendor advice.
The lessons learned come from a variety of sources including, but not
limited to, engagement experience, experiences in laboratory trials of
tools and techniques, and published best practices from other
organizations.

**Measure** -- A measure is any quantitative group. Examples of measures
are estimated cost, actual cost, ratio of actual to estimated cost,
number of defects, defect density, mean time between failures, average
length of support call, and number of peer reviews performed.

**Measurement data** -- Data made up of value instances of measures.

**Peer Review** -- An examination of a product by the creators' peers to
identify defects and areas where changes are needed. It uses the
capabilities of independent reviewers, individually or in a group, to
identify the improvements needed in a product and to agree on which
improvements should be made.

**Preventive Action** -- Preventive action is action taken to eliminate
the causes of a potential nonconformity, defect, or other undesirable
situation in order to prevent occurrence.

**Process Audit** -- A formal review of a process implementation against
a documented standard or process. A process audit is a planned activity
that focuses on a project or a functional area.

**Product Review** -- An examination of a product to identify errors
before the product is formally passed forward in the development
process.

**Quality** - Degree to which a system or CI satisfies its requirements.

**Quality Management** -- Consists of the management responsibilities
and actions that determine and implement quality policies. It includes
obtaining the commitment of the organization, marshaling resources, and
ensuring that quality management processes are used and supported
effectively.

**Release** -- A build that will be delivered to the customer. A release
may include an integrated set of builds.

**Test** - Sequence of events designed to verify that a system or CI
satisfies requirements or to identify differences between expected and
actual results.

**Unit** -- Smallest replaceable element in a CI also referred to as a
configuration unit (CU). For software, a unit is typically a subroutine;
for hardware, a unit may be a board that is fabricated as a separate
item.

# Appendix D - Acronyms {#appendix-d---acronyms .Style-Heading-1h1-+-Arial-16-pt-White-After:--12-pt-Top:-(Sing...}

AP Activity Plan

AR Action Request

BPMO \[CSC Federal Sector\] Business Process Management Office

CAR Corrective Action Request

CCB Configuration Control Board

CCR Configuration Change Request

CIV \[CSC\] Civil Group

CLASS Comprehensive Large Array-data Stewardship System

CM Configuration Management

CMP Configuration Management Plan

CPMT CLASS Project Management Team

CSC Computer Sciences Corporation

CSDPC \[NOAA\] Central Satellite Data Processing Center project

DL Development Lead

FED CSC Federal Sector

IPPA In Progress Process Audit

LCPA Life Cycle Phase Audit

LI Lead Integrator

MPMP Master Project Management Plan

NESDIS National Environmental Satellite Data and Information Service

NOAA National Oceanic and Atmospheric Administration

OSD Office of Systems Development

PAC Process Assurance Cycle

PAR Preventive Action Request

PCO Project Control Office

QAS Quality Activity Schedule

QM Quality Management

QMP Quality Management Plan

QMO Quality Management Office

S&Ps Standards and Procedures

SEPG Software Engineering Process Group

SIT System Integration and Test

TAL Technical Area Leads