From: Subject: References Dear Bidders, N ATO UNC LA SSIF IE D ...

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NATO UNCLASSIFIED Releasable to ISAF CO-13355-OPL Part IV Statement of Work SECTION 3: PROJECT MANAGEMENT 3.1.Introduction 3.1.1. This section outlines the Project Management Area for the CCTV HQ ISAF Contract. 3.1.2. The success of the CCTV HQ ISAF System depends upon a sound project management approach. Full and open communication between the Contractor and the Purchaser is an essential element of this approach. 3.1.3. A project cannot be risk-free. Problems will occur. The goal of the Contractor’s project management shall not be to eliminate problems, but to ensure that those that do occur are identified early, assessed accurately, and resolved quickly in partnership with the Purchaser. 3.2.Organisation 3.2.1. Purchaser Project Organisation and Responsibilities 3.2.1.1. The Purchaser Project Manager (PM) will act as the Purchaser’s representative and will be the primary interface between the Contractor and Purchaser from the Effective Date of Contract (EDC). 3.2.1.2. The Purchaser PM will be supported by specialists in certain areas who may, from time to time, be delegated to act on the PM’s behalf in their area of expertise. 3.2.1.3. Neither the PM, the specialists, other team members, nor any other NATO personnel may make changes to the terms and conditions of the Contract but may only provide the Purchaser’s interpretation of technical matters. 3.2.1.4. All changes to the Contract will be made through the Purchaser's contracting office only. 3.2.1.5. The Purchaser PM, the specialists, and the key Stakeholders representatives collectively form the CCTV HQ ISAF Integrated Project Management Team (IPMT). The Project Executive chairs the CCTV HQ ISAF IPMT Project Board. 3.2.1.6. The CCTV HQ ISAF IPMT serves as the primary mechanism for monitoring project status, resolving issues or conflicts within the project, and advising the Purchaser’s CCTV HQ ISAF PM. 3.2.1.7. Provided that the Contractor has successfully discharged his duties under this contract and made available to the Purchaser the required capability, the Purchaser will accept from the Contractor the delivered capability and any associated equipment, services, and documentation. 3.2.2. Contractor Project Management Office NATO UNCLASSIFIED Releasable to ISAF 13/104
NATO UNCLASSIFIED Releasable to ISAF CO-13355-OPL Part IV Statement of Work 3.2.2.1. The Contractor shall establish and maintain a Project Management Office (PMO) to perform and manage all efforts necessary to discharge all his responsibilities under this Contract. The Contractor shall describe their Project Management Office (PMO) by providing a comprehensive organisational chart detailing the specific roles, responsibilities and authority of each member of the Contractor’s Project Team. 3.2.2.2. The Contractor shall provide a list of “Key Personnel” that are considered to be key to the performance of the Contract as defined in Section 26 of Book II, Part II (Contract Special Provisions). Key Personnel cannot be replaced without prior approval of the Purchaser and shall include at a minimum the Project Manager, Deputy Project Manager, Integrated Logistic Support Manager, and the Fielding and Support Manager (if different from the Project Manager) with functions as defined below. The Contractor shall quantify the qualifications and experience of the Key Personnel assigned to the Contract. The Contractor shall demonstrate that all Key Personnel have sufficient experience to complete the project. Curriculum Vitae shall be submitted for the Project Manager (PM). The PM must have a minimum of 2 years experience. A brief summary of the experience for all other key personnel shall be submitted. 3.2.2.3. The Contractor shall also provide all necessary manpower and resources to conduct and support the management and administration of operations in order to meet the objectives of the program, including taking all reasonable steps to ensure continuity of personnel assigned to work on this project. The Contractor shall provide a narrative or organizational chart detailing all major Contractor operating units and any Sub-Contractors and Suppliers involved in the development of the CCTV HQ ISAF system and a description of the portion of the overall effort or deliverable items for which they are responsible to be included with the PIP at EDC + 2 weeks. This narrative must clearly demonstrate that the Contractor possesses the management capability to successfully control and coordinate the work of their subcontractors. 3.2.2.4. Project Manager. The Contractor shall designate a suitably qualified Project Manager (PM), who will direct and co-ordinate the activities of the Contractor's project team. The Project Manager shall be the Contractor's primary contact for the Purchaser’s CCTV HQ ISAF PM and shall conduct all major project design, test, and review meetings. 3.2.2.5. Technical Lead. The Contractor shall designate a suitably qualified Technical Lead for the Project. The Technical Lead shall lead the analysis, design, development, integration, and follow-on enhancement efforts of the Contractor. 3.2.2.6. Test Director. The Contractor shall designate a suitably qualified individual to serve as the Test Director for all test activities conducted under this Contract. The Test Director shall report to a separate manager within the Contractor's organisation, at a level equivalent to or higher than the Project Manager. NATO UNCLASSIFIED Releasable to ISAF 14/104
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