ISO/IEC/IEEE 16326:2009

INTERNATIONAL ISO/IEC/
STANDARD IEEE
16326
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/IEEE 16326:2009(E)

©
ISO/IEC 2009
©
IEEE 2009

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ISO/IEC/IEEE 16326:2009(E)
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ii © IEEE 2009 – All rights reserved

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ISO/IEC/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
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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ISO/IEC/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
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/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
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/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
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
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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.
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ISO/IEC/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
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
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ISO/IEC/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009
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
1
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.

1
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.
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ISO/IEC/IEEE 16326:2009(E)
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
© ISO/IEC 2009 — All rights reserved
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ISO/IEC/IEEE 16326:2009(E)
ISO/IEC FDIS 16326:2009 (E)
IEEE P16326/CD2
19 February 2009

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 over
...