VDA_6.3_EN_Yellow_Volume_.pdf.pdf - 第49页

47 7.2 Project manage ment (P2) Process element P2: Project management P2.1 Has a project management strategy (including a project organization) be en established? Minimum requirements relevant for assessment Examples fo…

Potential analysis**

6.6

What should the process accomplish?

Process result (output)

6.6.1

Do the quantities/production batch sizes meet the needs

and are they systematically directed to the next process

step?

6.6.2

Are products/components stored in an appropriate man-

ner and are the means of transport/packaging facilities

suitable for the special characteristics of the prod-

ucts/components?

6.6.3

Are the necessary records/releases retained?

6.6.4*

Are customer requirements met upon delivery of the final

product?

Customer care/customer satisfaction/service

7.1

Are all requirements related to the QM system, the prod-

uct and the process fulfilled?

7.2

Is customer service guaranteed?

7.3*

Is the supply of parts ensured?

7.4*

If quality requirements are not met or if there are com-

plaints, are failure analyses carried out and are corrective

actions implemented effectively?

7.5

Are personnel qualified for their respective tasks and are

responsibilities defined?

Explanatory

notes:

Highlighted marking indicates: *-questions

** Questions from the questionnaire that must be audited at a mini-

mum within the framework of the potential analysis (P1)

7.2 Project management (P2)

Process element P2: Project management

P2.1 Has a project management strategy (including a project organization)

been established?

Minimum requirements relevant for assessment

Examples for implementation

There is a project management process.

An interdisciplinary project organization is specified.

The responsibilities and authorizations of the pro-

ject leader and team members are defined.

The customer and the supplier have been informed

who the contact persons are.

The project organization and the associated escala-

tion management meet the customer requirements.

Escalation criteria (including escalation in supplier

management) have been specified, and measures

are derived in case of non-compliance with the

specifications.

Roles are defined in accordance with the develop-

ment method or collaboration model (agile or not

agile).

Experiences (especially lessons learned) from on-

going or previous projects with a comparable scope

of products are taken into account.

Project risks have been identified, assessed, and

have been mitigated by means of appropriate

measures.

• The roles, tasks, compe-

tences and responsibilities of

the project manager/technical

experts have been defined

• Project interfaces in multi-site

projects

• Organizational chart for the

project

• Composition of the project

team

• Evidence of qualifications

• Special customer require-

ments regarding project man-

agement

• In case of an agile approach:

Definition of the escalation

mechanism (e.g. the Scrum

Master escalates to the Prod-

uct Owner)

• Contact persons/decision-

makers in the escalation pro-

cess have been defined

• Records of milestone assess-

ments, including measures

P2.2* Are all resources required for project implementation planned and avail-

able, and are changes reported?

Minimum requirements relevant for assessment

Examples for implementation

The resource planning takes the customer require-

ments into account and is based on the project

agreement.

Resource planning for project team members has

been established and implemented. The staff work-

load is taken into account.

A review and (where necessary) an adjustment of

the resource planning is carried out when changes

occur (deadlines, scope of development performance

etc.). The critical path is given special consideration

within the resource planning.

The necessary project budget for personnel and

equipment is planned and released.

Changes to the project organization (interface with

customer) are reported.

The resources for software-specific activities have

been planned.

• Evidence of resource plan-

ning (taking other projects

into account)

• Resource planning for

equipment (e.g. develop-

ment test stand, inspection

and laboratory facilities)

• Resource planning by the

Scrum Master

• Resource planning for inte-

gration and tests