: Project Execution Plan Version 0.A Page 8 of 24

Project Plan 3 Quality Plan 3.1 Introduction (Cross reference the Project Business Plan to avoid duplication). The quality process is based on the following components: proven methodologies and standards; effective monitoring procedures; effective change, problem and issues management; and review and acceptance procedures. 3.2 Methodologies and Standards Describe the methodologies and standards that will be utilised and for what purpose. The Project will utilise where appropriate: Quality Management ; Output Development Methodology for software development>; Project Management Methodology ; ; . Describe what will happen if a new version of a methodology or standard is released before the project is complete (ie will they be assessed and adopted if appropriate), how changes to the methodologies and standards will be initiated and implemented, and what will happen to superseded copies of standards and procedures. : Project Execution Plan Version 0.A Page 9 of 24

Project Plan 3.3 Development Environment Detail, or summarise if appropriate, the development environment that the project is working within. This effectively defines the projects environment baseline. The development environment is based on: ... Describe the process that will be used to record and change the development environment. 3.4 Inspection, Measuring and Test Equipment Describe any special tools, techniques, or inspection, measuring and test equipment which needs to be acquired or developed for verifying the project outputs, or the process of developing those outputs. How will the equipment be verified? 3.5 Development Cycle Where practical the elements of the Project will be developed using the : ... What phases from the methodology will be used, or what life cycle will it follow? 3.6 Outputs to be Developed The project will develop the following outputs: ... Examples include new legislation, new finance system, new computer applications, Market program, Functional Requirements Specification, Design Specifications, Test Specifications, User documentation, Maintenance documentation and Training material. All outputs shall be managed (Refer Section 8 Output Management Plan). : Project Execution Plan Version 0.A Page 10 of 24

Project Plan 3.7 Project Evaluation The measurement of the success of a project provides valuable input in to the continuous improvement for the following phases of a project, or for subsequent projects. This evaluation forms an important part of the Projects Quality Plan. Improvements may be identified in the areas of the planning process, the development process, the utilisation process, or to the project management processes in general. For further details regarding the types and timing of these reviews, refer to Section 10. 3.8 Records 3.8.1 Record Keeping Determine what records will be generated by the project team and retained by the Project Manager, and where they will be retained eg Project Quality Records, Departmental Records Management System. The following is a list of possible records that may be generated: Project Management Records; o Project Proposal o Project Business Case o Feasibility Report o Project Business Plan o Project Execution Strategy; o Environment Baseline; o Client Supplied Output Register; o Project Execution Plan. Incident Reports; Incident Report Register; Problem Reports; Problem Report Register; Change Requests; Change Request Register; : Project Execution Plan Version 0.A Page 11 of 24

Project Plan Open Issue Reports; Open Issue Register; Managed Output Register; Output Distribution List; Managed Output Identification; and Quality Assurance records. 3.8.2 Records Required by Which of the records created within the project, if any, does the Business Owner require access to? How and when will they access them? How long will they retain them for? The will be provided with copies of any records they request access to. 3.8.3 Retention of Records Records shall be retained according to the Archives Act. Additional retention or access requirements may be identified by the Corporate Client or Project Sponsor