OASIS PLCS TC Telecon

4 January 2007

Trine Hansen – DNV

2PLCS Inc. (c) 2002

Estimated budget – Phase I(As presented in face-to-face mtg in Huntsville 31 Oct 06)

# Activity Budget [Hours]

1 Project Management 500

2 Kick-off workshop 200

3 Establish TOG support management 100

4 DEXLib infrastructure 2310

5 DEXLib Help section 300

6 Develop Core capabilities 1860

7 Decide which DEXs to be standardized 10

8 Develop capabilities for completion of 2 sets of DEXs 460

9 Review and update capabilities for completion of 2 sets of DEXs 40

10 Develop 2 sets of DEXs 560

11 Reference data content 300

12 Review 2 sets of DEXs 120

13 Preparations for establishing Implementers Forum 100

14 Direct Costs -

SUM 6860

3PLCS Inc. (c) 2002

Contributions to the OASIS project

Contributors Hours

UK MOD 2614 **

FMV 1327

NDLO 3510

US DoD including US Army

DNV 500

Eurostep

Saab

BAESystem

Locheed Martin

Mantech

BOEING

LSC

Rolls-Royce

EPM Technology

Sum contributions 7451

**Includes more development activities than originally estimated

Estimates Hours

Total budget 6860 *

Contingency 2000

Total 8860

* Direct costs not included

4PLCS Inc. (c) 2002

Way Forward

Deadline for contribution to the project: Friday 12 January 07

Establish a Steering Committee by 19 January Detailed planning week 3 and 4 (15 – 26 January) Presentation of detailed plan for the Steering

Committee week 5 (29 Jan – 2 Feb) If accept for detailed plan:

Kick-off meeting for the Core Team 7 – 8 February

5PLCS Inc. (c) 2002

Detailed planning

Questions to be sorted out: Are all identified activities covered through the

contributions? (such as harmonization activities) Are direct costs included in the contributions (e.g. travel

expenses)? Time frame limitations in on-going projects Named resources to be identified and allocated Etc.

Detailed plan to be worked out by the PM. Assisted by Rob Bodington and Leif Gyllström

Identify budget for Contingency

6PLCS Inc. (c) 2002

Working method

Identify a Core Team Use Net meetings as far as possible Face-to-face meetings when necessary – primarily for

Core Team members Assume procedures and quality requirements from the

Quality Group, such as Requirements for checklists, documentation of methods

etc. Procedures for how to handle disagreements …..

7PLCS Inc. (c) 2002

The end