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Business Process Re-engineering

Estonian Customs Board, October 2003 QUALITY PLAN

1. Purpose

The purpose of this PQP is to address the relationships between the ECB BPR project and its suppliers from project launch up to Final Report and termination of project activities. The PQP defines, how the project will be measured, monitored, accounted for and safeguarded; it defines the roles and responsibilities; shows how changes and problems will be handled; defines the content, sign-off, review and responsibilities for deliverables; provides information required for quality assurance and control activities, states the project participants, procedures, rules and applicable methods.

2. References and Applicable Documents

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References:

1. WCO Customs Capacity Building Strategy

2. EU Customs Acquis

3. National Programme for the Adoption of the Acquis (NPAA)

4. EU Customs Strategic Programs (Customs 2002, 2007)

5. Report on Estonia`s progress towards accession

6. Estonian Customs Board Strategic Plan up to 2003

7. Estonian Customs Board Sectoral Strategies

8. Management Report of Estonian Customs Board

9. Danish Pre-Accession Programme (FEU) + report

10. Output of FEU process-mapping

11. Danish BPR methodology

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Applicable documents:

1. Terms of Reference PHARE 2002/000.266.02.01 Integration of Estonian Customs Information System with DG TAXUD Computer Systems and Modernisation of Basic Customs Procedures, Activity 2 “Business Process Re-engineering”, 27.03.03

2. Instructions to Tenderers, Ref: EuropeAid/114529/D/SV/EE

3. Proposal (Annex III in TOR)

4. Service Contract for European Community External Aid (EC- Estonian Ministry of Finance)

5. General Conditions for Service Contracts financed by EC

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

3.

Terminology

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Abbreviations

(document references in colour)

BCMP

Business Change Management Plan (doc ref)

BPR

Business Process Re-engineering

BPRAR

Business Process Re-engineering Analysis Report (doc ref)

BPRRP

Business Process Re-engineering Review Programme (doc ref)

CIP

Change Implementation Plan

CSF

Critical Success Factors

ECB

Estonian Customs Board

EDI

Electronic Data Interchange

ENFS

Enforcement Strategy (doc ref)

ERP

Enterprise Resource Planning

FEU

Danish Pre-Accession Programme

HR

Human Resource

ICIS

Integration of Customs Information System

INVS

Investigation Strategy ( doc ref)

IT

Information Technology

NPAA

National Programme for Adoption of the Acquis

PDFR

Project Draft Final Report (doc ref)

PFR

Project Final Report (doc ref)

PIR

Project Inception Report (doc ref)

PM

Project Management/Project Manager

PP

Project Plan (doc ref)

PQP

Project Quality Plan (doc ref)

QAP

Quality Assurance Programme (doc ref)

QMS

Quality Management System

QPPR

Quarterly Project Progress Report (doc ref)

SP

Strategic Plan (doc ref)

TEMPO

Electronic Management of Projects Online

TFS

Foreign Trade Servicing Strategy (doc ref)

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Definitions

Business Process Re-engineering Business Process Re-engineering is the search for and implementation of changes in business processes aimed at improved results in performance level and reduction in unnecessary cost.

Strategic Planning Strategic Planning is the process of elaborating and formulating the plan stipulating where to go, which products to offer and how, what investments are to be made and what returns/output should be aimed at on the investments. The aim of the Strategic Planning process is to improve the organisation’s

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

utilization of resources through clear focus, prioritizing, co-ordinated plans, external-internal environment considerations and input-output analysis.

Change Management Change Management is the process of helping organizations to introduce change successfully. Change Management focuses at commitment and leadership, organizational culture, skills, developing of learning organization environment, planning of activities, motivation, communication of the background and need for change, change of attitude, internal change agents, minimization of negative effects of the change.

Total Quality Ma nagement Total Quality Management is a systematic way of guaranteeing that all activities within an organization are carried out in a way they have been planned in order to meet the defined needs of clients (external as well as internal). Quality systems include: quality control dealing with defect detection; quality assurance dealing with defect prevention and total quality control dealing with all aspects of quality in a comprehensive way (quality assurance policies, continuous improvements, quality improving environment, etc).

4.

Project

q Project summary

The objectives of the current project are:

- to assist in the successful accession and functioning of Estonian Customs Board in the EU Customs Union and the EU customs environment

- to secure successful conversion of Estonian Customs Administration to a process-oriented organization

The principal areas of activity are:

- Business Change re-engineering analysis and application of steps 1-4 of the Danish BPR methodology

- Drafting of the Business Change Management Plan

- Production of the ECB Strategy 2004-2007 and long-term review programme for quality assurance

The activities include:

- review of the Danish BPR and its outputs and lessons, preparation of Project Plan incl. review of the scope, aim, boundaries and plans of the

Danish BPR (review of core processes, review of skills acquired by ECB)

- review of the current Strategic Plan (SP) in the light of the Business Process Re-engineering (BPR) analysis and BCMP (Business Change Management Plan), consolidation of sectoral plans and change implementation plans (CIPs)

- preparation of ECB strategy 2004-2007covering : the mission and vision, identifying the customers and stakeholders + beneficiaries, products and

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

services to be produced, goals, objectives, targets, CSF and measures, the core values and beliefs, the management and development plans for putting the strategy into effect. The Strategy will take into consideration the planned merger of the Customs Board and Tax Board on vision, mission and associated strategic considerations level, but will not include activity level guidelines for the current Tax Board responsibility area within the framework of the current project.

The expectation of the ECB is to achieve a more flexible organization, capable of responding to and handling changes faster and more efficiently and to develop a set of performance indicators and performance monitoring tools, which enable to monitor, measure and assess the performance and quality.

* The specific project activities will be described in detail in the Project Plan, the possible deviations on activity level in the Inception Report.

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Deviations Due to the time-period elapsed between the planned start of the project activities (August 2003) and the actual start of the activities (kick-off meeting on October 1) the overall internal situation in the ECB as well as the priorities and timeframe for different activities have changed. At the same time a political decision to merge the Customs Board and Tax Board has been adopted, whereby the merger-related aspects need to be taken into consideration when formulating the Strategic Plan for ECB. Time wise, the ECB need to finalize their Strategic Plan for 2004-2007 by the end of December, 2003 (whereby also incorporating the merger-linked considerations).This creates a need for much bigger workload in the first mo nths of the project period than foreseen in the original time indications. The project documentation foresaw involvement of the strategic planning expert during months 2 to 11 from the start of the project. This has created a need for internal swapping of part of the man-days between the BPR expert and Strategic Planning expert as well as presumably also shift in the involvement of the customs experts. These changes are managed through negotiations and mutual agreement between the experts, the Team Leader and the ECB so that a solution best satisfying the needs of the client as well as the possibilities of the experts is developed. The possible changes on activity level will be described in the Inception Report.

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

q Work units

Name

 

Mandays

 

Tasks and deadlines

 

Logistics Consulting Group:

231

md

 

(Business Process Re-engineering Expert) >> swapped to Strategic Planning Expert Project Management Stig Löfberg – Project Leader

Deliverables:

Stig Löfberg lofberg@lcg.dk tel +45 33321699 fax +45 33321599 Eva Reintak eva@lcg.ee Tel +372 6110970, +372 5068437, fax +372 6110971 Sven Brunsted Brunsted@lcg.dk Tel +45 33321699, fax +45 33321599

(months 1-

15)

 
 

Project Quality Plan – Week 43 Project Plan – Week 46 Strategic Plan 2004-2007 – Dec.30, 2003 Sector Strategies updated – 31.03.04 Quality Assurance Programme – 31.03.04

TRASYS Consortium Evangelos Evangelides Tel +32(0)27738775 eve@trasys.be

 

The Contractor Deliverables:

Project Inception Report – week 47 Quarterly Project Progress Reports Draft Final Report – week 46, 2004 Final Report – week 52, 2004

Brian Mearns

22

md

Customs Expert Input to Sector strategies – Week 49, 50, 2003 + Week 1,2, 2004

(involved

months 3

 

and 7

 

Niels Hansen Tel +45 32887503

110

md

 

(Strategic Planning Expert) >> swopped to BPR Expert Deliverables:

(involved

NGHTK@TU04.CCTA.DK

months 2-

11)

 

Analysis Report on BPR – 15.04.2004 Business Change Management Plan – 30.09.04 BPR long-term review programme – 31.08.04

Mike Kulbickas

22

md

Customs Expert

(months 4

and 6)

 

Input to Sector Strategies: Week 1, 2 , 2004

Alan Collard

22

md

Customs Expert

(months 5

and 8)

 

Input to BPR and sector strategies.

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Name

 

Mandays

Tasks and deadlines

 

Estonian Customs Board:

   

Avo Rõõmussaar avo.roomussaar@customs.ee Tel +372 6967791, fax +372 6967733 Project Support Group:

Tiina Tamm tiina.tamm@customs.eetel +372

Project Owner – Aivar Rehe, Director General of ECB

Programme Director – Rein Velling, deputy Director General, supported by Vaike Seppel (Internat.Co-op.Division) in co-ordinating & monitoring

6967710

Merilin Hera merilin.hera@customs.ee Kaire Palm kaire.palm@customs.ee

Project Manager – Avo Rõõmussaar (co- ordination of project implementation in ECB, contact person between parties)

Project Support Group (Tiina Tamm, Merilin Hera, Kaire Palm – Planning Division) – support, assistance, participation throughout the project

Other departments involved: Customs Department, Enforcement Dep.

q Project Plan, global (subject to minor changes, arising from detailed planning and progress)

Phases, milestones

 

Oct-Dec, 2003

 

Jan-Jun, 2004

 

Jul-Dec, 2004

Project kick-off

October 1

   

Strategic Planning, overall strategy 2004-

Oct 22 – Dec 19 SP 30.12.03

   

2007

Strategic Planning, sector strategies

 

Jan-Mar

 

31.03.04

Work out a long-term review programme for quality assurance (key performance indicators)

Nov-Dec

Jan-Mar

 

QAP 31.03.04

Study the Danish BPR – output, lessons, methodology

November

   

Project Plan

 

21.11.03

Review report

08.12.03

Readiness assessment for BPR, in-house preparation for BPR methodology and procedures (management training)

 

Jan - March

 

Propose model for BPR (Danish or other MS model)

 

Feb-March

 

Analysis of core processes & outputs + overall processes, process mapping (interlink with SP activities!)

 

Jan – March BPRAR 15.04.04

 

Introduction to Business Change Management (training)

 

May

 

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Phases, milestones

 

Oct-Dec, 2003

Jan-Jun, 2004

 

Jul-Dec, 2004

Carry out business change re-engineering analysis + apply BPR to selected Strategy outputs/elements

 

May-Jun

Jul-Aug

Parallel management training

 

May

August

Complete business process modelling and analysis

 

May-Jun

Jul-Aug

BPRRP 31.08.04

Elaboration of Business Change Management Plan, update aligned sectoral strategies and implementation plans

 

Mar – Jun BCMP 30.09.04

Jul-Aug

Work out implementation guidelines

   

Jul-Aug

Project Detailed Plan (workplan) The detailed project workplan & schedule will be attached and is subject to constant updating – based on progress and changes occurring. The detailed plan is drafted for 2 months period in advance and is revised every 2 weeks.

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Deliverables and Project Documentation

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Description

Type

Lang.

Refe-rence

Date

Project Quality Plan

TEMPO based

Engl

PQP

24.10.3

Project Plan

Word doc + Excel timesheet Word doc Word doc

Engl +

PP

07.11.3

Project Inception Report Strategic Plan 2004-2007 Sectoral Strategies:

Est

Engl.

PIR

21.11.3

30.12.3

Engl+Est

SP

 

Engl +

ECB Enforecement Strategy ECB Investigation Strategy ECB Foreign Trade Servicing Strategy and/or other strategies

Word doc

Est

ENFS

31.03.4

Word doc

INVS

31.03.4

Word doc

Engl+Est

TFS

31.03.4

Word doc

Engl.

Quality Assurance Programme BPR Analysis Report BPR Review Programme Business Change Manag.Plan Project Draft Final Report Project Final Report

Word doc

Engl+Est

Word doc

QAP

Word doc

Word doc

BPRAR

BPRRP

31.03.4

15.04.4

31.08.4

Word doc

BCMP

PDFR

30.09.4

 

PFR

12.11.4

21.12.4

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

q Organization and responsibilities

Any change of key personnel shall be subject to the Commission’s written agreement!

Project hierarchy

Person and job title

Functions & responsibility

Project Financing Endorser

Mr.John Kjaer, Head of EC Delegation in Estonia

Endorsement of the financing on behalf of the European Council

Project Contracting Authority

Government of Estonia through Ministry of Finance, Mr. Renaldo Mändmets , Programme Authorizing Officer (PAO); Veikko Vahar, Programme Officer (PO)

Signing of the contract on behalf of the Government of Estonia; Endorsement of Inception Report and Final Report.

Implemen-tingAgency

CFCU in the Estonian Ministry of Finance, Director Klas Klaas

Tendering, contracting, accounting, payments.

Project Steering Group

ECB: Rein Velling, Vello Valm, Priit Pastarus, Thea Tael, Ruth Paade, Ministry of Finance: Marek Uusküla CFCU: Ando Siitam, EU Delegation: Tuula Jutila + Contractor upon invitation.

Monitoring of project implementation and progress.

Project Owner

Aivar Rehe, Director General of ECB

Athorization of project activities, acceptance of output.

Project Director

Rein Velling, deputy Director General of ECB

Supervision of the concept implementation, project management structure, project monitoring.

Co-ordinator

Vaike Seppel, International Co-operation Division

Support to Project Director in project co- ordination and monitoring.

Project Manager

Avo Rõõmussaar, Adviser to Deputy Director General

Co-ordination of project implementation in ECB, contact person between different parties (Contractor, CFCU, EC)

Project Leader

Stig Löfberg, CEO Logistics Consulting Group

Project setup, planning, quality control, monitoring, change management, communication with experts and contractor

Contractor

TRASYS Consortium, Evangelos Evangelides

Project implementation, contracting of experts, reporting., payments to experts

Project Team

Avo Rõõmussaar (ECB), Tiina Tamm (ECB), Stig Löfberg (LCG), Eva Reintak (LCG)

Planning, organizing, communication and coordination of project activities. Acting as project running working group.

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Project hierarchy

Person and job title

Functions & responsibility

Key Experts

Brian Mearns – Customs Expert Niels Hansen – BPR (Strategic planning) Expert Michael Kulbickas – Customs Expert Alan Collard – Customs Expert LCG (Stig Löfberg, Sven Brunsted, Eva Reintak) – Strategic Planning (BPR) Expert

Specific expertise, BPR related input-output, strategic planning input-output. LCG - project management activities.

Link with other programmes and projects in ECB

 

Linked prog-rammes and projects

Danish Pre-accession Programme;

Introduction of the BPR concept and methodology, transfer of know-how and training;

Phare 2002(1): Integration of the ECB Information System with DG Taxud Computer Systems and Modernisation of Basic Customs Procedures;

Achieving inter-operability with EU systems (5 components, incl. current project)

Phare 2002(2): Reinforcement of the Administrative and Operational Capacity of ECB

Extensive training programme by Eurocustoms; Feasibility study and purchase of control and surveillance equipment.

5. Control of the Project Quality Plan and Quality Objectives

The PQP is worked out by the Team Leader and is delivered within 3 weeks from the project kick-off meeting. The PQP will be reviewed by the ECB (Project Manager and Team, Project Director), who will make their comments and suggestions. The Project Director and the Steering Committee will approve the final PQP. The quality objectives of the current project are: timeliness of main outputs (Strategic Plan, BCMP), feasibility of the plans and recommendations. Fulfilment of the quality objectives is achieved via active participation of the ECB representatives in all project activities (Project Team, workshops, etc).

6. Procedures and requirements

Information The information distribution network is described in Annex III “Communication List”. Documents The document references are made according to abbreviations stipulated in point 3 current PQP. Document delivery specifications are as follows:

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Language: english and/or Estonian Paper Size: A4 Text processing: Microsoft Word 6.0 for Windows Spreadsheet: Microsoft Excel Visual aid and presentation:

7. Risks

The risks in connection with the current project are much due to the broad scope of activities such as strategic planning and BPR as well as dependance of the success to the participation of the top management. The main risks anticipated are:

- recommendations made on the basis of BPR analysis can be unrealistic in terms of expenses, radicalism or political situation

- overthoroughness can lead to insignificant results (getting lost into minor issues)

- lack of coherence between BPR and SP can lead to adverse activities

- lack of top management involvement can lead to lack of or non-feasible vision, major alterations later as well as resistance + lack of implementation trigger

- proper change management and fall-back strategies are critical to success

- lack of teamwork can lead to chaotic and uncoordinated activities

- too broad an approach will lead to exhausting of organization and resources

8. Project Management

q Progress monitoring The project monitoring will be carried out by the ECB – the Project Manager will keep track of the proceedings and quality of day-to-day activities and the Project Director will be approving the reports. The Project Steering Committee will meet quarterly in Tallinn to monitor the overall implementation and progress of the project. Monitoring of the assistance under the project will be secured according to EC monitoring procedures. The Project Global Plan and Project Detailed Plan are frequently updated, being the responsibility of the Project Leader. Progress is measured by frequently checking work spent (based on timesheets) and work remaining, the Project Leader is following the details of every work assignment and its achievement. The Project Owner and the Project Director are kept informed about the progress through progress briefs, initiated by the Project Leader at regular

intervals or critical periods

with the Project Manager and includes progress info, info on changes and critical issues, suggestions.

The brief can be submitted in writing if so agreed

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

q

Progress Reports The Contractor will prepare the following reports for project monitoring purposes:

Inception Report (PIR) (project scope, project schedule, organization and methods); Quarterly Project Progress Reports (QPPR) (activities performed and to be performed; problems encountered and problem summary, work plan and risk analysis, sticking to milestones and project schedule, deviations and adjustments, report on resources, overview of deliverables, risks identified, action list, updated planning); Final Report (PFR) (summary of work done, results achieved, activities completed and not completed, matters requiring attention, recommendations for future). * Above reports will be in english and in 3 hard copies. The Project Leader will compile:

Timesheets ( 2-weeks period timesheets in a format agreed with ECB, indicating the days spent by each expert).

Approval:

All reports will have to be approved by ECB (Project Director). The Inception Report and Final Report will, after approval by ECB, have to be endorsed by PO, CFCU and PAO in the Ministry of Finance. Prior to that the reports will be discussed at the Steering Committee and comments inserted. The timesheets will be the basis of reckoning of work as complied by written acceptance from beneficiary institution, as indicated by the Project Director (Rein Velling) in writing on the relevant timesheet. Contacts for Inception Report and Final Report submission:

PO – Mr Veikko Vahar , Deputy Head of Financial and Administrative Division, Ministry of Finance, Suur-Ameerika 1, 15006, Tallinn, Estonia, veikko.vahar@fin.ee Tel +372 611 3569 CFCU – Mr Klas Klaas

Foreign Financing Department, Ministry of Finance PAO – Mr Renaldo Mändmets

Deputy Secretary General, Ministry of Finance

Copies of all reports will also be supplied to the Delegation of European Commission in Estonia for info and comments. Approval of the reports by the beneficiary is a pre-condition for payment for services rendered.

q

Progress Meetings Progress meetings can be held upon request from the Project Director. Quarterly progress meetings will be called by the Steering Committee.

q

Problem Handling A problem occurs when a part of the system fails to meet the requirements. Problems are reported on a Problem Report form and are submitted to the

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Project Manager (Avo Rõõmussaar) and Project Director (Rein Velling) – together with a proposed solution.

q Acceptance Procedure Timesheets – submitted to Rein Velling (via Avo Rõõmussaar?)in writing at the end of every week or following Monday, will be returned during 3 ??? working days with written acceptance indication on the timesheet. Quarterly Reports will be submitted within 3 working days of the end of the calendar month to the Project Manager and will be accepted (not accepted) within 1 week after submission. Inception Report will be submitted by November 21 to Project Manager and Project Director, after their approval to PO, CFCU and PAO in the Ministry of Finance. Final Report will be submitted by December 19, 2004 to Project Manager and Project Director, after their approval to PO, CFCU and PAO in the Ministry of Finance. Quarterly, Inception and Final Reports will be discussed at the Steering Committee; the Contractor will insert comments.

9. Change Management

Changes occur when requirements have changed. Changes are being described and requested via a Change Request form – stipulating the reason for, the justification and the scope of change required, the effect on project progress and results, the effect on project schedule and workplan and the request for authorizing the change. Change Request is submitted to PM Avo Rõõmussaar, Project Director Rein Velling, and Project Co-ordinator Vaike Seppel. The Change will have to be authorised by Project Director, Project Owner and Project Director.

10.

Appendices

I Strategic Planning Schedule and Project Workplan II Project Communication List

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Schedule for finalization of Strategic Plan

Week

 

Activity

   

Responsible

Week 42

Initial scheduling of SP activities

 

ECB, LCG

Week 43

Internal mind-mapping (background for SP challenging the vision, mandate, goals)

October 23

SP group*

Week 43

Planning session – adjustment + discussion

October 22

SP group

Week 43

Exchange of information already prepared

All days

SP group

Week 43

PQP discussion

October 23

SP group

Week 44

Interviews with owners (regarding vision, mission, mandate, core strategic areas)

Oct 28:

Lcg+**

08.30

– 11.00 separate meetings

*

LCG will forward the

DG of ECB + MinFin

with Aivar Rehe, Marek Helm, Rein

questions to be answered/discussed in

 

Velling * (â 20 min)

16.00

– 17.00 MinFin + Tax Board

writing to Avo + LCG will communicate to DG the critical points where his attendance/input is required

Week 44

Round-table discussion with ECB: input to the vision, what should be achieved, experience and lessons from the previous Strategic Plan

Oct 28:

SP Group + ECB

12.00

– 15.00

ECB: Rein Velling, Marek Helm, Anneli Kimmel, Vello Valm, Priit Pastarus, Ruth Paade, Thea Tael

Assessment of inter-link and coherence with National Strategy and other relevant strategies/documents

Discussion and assessment of link to and influence from “merger” activities (Customs/Tax Board)

Week 44

Customs Council meeting : Avo will make

October 30 Heads of Customs Houses + ECB Department heads, Eva will be “listening” if accepted

*

LCG will prepare

a

presentation on SP*

visual material for AR (

 

what do we want to achieve, clear message as to ECB role, has to be linked to merger issue)

Week 44

Adjustment of schedule and work-plan

Ad hoc as required, Oct 29?

SP group

Week 44-45

Dialogue on SP skeleton and main items

October 29??

SP group

Week 44-45

Initial discussions on Key Performance Indicators and Benchmarks to be incorporated in SP for performance and quality assessment

November 4

SP Group

09.00

-

Week 44-45

Materials up on Intranet for internal discussion and idea-generation

   

Weeks 44-48

Interviews

Selective representative entities only due to time limit

 

-

Inside customs

q

Clients

 

-

Other relevant parties (to be identified and

discussed)

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Week

Activity

 

Responsible

Week 44-46

Preparation of interview and discussion material

 

SP group

Week 46

Management brief (status ): DG + deputies

November 10 10.30 after the House meeting ca 20-30 minutes >>>> alternatively LCG can do it in writing

SP group

Week 47-48

Workshops on “what do we want to achieve – where do we want to be – and what is the importance of your role in and after this process” “The importance of effective customs work in a competitive World ”The winners take it all”. Input from LCG to world competitiveness development, competition situation, etc. Input from LCG to the background of SP – experience from old, purpose of new one etc.

Full day sessions (10-12 13-16) in all Customs Houses. Nov 18-20 + Nov 25-27 One week: Narva, Võru, Tartu – ECB bus + stay-over in regions; Second week: the rest

SP group or LCG+

Week 49

Preparation of report with results and recommendations from interviews, workshops and discussions. KPI’s and benchmarks material

Compilation of information, check of information, Internal work group (extended group) Meeting discussing the results

SP group

Week 49-50

Draft SP, working version

 

SP group

Week 49-50

Discussion of SP draft, KPI and benchmarks (ECB)

Meeting with relevant ECB entities to present the basis concept

SP group

Week 49, 50

Incorporation of comments, suggestions

 

SP group

Week 49, 50

Brain- storming in order to assess and check the relevance, link and coherence

 

SPB group

Up to week 50

Preparation of Draft Strategic Plan 2

Estonian language

SP group

End 49- Beg 50

Submission of Draft 2 to language experts for corrections and editing

   

Week 51

Presentation of revised Draft Strategic Plan

All major stakeholders

SP group + ECB

Week 51

Incorporation of suggestions and changes, running editing & revision

 

SP group

Week 51

Finalization of Strategic Plan

Estonian

SP group

Week 51

Delivery of Final Strategic Plan

Final Strategic Plan in Estonian

ECB

Dec 19

*) ECB project team and LCG team **) LCG and representative from the ECB project team

q

The draft schedule will be corrected according to SP work already done

q

Schedule is subject to change if the “merger” activities must be incorporated

q

Detailed KPI and Benchmark activities can be postponed till beginning of 2004 if it is accepted that the Strategic Plan delivery Week 1 will comprise the overall SP only (wording)

q

Action plan and other supporting plans will be worked beginning of 2004

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

PROJECT COMMUNICATION LIST

ECB (Estonian Customs Board)

Avo Rõõmussaar

Project Manager avo.roomussaar@customs.ee tel +372 696 7791, fax +372 696 7733 General communication, appointments, organizational matters, arrangements, info, requests for materials, planning, schedules + cc all other info in connection with the project will be communicated to Avo Rõõmussaar

Project Support Group

Tiina Tamm

Head of Planning Division tiina.tamm@customs.ee tel +3726967710 In absence of Avo Rõõmussaar - General communication, appointments, organizational matters, arrangements, info, requests for materials, planning, schedules + cc all other info in connection with the project .

Merilin Hera

Planning Division merilin.hera@customs.ee

Kaire Palm

Planning Division kaire.palm@customs.ee

Vaike Seppel

Co-ordination & support vaike.seppel@customs.ee tel +372 696 7714, fax +372 696 7748, GSM +372 5093101 All info regarding overall project organizational matters, changes, requirements, schedule and changes to it, coordination with other international projects, etc. has to be sent cc:

Vaike Seppel

PROJECT

Stig Löfberg

Project Leader lofberg@lcg.dk tel. +45 33321699, fax +45 33321599 Info on project organizational matters, changes, meetings, plans & schedules, reports, important materials, requirements etc will be communicated to Stig Löfberg (cc Eva Reintak)

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”

Eva Reintak

Project Management, Project Support eva@lcg.ee tel +372 6110970, GSM +372 5068437, fax +372 6110971 All project related info has to be sent cc: Eva Reintak, all info existing only in Estonian to solely Eva Reintak

Sven Brunsted

Business Process Re-engineering, Total Quality Management brunsted@lcg.dk tel +45 33321699, fax +45 33321599 Info re quality management, BPR and training has to be sent to Sven Brunsted (cc Eva Reintak, cc Stig Löfberg)

Niels Hansen

Strategic Planning

NGHTK@TU04.CCTA.DK

Tel +45 32887503 All info in connection with issues regarding Strategic Planning, schedules in that context, meetings, reports, materials, etc in this context has to be sent to Neils Hansen (cc Eva Reintak, cc Stig Löfberg)

Brian Mearns

Customs Expert bmearns@charleskendall.com tel +44 (0)20 7591 4973, GSM 07712 191 058, fax +44 (0)20 75841393

Michael Kulbickas

Customs Expert michael.kulbickas@trasys.be Tel +32 27739023

Alan Collard

Customs Expert All info in relation to specific Customs issues, strategies in EU Customs context, docs and materials in relation to Customs strategies, operations, etc has to be sent to Brian Mearns, Michael Kulbickas, Alan Collard (cc Eva Reintak, cc Stig Löfberg)

PHARE 2002/000.266.02.01, Activity 2, deliverable “Project Quality Plan”