REQUIREMENTS MANAGEMENT PLAN Purpose This document defines the systematic approach by which Corwin Corporation manages requirements when undertaking a new project. The requirements management system establishes the guidelines for creating requirements documents, setting requirements attributes, and managing traceability of the requirements. This document also details the process by which requirements can be changed during the project, ensuring agreement between internal teams and customers. This document uses established Corwin Corporation standard work to define the Requirements Management Plan for use in the Peters Company project. Requirements Requirements Planning Initial requirements for the Peters Project were obtained through a series of phone call interactions between Gene Frimel, Vice-President of Engineering at Corwin Corporation and Frank Delia, Vice-President of Marketing at the Peters Company. The detailed requirements were provided in the Statement of Work sent by Peters. Further requirements, including an initial engineering test matrix, were included in the proposal returned by Corwin. At a minimum, the remainder of the test matrix is an outstanding requirement that will be completed later, following the procedures laid out in this document. Other requirements may also arise that will be added as well. Requirements Tracking Because this is a research project with a short turnaround time, it is anticipated that changes will be made rapidly, including changes to the requirements. For this reason, it is imperative that the requirements, and changes thereto, be tracked carefully. To ensure all members of the team are aware of the changing requirements, all must be documented in writing. It is anticipated that most of the requirements will be defined by the Statement of Work, but additional requirements or further detail of the initial requirements must be captured in a Coordination Memo or notes from a Requirement Change Review. Corwin Corporation will vault these documents to its Product Lifecycle Management (PLM) software with the appropriate revision letter. Changes or revisions to the requirements documents must follow the change process, detailed below. Following an approved change, the Statement of Work will be updated, and the Revision rolled to the next number. Requirements Reporting As part of this project, Corwin Corporation and Peters Company will hold weekly meetings, wherein Status Reports will be provided that cover any significant changes made to the requirements. Since this is a fast-paced project and Peters will have an on-site representative, it is recognized that requirements may change more rapidly than on a weekly basis. However, it is the Corwin project manager’s responsibility to document any changes and formally report them out in the weekly status reports. These will be submitted to Corwin and Peters management, so the project progress can be monitored. Configuration Management Change Initiation A.

1. REQUIREMENTS MANAGEMENT PLAN
Purpose
This document defines the systematic approach by which
Corwin Corporation manages requirements when undertaking a
new project. The requirements management system establishes
the guidelines for creating requirements documents, setting
requirements attributes, and managing traceability of the
requirements. This document also details the process by which
requirements can be changed during the project, ensuring
agreement between internal teams and customers. This
document uses established Corwin Corporation standard work to
define the Requirements Management Plan for use in the Peters
Company project.
Requirements
Requirements Planning
Initial requirements for the Peters Project were obtained
through a series of phone call interactions between Gene
Frimel, Vice-President of Engineering at Corwin Corporation
and Frank Delia, Vice-President of Marketing at the Peters
Company. The detailed requirements were provided in the
Statement of Work sent by Peters. Further requirements,
including an initial engineering test matrix, were included in the
proposal returned by Corwin. At a minimum, the remainder of
the test matrix is an outstanding requirement that will be
completed later, following the procedures laid out in this
document. Other requirements may also arise that will be added
as well.
Requirements Tracking
Because this is a research project with a short turnaround time,
it is anticipated that changes will be made rapidly, including
changes to the requirements. For this reason, it is imperative
that the requirements, and changes thereto, be tracked carefully.
To ensure all members of the team are aware of the changing

2. requirements, all must be documented in writing. It is
anticipated that most of the requirements will be defined by the
Statement of Work, but additional requirements or further detail
of the initial requirements must be captured in a Coordination
Memo or notes from a Requirement Change Review. Corwin
Corporation will vault these documents to its Product Lifecycle
Management (PLM) software with the appropriate revision
letter. Changes or revisions to the requirements documents must
follow the change process, detailed below. Following an
approved change, the Statement of Work will be updated, and
the Revision rolled to the next number.
Requirements Reporting
As part of this project, Corwin Corporation and Peters Company
will hold weekly meetings, wherein Status Reports will be
provided that cover any significant changes made to the
requirements. Since this is a fast-paced project and Peters will
have an on-site representative, it is recognized that
requirements may change more rapidly than on a weekly basis.
However, it is the Corwin project manager’s responsibility to
document any changes and formally report them out in the
weekly status reports. These will be submitted to Corwin and
Peters management, so the project progress can be monitored.
Configuration Management
Change Initiation
After the Statement of Work and the Project Plan have been
approved by both companies and vaulted to be stored in the
PLM, any changes to the requirements must follow the change
management process (see Figure 1). As mentioned above, the
change request must be documented in a Coordination Memo to
ensure traceability of the change.

3. Receive Change Request
Baseline Scope
Review Change Request
Assess Impact
Determine Decision
Update Documentation
Change Impact Analysis
The proposed change must be reviewed by the Corwin and
Peters project managers/on-site representative, as well as a
member of Corwin Corporation management. The assessment of
the impact of the change must be provided, and consider the
following factors:
· Technical impact on product formulation, material
specifications, bills of materials, technical documents, design
documents, project documents
· Technical work to be done by engineers
· Documentation to be updated
· Meetings to be conducted
· Impacts on the project schedule and other impacted tasks
· Impact on the project budget
· Quality management work to ensure change is documented and
approved
· Cost of assessing the change request
Change Authorization Levels
As stated above, the review team must include representatives
from both Corwin and Peters, as well as a member of Corwin
Corporation management. Technical changes should include Dr.
Royce, the VP of Engineering, while programmatic or financial
changes should include Gene Frimel, the VP of Marketing. The
review team must agree to change the requirements; otherwise
the requirements revert to those previously established, through
Statement of Work and/or other agreed-upon changes.

4. Requirements Traceability
Given the relatively high likelihood that requirements may
change, the following plan will be implemented to ensure
traceability of the changes. These procedures will vary slightly
depending on the type of item being changed.
Documents, primarily specifications, will have a revision letter
on the title page of each document. The main storage location
for specifications and other project documents will be within
the Corwin Corporation PLM system. This system has the
ability to vault and store current and former versions of each
document, so a revision history will be available following the
changes.
This project also incorporates physical items, such as test
specimens and rubber formulations. These will also require
traceability. This will be done through the use of unique part
numbersfor each formula/sample. The samples themselves will
be kept in locked storage cabinets in the laboratory so the
unique formula for each can be maintained.
The project manager shall have control over revising all
documents. Engineering staff will maintain the samples in the
engineering lab.
Requirements Prioritization Process
If a product formulation cannot be found to meet all the
requirements, it may be necessary to select a product that meets
only some. In anticipation of this scenario, all requirements
shall be prioritized based on the following model:
· Must Have – means failure to implement the requirement will
result in the failure of the entire project.
· Should Have – important requirements, but failure to
implement the requirement does not automatically imply failure
of the project.
· Nice to Have – A desirable but not extremely important
requirement
Prioritization of the requirements will be done in a collaborative
manner between Corwin and Peters. It is anticipated this will be

5. done in the form of an event at Corwin Corporation. The project
teams from Corwin and Peters, as well as the appropriate
members of management, shall work through the requirements
and prioritize them together. At the end of this event, all
requirements will be prioritized; changes to priority level must
go through the requirement change procedure outlined above.
Product Metrics
A significant risk in undertaking a project such as this with
incomplete requirements is the possibility of getting into an
infinite loop of design iterations. If the requirements are
changed during the design process, all the progress toward the
initial requirements will be wasted. With the project set up to a
fixed budget, Corwin Corporation is particularly sensitive to
this occurring. Therefore, the metrics to be used will be a
combination of technical metrics to the rubber formulation, and
project metrics to ensure progress toward a defined set of
requirements. These shall include the following:
· Temperature Range (degrees C
· Hardness (Shore A)
· Max Compression Set (%)
· Min Tear Resistance (kg/cm)
· Min Tensile Strength (MPa)
· Color
These are the categories for the high-level requirements for the
product. Tracking progress toward the desired ranges allows
Corwin to understand how close they are to an acceptable
formulation. Other metrics will include:
· Test iterations (25 allotted in Statement of Work)
· Labor hours invested in project (impacts budget)
· Progress to Milestones A, B, C vs schedule
· Estimated material production cost for current formulation
· Estimated production yield – failures per million parts
These metrics will track any instances of scope creep in test

6. iterations, budget or schedule. Additionally, these metrics are
forward-looking to the anticipated 5-year production run with
the Peters Company to ensure long-term profitability of the
design. Not only must the current project remain on schedule
and under budget, but the eventual production run must be
anticipated to be profitable or the research program was
unsuccessful.