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

q 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

q 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
q 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)

q 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 Management

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.

q 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
months 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) >>

Stig Löfberg (months 1- swapped to Strategic Planning Expert
lofberg@lcg.dk 15) Project Management
tel +45 33321699 Stig Löfberg – Project Leader
fax +45 33321599
Eva Reintak Deliverables:
eva@lcg.ee Project Quality Plan – Week 43
Tel +372 6110970, +372 5068437, Project Plan – Week 46
fax +372 6110971 Strategic Plan 2004-2007 – Dec.30, 2003
Sven Brunsted Sector Strategies updated – 31.03.04
Brunsted@lcg.dk Quality Assurance Programme – 31.03.04
Tel +45 33321699, fax +45 33321599

TRASYS Consortium The Contractor

Evangelos Evangelides Deliverables:
Tel +32(0)27738775 Project Inception Report – week 47
eve@trasys.be Quarterly Project Progress Reports
Draft Final Report – week 46, 2004
Final Report – week 52, 2004
Brian Mearns 22 md Customs Expert
(involved Input to Sector strategies – Week 49, 50, 2003 +
months 3 Week 1,2, 2004
and 7
Niels Hansen 110 md (Strategic Planning Expert) >> swopped to BPR
Tel +45 32887503 (involved Expert
NGHTK@TU04.CCTA.DK months 2- Deliverables:
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
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
6967710
Merilin Hera
merilin.hera@customs.ee
Kaire Palm
kaire.palm@customs.ee
Mandays Tasks and deadlines
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
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
2007 SP 30.12.03
Strategic Planning, sector strategies Jan-Mar
31.03.04
Work out a long-term review programme Nov-Dec Jan-Mar
for quality assurance (key performance QAP 31.03.04
indicators)
Study the Danish BPR – output, lessons, November
methodology Project Plan
21.11.03
Review report
08.12.03
Readiness assessment for BPR, in-house
preparation for BPR methodology and Jan - March
procedures (management training)
Propose model for BPR (Danish or other Feb-March
MS model)
Analysis of core processes & outputs + Jan – March
overall processes, process mapping BPRAR 15.04.04
(interlink with SP activities!)
Introduction to Business Change May
Management (training)

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 May-Jun Jul-Aug
analysis + apply BPR to selected Strategy
outputs/elements
Parallel management training May August
Complete business process modelling and May-Jun Jul-Aug
analysis BPRRP 31.08.04
Elaboration of Business Change Mar – Jun Jul-Aug
Management Plan, update aligned sectoral BCMP 30.09.04
strategies and implementation plans
Work out implementation guidelines Jul-Aug

q 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.

q Deliverables and Project Documentation

Description Type Lang. Refe-rence Date

Project Quality Plan TEMPO based Engl PQP 24.10.3

Project Plan Word doc + Excel Engl + PP 07.11.3

timesheet Est
21.11.3
Project Inception Report Word doc Engl. PIR 30.12.3
Strategic Plan 2004-2007 Word doc Engl+Est SP
Sectoral Strategies: Engl +
ECB Enforecement Strategy Word doc Est ENFS 31.03.4
ECB Investigation Strategy Word doc INVS 31.03.4
ECB Foreign Trade Servicing Strategy Word doc Engl+Est TFS 31.03.4
.. and/or other strategies
Word doc Engl.
Quality Assurance Programme Word doc Engl+Est
BPR Analysis Report Word doc QAP
31.03.4
BPR Review Programme Word doc BPRAR 15.04.4
Business Change Manag.Plan Word doc BPRRP 31.08.4
Project Draft Final Report Word doc BCMP
Project Final Report 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 Endorsement of the financing on behalf of the
Delegation in Estonia European Council
Project Contracting Government of Estonia Signing of the contract on behalf of the
Authority through Ministry of Finance, Government of Estonia;
Mr. Renaldo Mändmets , Endorsement of Inception Report and Final
Programme Authorizing Report.
Officer (PAO);
Veikko Vahar, Programme
Officer (PO)
Implemen-tingAgency CFCU in the Estonian Tendering, contracting, accounting, payments.
Ministry of Finance, Director
Klas Klaas
Project Steering Group ECB: Rein Velling, Vello Monitoring of project implementation and
Valm, Priit Pastarus, Thea progress.
Tael, Ruth Paade,
Ministry of Finance: Marek
Uusküla
CFCU: Ando Siitam,
EU Delegation: Tuula Jutila
+ Contractor upon invitation.
Project Owner Aivar Rehe, Director General Athorization of project activities, acceptance
of ECB of output.
Project Director Rein Velling, deputy Supervision of the concept implementation,
Director General of ECB project management structure, project
monitoring.
Co-ordinator Vaike Seppel, International Support to Project Director in project co-
Co-operation Division ordination and monitoring.
Project Manager Avo Rõõmussaar, Adviser to Co-ordination of project implementation in
Deputy Director General ECB, contact person between different parties
(Contractor, CFCU, EC)
Project Leader Stig Löfberg, CEO Logistics Project setup, planning, quality control,
Consulting Group monitoring, change management,
communication with experts and contractor
Contractor TRASYS Consortium, Project implementation, contracting of
Evangelos Evangelides experts, reporting., payments to experts

Project Team Avo Rõõmussaar (ECB), Planning, organizing, communication and

Tiina Tamm (ECB), coordination of project activities. Acting as
Stig Löfberg (LCG), project running working group.
Eva Reintak (LCG)

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 Specific expertise, BPR related input-output,
Expert strategic planning input-output.
Niels Hansen – BPR LCG - project management activities.
(Strategic planning) Expert
Michael Kulbickas – Customs
Expert
Alan Collard – Customs
Expert
LCG (Stig Löfberg, Sven
Brunsted, Eva Reintak) –
Strategic Planning (BPR)
Expert
Link with other programmes and projects in ECB
Linked prog-rammes and Danish Pre-accession Introduction of the BPR concept and
projects Programme; methodology, transfer of know-how and
training;
Phare 2002(1): Integration of
the ECB Information System Achieving inter-operability with EU systems
with DG Taxud Computer (5 components, incl. current project)
Systems and Modernisation of
Basic Customs Procedures;

Phare 2002(2): Reinforcement Extensive training programme by

of the Administrative and Eurocustoms;
Operational Capacity of ECB 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.. The brief can be submitted in writing if so agreed
with the Project Manager and includes progress info, info on changes and
critical issues, suggestions.

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,October 23 SP group*
challenging the vision, mandate, goals)
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, Oct 28: Lcg+**
mission, mandate, core strategic areas) 08.30 – 11.00 separate meetings * LCG will forward the
– DG of ECB + MinFin with Aivar Rehe, Marek Helm, Rein questions to be
Velling * (â 20 min) answered/discussed in
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 Oct 28: SP Group + ECB
the vision, what should be achieved, 12.00 – 15.00
experience and lessons from the previous ECB: Rein Velling, Marek Helm,
Strategic Plan 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 * LCG will prepare
a presentation on SP* Heads of Customs Houses + ECB visual material for AR (
Department heads, Eva will be what do we want to
“listening” if accepted 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 November 4 SP Group

Indicators and Benchmarks to be 09.00 -
incorporated in SP for performance and
quality assessment
Week 44-45 Materials up on Intranet for internal
discussion and idea-generation
Weeks 44-48 Interviews Selective representative entities only
- Inside customs due to time limit
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 SP group
material
Week 46 Management brief (status ): DG + deputies November 10 SP group
10.30 after the House meeting
ca 20-30 minutes >>>> alternatively
LCG can do it in writing
Week 47-48 Workshops on “what do we want to Full day sessions (10-12 13-16) in SP group or LCG+
achieve – where do we want to be – and all Customs Houses.
what is the importance of your role in and Nov 18-20 + Nov 25-27
after this process” One week: Narva, Võru, Tartu –
“The importance of effective customs work ECB bus + stay-over in regions;
in a competitive World ”The winners take Second week: the rest
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.
Week 49 Preparation of report with results and Compilation of information, check SP group
recommendations from interviews, of information,
workshops and discussions. Internal work group (extended
KPI’s and benchmarks material group)
Meeting discussing the results
Week 49-50 Draft SP, working version SP group
Week 49-50 Discussion of SP draft, KPI and Meeting with relevant ECB entities SP group
benchmarks (ECB) to present the basis concept
Week 49, 50 Incorporation of comments, suggestions SP group
Week 49, 50 Brain- storming in order to assess and SPB group
check the relevance, link and coherence
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, SP group
running editing & revision
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”