Project Management process – My Assignment Tutor

Wentworth Institute of TechnologyManage Your Health, Inc.Case StudyAuthor: Dejan Petrovic Date: October 3, 20072Manage Your Health, Inc. MYH Inc.Table of ContentsIntroduction 3Chapter 3 Project categories 5 Project Management process 6Chapter 4 Summary of four projects 9 Weighted Scoring Model 13 Business case 15 Project charter 18 Stakeholders analysis 19Chapter 5 Scope Statement 21 Work Breakdown Structure (WBS) 23 Work Breakdown Structure – Gantt chart 24 Scope verification and change control 25Chapter 6 Work Breakdown Structure – new activities 28 Project milestones 29 Updated WBS Gantt chart and Network Diagram 30 Resource assignment 32Chapter 7 Project cost estimate 36 Project cost baseline 37 Project earn value chart after 3 months 38Chapter 8 Quality standards 40 Progress measurement 41 Analysis of survey information – Pareto Diagram 42Chapter 9 Responsibility assignment matrix and RACI chart 44 Resource histogram 46 Issue log: Working effectively with users during testing 47Chapter 10 Communication plan 49 Issue log 50 Weekly status report 51 Conflict management 52Chapter 11 Risk register 54 Probability/impact matrix 56 Response strategy 59Key terms 603Manage Your Health, Inc. MYH Inc.IntroductionManage Your Health, Inc. (MYH) is a Fortune 500 company that provides a variety of health care services across theglobe. MYH has more than 20,000 full-time employees and more than 5,000 part-time employees. Before decidingwhich projects to pursue, MYH wants to develop a methodology for managing all information technology projects.Management has decided to develop an approach where suggested project management outputs will be similarbased on the size of the project.Furthermore, MYH management updated its strategic plan, and key goals include reducing internal costs, increasingcross-selling of products, and exploiting new Web-based technologies to help employees, customers, and supplierswork together to improve the development and delivery of its health care products and services.This document serves to show the work completed by Dejan Petrovic (alias Tony Prince) on the selection andmanaging one of the proposed projects, which will satisfy the most of the company’s needs defined by the newmethodology and strategic plan.4Manage Your Health, Inc. MYH Inc.CHAPTER 35Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project categoriesDate: Thursday, September 20, 2007After reviewing information technology projects completed in the past few years, I noticed that MYH, Inc. has alarge volume of projects with varying schedules, budgets and complexities. In order to determine the projectmanagement methodology that future projects should follow, I focused on five basic characteristics of everyproject:1. Project implementation (Is the project add-on to the existing system or separate system?)2. Time frame (Can the project be implemented within a period of 1 year or more?)3. Costs (What is the budget for a project?)4. Project’s goal (Does the project satisfies the key goals of strategic plan?)5. Technology (What kind of technology is included in the project?)Taking in consideration these five characteristics, I categorized Information technology projects to three majorgroups:1. Very business driven (solving a problem, choosing an opportunity or executing a prime directive frommanagement)2. Time based (2 years)3. Priority/value (low, medium, high)However, I believe the Business Driven categorization is the best one, since it will allow us to best prioritize projects,and make the right choices in project selection. 6Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project Management processDate: Tuesday, September 25, 2007Project management has 5 stages:– Initiation– Planning– Executing– Monitoring and Controlling– ClosingInitiating processes include and authorizing a project or project phase. To initiate a project or just a concept phaseof a project, management must define the business need for the project. We also need a project sponsor and aproject manager. Initiating phase takes place during each phase of a project. An organization should putconsiderable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons.An organization may initiate information technology projects for several reasons, but the most important one is tosupport business objectives.After reviewing the important guidelines Manage Your Health, Inc. (MYH) should include in its project managementmethodology, I believe main outputs of project initiation should be:– Project Manager assignment– Business Case completed– Project charter completed and signed– Key stakeholders identifiedProject manager has already been assigned (Tony Prince).Business case needs to contain the following information: Introduction Business Objective Current situation and problem/opportunitystatement Critical assumptions and constraints Analysis of options and recommendation Preliminary project requirements Budget estimate and financial analysis Schedule estimate Potential risks ExhibitsProject charter needs to contain: Project Title Start and Finish dates Budget information Project Manager information Project Objectives Approach description Roles and responsibilities Comments (if any)7Manage Your Health, Inc. MYH Inc.Planning processes include devising and maintaining a workable scheme to ensure that the project addresses theorganization’s needs. There normally is no single “project plan”, but several plans such as the scope managementplan, procurement management plan schedule management plan. To account for changing conditions on theproject and in the organization, project teams often revise project plans during each phase of the project life cycle.Plans must be realistic and useful, so people knowledgeable with the work need to plan the work.After reviewing planning process through all of the knowledge areas and MYH guidelines, I chose the followingoutputs for project planning:– A project scope statement– A work breakdown structure (WBS)– Milestones list– Project schedule network diagram– Resource assignments– Activity cost estimates– Cost baseline– Project funding requirements– Quality Requirements– Quality metrics (measurement)– Roles and responsibility matrix– Project organization charts– Communications management plan– Risk register– Probability/impact matrix– Proposal scoringExecuting processes include coordinating people and other resources to carry out the project plans and producethe product, service, or a result of the project or phase. They also include work required to introduce any newhardware, software, and procedures into normal operations. The products of the project are produced duringproject execution and it usually takes the most resources to accomplish this process.The most common output in project execution is a Milestone report.Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that theproject team meets the project objectives. The project manager and staff monitor and measure progress against theplans and take corrective action when necessary. A common monitoring and controlling process is performancereporting, where project stakeholders can identify any necessary changes that may be required to keep the projecton track. Some of the common reports for this stage are:– Issue log– Weekly status report– Conflict managementClosing processes include formalizing acceptance of the project or project phase and ending it efficiently.Administrative activities are often involved in this process group, such as archiving project files, closing outcontracts, documented lessons learned, and receiving formal acceptance of the delivered work as part of the phaseor project. Having all that in mind some of the outputs MYH should use are:– Final product, service or result– Closed contracts8Manage Your Health, Inc. MYH Inc.CHAPTER 49Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Summary of four projectsDate: Monday, October 1, 2007 Project 1Recreation and Wellness Intranet ProjectProject goal descriptionAllow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling,jogging, walking, and other sports.Allow employees to register for company-sponsored classes and programs to help them manage their weight,reduce stress, stop smoking, and manage other health-related issues.Track data on employee involvement in these recreational and health-management programs.Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winningsports team competition, etc.)Business strategy complianceThis project should contribute to reducing internal costs of the company, as one of the strategic key goals.MYH, Inc. pays 20% more that industry average for employer health care premiums.This add-on to the existing Intranet will help employees improve their health and at the same time, lead to lowerhealth insurance premiums.BenefitsNet savings of at least $30/employee/year for full-time employees over the next four years.Total financial benefit for 20,000 full-time employees, with $30 saving per employee per year, for 4 years is$2,400,000.Help improve health of our employees. 10Manage Your Health, Inc. MYH Inc. Project 2Health Coverage Costs Business ModelProject goal descriptionDevelop an application to track employee health care expenses and company health care costs.Application an add-on to the current Intranet and must be secure.Application should allow several managers and analysts to access and download selective data for further analysis.The new application must be compatible with an existing system, so it can import data about employee expensessubmitted to the company and the company’s costs to the insurance provider.Business strategy complianceThis project should contribute to reducing internal costs of the company, as one of the strategic key goals.This add-on to the existing Intranet will help employees improve their health and at the same time will lead tolower health insurance premiums.BenefitsNet savings of about $20/employee/year for full-time employees over the next four years.Total financial benefit for 20,000 full-time employees, with $20 saving per employee per year, for 4 years is$1,600,000, minus costs of application development $100.000.Estimated savings $1,500.000.It will help revise polices concerning employee contributions to health care premiums and help us negotiate forlower premiums with insurance companies. 11Manage Your Health, Inc. MYH Inc. Project 3Cross Selling SystemProject goal descriptionDevelop an application that would improve cross-selling to current customers.Business strategy complianceThis project should contribute to increasing cross-selling of products.BenefitsIncrease of profit for $1,000,000 each year in next three years.Costs of development and maintenance would be around $800,000 each yearTotal earnings would increase for $200,000.It will contribute to better cross-selling performance of our sales representatives. 12Manage Your Health, Inc. MYH Inc. Project 4Web-Enhanced Communication SystemProject goal descriptionShould enable customers and suppliers to provide suggestions, enter orders, view status and history of orders, anduse e-commerce capabilities to purchase and sell their products.Business strategy complianceThis project should allow Web-based communication between employees, customers, and suppliers in order toimprove development and delivery of health care products and services.BenefitsThis system should save about $2,000,000 each year for three years after implementation. It will take one year tocomplete, $3,000,000 to develop and about 20% of development costs ($600,000) each year to maintain. 13Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Weighted Scoring ModelDate: Tuesday, October 2, 2007MYH recently updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling ofproducts, and exploiting new Web-based technologies to help employees, customers, and suppliers work togetherto improve development and delivery of its health care products and service. From four projects in the table, Ineeded to select one that would be the best for the company. CriteriaWeightRecreation andWellness IntranetProjectHealthCoverage CostsBusiness ModelCrossSellingSystemWeb-EnhancedCommunicationSystem1. Satisfies business objective35%252525252. Provides positive NPV30%1007025503. Can be implemented in 1 year or less15%100100301004. ROI within 3 years20%80100025Weighted Project Scores100%69.7564.7520.7543.75 0 10 20 30 40 50 60 70 80Recreation andWellnessIntranet ProjectHealth CoverageCosts BusinessModelCross SellingSystemWeb-EnhancedCommunicationSystemWeighted Score by Project14Manage Your Health, Inc. MYH Inc.In order to select the most appropriate project, I used a Weighted Scoring Model. Weighted Scoring Model is a toolthat provides a systematic process for selecting projects based on many criteria. In this case, I used four criteria inselection of a process:1. To what degree project satisfies business objectives?2. How big is the Net Present Value (NPV) of the project?3. Can project be implemented in one year or less?4. How big is the Return of Investment (ROI) within three years?Since, all four projects cover one instance out of four business objectives, covered in new strategic plan, all projectsreceived 25 points under the 1st criterion.Project 1 has the highest NPV and was graded with 100 points. Right after comes Project 2, followed by Project 4and at the end Project 3.All projects except Project 3 can be implemented in a year or less. Project 3 extends through a period of three years.After the comparison of ROI within three years for all four projects, it appears that Project 2 (Health Coverage CostsBusiness Model) has the biggest ROI. Therefore this project got 100 points in this section. A little bit smaller ROI hasProject 1 (Recreation and Wellness Intranet Project), so I graded it with 80 points. On the third place, with 25 pointsis Project 4 (Web-Enhanced Communication System). The only project with a negative ROI is Project 3 (Cross SellingSystem) that got 0 points under this criterion. This project provides no financial benefits to the company.After taking all of the results in all four criteria, the project with the most points (69.75) is Recreation and WellnessIntranet Project.15Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Business caseDate: Tuesday, October 2, 20071.0 Introduction/ BackgroundManage Your Health’s (MYH) core business goal is to provide a variety of health care services across the globe.MYH’s management believes that company can reduce internal costs and increase business by developingRecreation and Wellness Intranet Project.2.0 Business ObjectiveMYH’s strategic goals include reduction of internal costs, increasing cross-selling of products, and exploiting newWeb-based technologies to help employees, customers, and suppliers work together to improve development anddelivery of its health care products and service. The Recreation and Wellness Intranet Project will allow employeesto register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, andother sports. It will also enable employees to register for company-sponsored classes and programs to help themmanage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this newapplication, management will be able to track data on employee involvement in these recreational and healthmanagement programs, as well as offer incentives for people to join the programs and do well in them (e.g.incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decreaseinternal costs for the company.3.0 Current Situation and Problem/Opportunity StatementMYH already has an Intranet that is connected to the systems that track employee expenses submitted to thecompany and the company’s costs to the insurance providers. MYH, Inc pays 20% more than the industry averagefor employee health care premiums, primarily to poor health of its employees. There is an opportunity to providean application that will help employees improve their health within one year of its rollout, so that the company cannegotiate lower health insurance premiums.4.0 Critical Assumption and ConstraintsThe proposed application must be a valuable asset to MYH. Employees must actively support the project, and itmust pay for itself in one year after it is implemented, by reducing internal costs and improving health of theemployees. The Project Manager must lead the effort and the project team must include employee representatives,as well as consultants that would lead the company-sponsored recreational activities, health-management classesand programs. The new system must be compatible with the existing Intranet system and should be completed insix-month period and should not exceed the budget of $200,000.16Manage Your Health, Inc. MYH Inc.5.0 Analysis of Options and RecommendationThere are three options for addressing this opportunity:1. Do nothing. Business is doing well, and we can continue without reducing costs.2. Purchase access to specialized software to support this new capability with little in-house development.3. Design and implement the new intranet capabilities in-house using mostly existing hardware and software.Based on discussions with stakeholders, we believe that option 3 is the best option.6.0 Preliminary Project RequirementsThe main features of Recreation and Wellness Intranet Project include the following:1. Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling,jogging, walking, and other sports.2. Allow employees to register for company-sponsored classes and programs to help them manage their weight,reduce stress, stop smoking, and manage other health-related issues.3. Track data on employee involvement in these recreational and health-management programs.4. Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight,winning sports team competition, etc.)5. Other features suggested by users, if they add value to the business.7.0 Budget Estimate and Financial AnalysisA preliminary estimate for the costs for the entire project is $200,000. This estimate is based on the projectmanager working about 20 hours per week for six months and other internal staff working a total of 60 hours perweek for six months. A staff project manager would earn $60 per hour. The hourly rate for the other project teammembers would be $70 per hour, since some hours normally billed to clients may be needed for this project. Theinitial cost estimate also includes $20,000 for purchasing outsourced software and $20,000 for outsourced services.Project benefits are based on a reduction of costs for health insurance premiums paid to insurance company. If eachof our employees used this feature of our intranet and improved their health condition, it would save at least $30per employee per year for full-time employees over the next four years. Therefore, total financial benefit for 20,000full-time employees, would be $2,400,000.Exhibit A summarizes the projected costs and benefits and shows the estimated net present value (NPV), return oninvestment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminaryfinancial analysis. All of the financial estimates are encouraging. The estimated payback is within one year asrequired by project sponsor. The NPV is $1,787,276, and the discounted ROI based on a four year system life isexcellent at 894 percent.8.0 Schedule EstimateThe sponsor would like to see the project completed within six months, but there is some flexibility in the schedule.We also assume that the new system will have a useful life of at least four years.17Manage Your Health, Inc. MYH Inc.9.0 Potential RisksWe have several risks involved with this project. To foremost risk is a lack of interest in the new Recreation andWellness Intranet Project. Users need to use the system in order to improve their health. If they are not introducedproperly to the new system and are not involved in its development, they might not be aware of the benefits itprovides them with. The main business risk is investing the time and money into this project and not realizing theprojected benefits.10.0 ExhibitsExhibit A: Financial Analysis for Recreation and Wellness Intranet Project18Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project charterDate: Tuesday, October 2, 2007Project Title: Recreation and Wellness Intranet ProjectProject Start Date: September 17, 2007 Projected Finish Date: March 17, 2008Budget Information: The company has allocated $200,000 for this project. The majority of costs will be company’sinternal labor. An Initial estimate provides a total of 80 hours per week.Project Manager: Tony Prince, 555 927 4365, [email protected]Project Objectives: Develop an add-on for Manage Your Health, Inc. intranet site that would allow employees toregister for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and othersports. Furthermore, the intranet site should support registration for company-sponsored classes and programs tohelp employees manage their weight, reduce stress, stop smoking, and manage other health-related issues. Systemmust keep track of data on employee involvement in these recreational and health-management programs, as wellas offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winningsports team competition, etc.)Approach: Research all of the company-sponsored recreational programs, all of the company-sponsored classes andprograms that help employees manage their health issues Research a software to manage user search the intranet for adequate programs and classes Develop an intranet site using interactive approach, soliciting a great deal of user feedback Determine a way to measure the value of the intranet site in decreasing the costs of health insurancepremiumsRoles and Responsibilities NameRoleOrganization/PositionContactAnthony J Dionisio, JrSponsorMYH, Inc. , COO[email protected]Tony PrinceProject ManagerMYH, Inc. , consulting manager[email protected]Sandra MinskiTeam MemberMYH, Inc. , senior consultant[email protected]Jonathan ShtielTeam MemberMYH, Inc. , consultant[email protected]Dave SmithTeam MemberMYH, Inc. , IT department[email protected]Kevin StromTeam MemberMYH, Inc. , IT department[email protected]Steve BuskinAdvisorMYH, Inc. , recreation programming instructor[email protected]Samantha TroyAdvisorMYH, Inc. , health classes instructor[email protected] Sign-off:19Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Stakeholders AnalysisDate: Tuesday, October 2, 2007 Anthony J Dionisio, JrSandra MinskiJonathan ShtielDave SmithOrganizationMYH, Inc.MYH, Inc.MYH, Inc.MYH, Inc.Role on projectSponsorTeam MemberTeam MemberTeam MemberUnique facts aboutstakeholderCOO of the company;experienced in projectmanagement, easygoing, but verydemandingSenior consultant;knows entirehealth caresystem and userside of using it;nice Europeansense of humorConsultant; smart andreliable, but verystubbornIT System Administrator;very intelligent, but notgood with people; knowshis job well, but hastrouble presentingLevel of interestVery HighMedium to HighMediumMediumLevel of influenceVery HighVery HighMediumHigh – irreplaceableSuggestions onmanaging relationshipsMeet weekly with himto submit the reportson the project andpresent the updatesconcerning the needsand expectations;follow his guidelinesKeep her involvedduring systemdesignIf you disagree withhim, do not start anargument; it will go onfor everMeet with him duringevery stage of the projectplanning and execution;Listen to his suggestions Kevin StromSteve BuskinSamantha TroyOrganizationMYH, Inc.MYH, Inc.MYH, Inc.Role on projectTeam MemberAdvisorAdvisorUnique facts aboutstakeholderSoftware developer; realgeek; quiet and shy;communicates only throughe-mail; doesn’t have a cellphoneInstructor; coordinates all ofthe recreation programs;loves working out andmacrobiotic food; cannotstand fast foodInstructor; teaches several healthcare classes; loves interior design(feng shui)Level of interestLowLowLowLevel of influenceLow to MediumMediumMediumSuggestions onmanaging relationshipsMake him present duringoutsourced softwareimplementation andadaptationHas all the info about thecompany-sponsoredprograms; let him ordersome healthy food for yourmeetingsWants to share everything sheknows about maintaining yourhealth; make her give a free lectureto your team members; it canimprove the moral of the teammembers 20Manage Your Health, Inc. MYH Inc.CHAPTER 521Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Scope Statement (Draft Version)Date: Sunday, October 7, 2007 Project Title: Recreation and Wellness Intranet ProjectDate: October 5, 2007 Prepared by: Tony Prince, Project Manager, 555 927 4365, [email protected]Project Justification: Company’s management requested the project to assist the company in meeting itsstrategic goals. After the analysis, The Recreation and Wellness Intranet Project appeared to be mostbeneficial for the company. This project involves creation of the add-on to the intranet system that willallow employees to register for company-sponsored recreational programs, such as soccer, softball,bowling, jogging, walking, and other sports. It will also enable employees to register for companysponsored classes and programs to help them manage their weight, reduce stress, stop smoking, andmanage other health-related issues. By using this new application, management will be able to track dataon employee involvement in these recreational and health-management programs, as well as offerincentives for people to join the programs and do well in them (e.g. incentives for achieving weight,winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for thecompany. The budget for this project is $200,000. Estimated benefits are $600,000 each year.Product Characteristics and Requirements:1. Search option: Users will be able to search for the programs or courses they are interested in.2. User application: This add-on will allow authorized users to apply for the program or course to whichthey want to go.3. User tracking: Company’s management will be able to track the user involvement in these programs.4. Incentives: This add-on will be able to send incentives to the employees to join the program.Summary of Project DeliverablesProject management-related deliverables: business case, charter, scope statement, WBS, schedule, costbaseline, status reports, final project presentation, final project report, lessons-learned report, and anyother documents required to manage the project.Product-related deliverables:1. Program list: This will include listings of all the company-sponsored recreation programs.2. Course list: This will include listings of all the company-sponsored classes and health programs.3. Employee profiles: Intranet add-on will provide reports about each employee’s involvement in any ofthese programs/courses.4. Employee application form: The online form employees will be able to use to apply for theprogram/course.5. Intranet design: An initial design of the add-on interface that will include site-map, suggestedformats, appropriate graphics, etc. The final design will incorporate comments from users on theinitial design.6. Intranet site content: Intranet site will include descriptions of programs and courses, applicationform, search option, employee profile and security.7. Test plan: The test plan will document how the intranet site will be tested, who will do the testingand how problems will be reported. 22Manage Your Health, Inc. MYH Inc. Product-related deliverables (continued):8. Announcement: A plan for announcing the availability of the new intranet add-on.9. Project benefit measurement plan: It will measure the financial value of the new intranet add-on.Project Success Criteria: Our goal is to complete this project within six months and within a budget of$200,000. The project sponsor, Anthony J Dionisio, Jr, insisted on project paying for itself one year afterthe intranet add-on is completed and implemented. To meet the financial goal, the intranet add-on musthave a strong employee usage. We also need to find the method to capture benefits while the intranetadd-on is being developed and tested, and after it is rolled out. If a project takes a little longer tocomplete, or costs a little more than planned, the company will still view it as a success if it has a goodpayback. 23Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Work Breakdown StructureDate: Tuesday, October 9, 20071.0 Initiating1.1 Assign project manager1.2 Prepare business case1.3 Prepare project charter1.4 Identify key stakeholders2.0 Planning2.1 Hold project initiation meeting2.2 Prepare scope statement2.3 Prepare WBS2.4. Prepare milestones list2.5 Prepare project cost model2.5.1 Project cost model estimate2.5.2 Project cost model baseline2.6 Prepare project variances, estimates and values2.7 Identify quality standards/requirements2.8 Identify progress measurement variables3.0 Executing3.1 Prepare list of programs3.1.1 List of recreational programs3.1.2 List of health programs and courses3.2 User inputs3.3 Intranet add-on content3.3.1 Course/programs descriptions3.3.2 Application form3.3.3 Search options3.3.4 User profile template3.4 Intranet add-on design3.5 Intranet add-on construction3.6 Intranet add-on testing3.7 Intranet add-on announcement3.8 Intranet add-on roll-out3.9 Project benefits measurement4.0 Controlling4.1 Weekly status reports5.0 Closing5.1 Prepare final project report5.2 Prepare final project presentation5.3 Lessons learned24Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerWork Breakdown Structure – Gantt chartTuesday, October 9, 2007 25Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerScope verification and change controlThursday, October 11, 2007 Even though our project scope is fairly well defined, we do not want to suffer from scope creep – the tendency forproject scope to keep getting bigger and bigger. For that reason, we developed a method for scope verification aswell as the process for controlling scope changes.Scope verification involves formal acceptance of the completed project scope by the stakeholders. In order toachieve acceptance, we will include customer inspections and sign-off on key deliverables. Project team needs tocreate clear documentation of the project’s products and procedures to evaluate if they are completed correctlyand satisfactorily.The main input for our scope verification are the project scope statement, Work Breakdown Structure, projectscope management plan, and deliverables. And our main tool for performing scope verification is inspection. Oursponsor and users (stakeholders) will inspect the work after it is delivered. Our main outputs of the scopeverification process will be accepted deliverables, requested changes, and recommended corrective action.Besides scope verification, another important process in project management is scope control. Scope controlinvolves controlling changes to the project scope. Our users might not be sure how they want our intranet add-oninterface to look and what functionalities they will really need in order to easily and efficiently use the add-on.Furthermore, our developers might not be sure how to interpret user requirements, and they also have to deal withconstantly changing technology.The main goal of scope control is to influence all these factors that cause scope changes, to assure changes areprocessed according to procedures developed as part of integrated change control, and to manage changes whenthey occur.The main input to scope control are the project scope statement, project scope management plan, WorkBreakdown Structure, performance reports, work performance information, and approved change requests. Weincorporated several important tools for performing scope control: change control system, configurationmanagement, replanning project scope and variance analysis. Variance is the difference between planned andactual performance. The outputs of scope control will include requested changes, recommended corrective action,and the updates to the project scope statement, Work Breakdown Structure, scope baseline, organizational processassets, and project management plan.Four factors that are related to scope verification and control, and that determine project’s success are userinvolvement, clear business objectives, minimized scope and firm basic requirements. Therefore, it is crucial for usto improve user input and reduce incomplete and changing requirements and specifications. Lack of user inputleads to problems with managing scope creep and controlling change.26Manage Your Health, Inc. MYH Inc.In order to improve user input, we will do the following:– Develop a good project selection process. Insist that all projects have a sponsor from the user organization.Make project information easily available in the organization.– Include users on the project team.– Organize regular meetings with well defined agendas. Maintain regular interaction with users. Requireusers to sign-off on key deliverables presented at the meetings.– Regularly deliver something to project users and sponsors.– Promise not to deliver what cannot be delivered in a particular time frame.– Co-locate users with the developers.To reduce incomplete and changing requirements, we will perform the following actions:– Develop and follow a requirements management process that includes procedures for initial requirementsdetermination.– Employ techniques such as prototyping, use case modeling, and Joint Application Design (JAD) tounderstand user requirements thoroughly.– Put all requirements in writing and keep them current and readily available.– Create a requirements management database for documenting and controlling requirements.– Provide adequate testing to verify that the project’s products perform as expected.– Use a process for reviewing requested requirements changes from a system perspective.– Emphasize completion dates.– Allocate resources specifically for handling change requests.27Manage Your Health, Inc. MYH Inc.CHAPTER 628Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerWork Breakdown Structure – new activitiesFriday, October 12, 2007 After reviewing the project’s Work Breakdown Structure (WBS) and Gantt chart, we decided to add four moreactivities in order to improve project planning and improve functionality of our intranet add-on.The first three components we added to planning process of the project. Those three components are:1. Determine task resources (2.6.1)2. Determine task durations (2.6.2)3. Identify, discuss and prioritize risks (2.8)Determination of task resources is part of the project scheduling. Some of the tasks are broken so the teammembers have a better understanding of what they have to do and when.Furthermore, team members need to keep their workloads and cost constraints in mind when developing theduration estimates. That is why determination of task durations is so important. The team members provide us withthe information how many work hours they will spend on each task, enabling us to create as specific schedule aspossible.One more important thing, we have overseen while making the first WBS, was risk assessment. To efficientlyrepresent all the risks, we should make a list of prioritized risksThe fourth one, Access Security specification (3.3.5), we added to execution process of the project. After discussionwith our stakeholders, we agreed that different security levels need to be built in our intranet add-on. All internalemployees already have access to intranet after entering their security information. However, access to Recreationand Wellness part of the intranet needs to be granted only to full-time employees.29Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project milestonesDate: Friday, October 12, 2007In order to have a better overview of project’s progress, we decided to use milestones. By using the SMART criteria,we decided on 9 milestones within this project:1. Identify key stakeholders – with this process completed, we are completing the Initiating phase of our projectand we can see if we accomplished everything before move on to another phase.2. Prepare milestone list – up to this point we should have our kick-off meeting, created scope statement andWBS. After this point we are moving to scheduling and cost estimates, so it would be very useful to haveeverything clearly defined before this point.3. Identify progress measurement variables – this is the last task in planning phase. At this point we should havecompleted all the operations involved in planning and be ready for execution phase of the project.4. List of health programs and courses – in order to go and ask users for their input, we need to have lists ofrecreational and health programs/courses ready.5. User inputs – we need to make sure we summarized all of the users comments, suggestions, opinions. That waywe will be able to turn to creation of the content of our add-on.6. Search options – this task is the longest one in defining the content of our Recreation and Wellness Intranet.Upon completion of this task, all other tasks included in this phase should be completed. After this point, weare turning to the process of designing.7. Intranet add-on design – when we finish the design, we need to get the approval from our stakeholders (users).That way, we will be sure we took all the suggestions and comments into consideration and implemented it indesign. After this point, and users’ approval, we can continue toward Intranet add-on construction.8. Intranet add-on construction – the completion of this phase will give us a final product of this project. At thispoint we need to know if all the functionalities are included, so we can start testing the product.9. Intranet add-on testing – this is the final stage of product development. If all the tests are completedsuccessfully, our product, in this case Recreation and Wellness Intranet site can go live after this point.10. Prepare final project presentation – this is the final point of the project; after this task project is closed.30Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerUpdated WBS Gantt chart and Network DiagramMonday, October 15, 2007 Determine task resourcesStart: 10/19/07 ID: 15Finish: 10/23/07 Dur: 3 daysRes: Prepare business caseStart: 10/3/07 ID: 3Assign project managerStart: 10/1/07 ID: 2Finish: 10/5/07 Dur: 3 daysRes:Finish: 10/2/07 Dur: 2 daysRes: PlanningStart: 10/11/07 ID: 6Finish: 11/1/07 Dur: 16 daysComp: 0%Determine task durationsStart: 10/19/07 ID: 16Finish: 10/23/07 Dur: 3 daysRes:Identify, discuss and prioritize risksStart: 10/25/07 ID: 18Finish: 10/26/07 Dur: 2 daysRes:Project cost model estimateStart: 10/19/07 ID: 12Finish: 10/23/07 Dur: 3 daysRes:Project cost model baselineStart: 10/19/07 ID: 13Finish: 10/24/07 Dur: 4 daysRes:List of recreational programsStart: 11/2/07 ID: 23Finish: 11/12/07 Dur: 7 daysRes:List of health programsand coursesMilestone Date: Fri 11/2/07ID: 24 Application formStart: 12/11/07 ID: 28User profile templateStart: 12/11/07 ID: 30Course/programs descriptionsStart: 12/11/07 ID: 27Finish: 12/24/07 Dur: 2 wksRes:Finish: 12/24/07 Dur: 10 daysRes:Finish: 12/31/07 Dur: 3 wksRes:Search optionsMilestone Date: Tue 12/11/07ID: 29Access security specificationRes:Project benefits measurementStart: 12/11/07 ID: 37Finish: 2/12/08 Dur: 46 daysRes: Start: 12/11/07 ID: 31Finish: 12/17/07 Dur: 5 daysIntranet add-on designMilestone Date: Tue 1/1/08ID: 32Intranet add-onconstructionMilestone Date: Tue 1/22/08ID: 33Intranet add-on testingMilestone Date: Tue 3/4/08ID: 34Intranet add-on contentStart: 12/11/07 ID: 26Finish: 12/31/07 Dur: 15 daysComp: 0%Prepare list of programsStart: 11/2/07 ID: 22Finish: 11/12/07 Dur: 7 daysComp: 0%Prepare project cost modelStart: 10/19/07 ID: 11Finish: 10/24/07 Dur: 4 daysComp: 0%Prepare project scheduleStart: 10/19/07 ID: 14Finish: 10/23/07 Dur: 3 daysComp: 0% Intranet add-on announcementStart: 3/18/08 ID: 35 Finish: 3/24/08 Dur: 1 wkRes:Intranet add-on roll-outStart: 3/18/08 ID: 36Finish: 3/24/08 Dur: 1 wkRes: Lessons learnedStart: 3/31/08 ID: 43Finish: 4/1/08 Dur: 2 daysRes: Prepare final project reportStart: 3/25/08 ID: 41Finish: 3/26/08 Dur: 2 daysRes: Weekly status reportsStart: 10/11/07 ID: 39Finish: 3/24/08 Dur: 23.6 wksRes:ExecutingStart: 11/2/07 ID: 21Finish: 3/24/08 Dur: 102 daysComp: 0%ClosingStart: 3/25/08 ID: 40Finish: 4/1/08 Dur: 6 daysComp: 0%ControllingStart: 10/11/07 ID: 38Finish: 3/24/08 Dur: 118 daysComp: 0%InitializationStart: 10/1/07 ID: 1Finish: 10/10/07 Dur: 8 daysComp: 0%Prepare final projectpresentationMilestone Date: Thu 3/27/08ID: 42Hold project initiation meetingStart: 10/11/07 ID: 7Finish: 10/11/07 Dur: 1 dayRes:Prepare scope statementStart: 10/12/07 ID: 8Finish: 10/15/07 Dur: 2 daysRes:Prepare WBSStart: 10/16/07 ID: 9Finish: 10/16/07 Dur: 1 dayRes:Prepare project variances, est imates and valuesStart: 10/25/07 ID: 17Finish: 10/29/07 Dur: 3 daysRes:Identify quality standards/req uirementsStart: 10/30/07 ID: 19Finish: 10/31/07 Dur: 2 daysRes:Prepare milestones listMilestone Date: Wed 10/17/07ID: 10Prepare project charterStart: 10/8/07 ID: 4Finish: 10/9/07 Dur: 2 daysRes:Identify key stakeholdersMilestone Date: Wed 10/10/07ID: 5Identify progressmeasurement variablesMilestone Date: Thu 11/1/07ID: 20User inputsMilestone Date: Tue 11/13/07ID: 25Critical Noncritical Critical Milestone Milestone Critical Summary Summary Critical Inserted Inserted Critical Marked Marked Critical External External Project Summary Highlighted Critical Highlighted NoncriticalPage 1Project: Network_chart_updatedDate: Tue 11/27/0732Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Resource assignmentDate: Tuesday, October 16, 2007In order to assign hours to my team members, I used several different characteristics:– Expertise of a team member related to the task– The volume of the task that needs to be completed– Duration of the period during which the task must be completed plus buffersTaking these constraints in considerations you can see that most of the stuff in the Initiation phase will be done byProject Manager, Business Analyst and Finance Department.In the Planning phase, all of the team members will take an active part. We will need financial estimates, businessanalysis, hardware and software requirements, as well as users’ feedback.Later on in Execution process, people from Finance department and Human Resources department will not havesuch an important role. This part is the part of software developing and design, where network specialist andprogrammers play the biggest part and take the most of the workload.Furthermore, in Controlling the project’s planning and execution, everyone but people from Finance Dept. andHuman Resources will be very involved constantly performing checks and implementing the changes.Finally, at the project Closing, Project Manager will prepare reports about the completion of the project. In doing so,he will need help from Financial Dept. to get all the information about the financial side of the project, as well asfrom the HR Dept. to find out all about the benefits employees got from using the product.33Manage Your Health, Inc. MYH Inc. Tony Princeprogrammer /analyst (PM)PatricknetworkspecialistNancy –businessanalystBonnie –programmer/ analystYusaff –humanresourcesCasandra –financedepartment1.0 Initiating1.1 Assign project manager2222221.2 Prepare business case75123–121.3 Prepare project charter4–––––1.4 Identify keystakeholders3–––––Initiating – total hours1871452142.0 Planning2.1 Hold project initiationmeeting2222222.2 Prepare scopestatement5–––––2.3 Prepare WBS53334–2.4. Prepare milestones list43161–2.5 Prepare project cost model2.5.1 Project cost modelestimate4242252.5.2 Project cost modelbaseline3141162.6 Prepare project schedule2.6.1 Determine taskresources83641–2.6.2Determine taskduration84341–2.7 Prepare projectvariances, estimates andvalues7323132.8 Identify, discuss andprioritize risks5555–52.9 Identify qualitystandards/requirements6335––2.10 Identify progressmeasurement variables333333Planning – total hours6032363816243.0 Executing3.1 Prepare list of programs3.1.1 List of recreationalprograms2–––5–3.1.2 List of healthprograms and courses2–––6–3.2 User inputs7–263225– 34Manage Your Health, Inc. MYH Inc. Tony Princeprogrammer /analyst (PM)PatricknetworkspecialistNancy –businessanalystBonnie –programmer/ analystYusaff –humanresourcesCasandra –financedepartment3.3 Intranet add-on content3.3.1 Course/programsdescriptions24––75––3.3.2 Application form128–45––3.3.3 Search options207–22––3.3.4 User profiletemplate52–12––3.3.5 Access securityspecification222–9––3.4 Intranet add-on design86–30––3.5 Intranet add-onconstruction3015–60––3.6 Intranet add-on testing1010103010103.7 Intranet add-onannouncement3–––10–3.8 Intranet add-on roll-out55–5––3.9 Project benefitsmeasurement20–––3240Executing – total hours150753632088504.0 Controlling4.1 Weekly status reports70474770––Controlling – total hours70474770005.0 Closing5.1 Prepare final projectreport11–––225.2 Prepare final projectpresentation12–––225.3 Lessons learned12666––Closing – total hours3566644Entire Project – TOTAL HOURS33316713943911092 35Manage Your Health, Inc. MYH Inc.CHAPTER 736Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project cost estimateDate: Thursday, October 25, 2007In process of developing project cost estimate, I took in consideration that project management is continuouslydone throughout the project in a period of 6 months. Furthermore, project management is performed at the sametime as other processes, while all other major groups of processes are performed in a certain order. According tothe WBS provided, a specific process group needs to be completed before another process group can be started.Nevertheless, processes within the same group can be performed in parallel manner.Unfortunately, by using the given fixed hourly wages for Project Management ($100) and everyone else ($60), itappears that Project Management takes 48% of the budget. If we were allowed to change that, the value wouldmost likely be around 25-30%. WBS Items# Units/Hrs.Cost/Unit/Hr.SubtotalsWBS Level 1 Totals% of Total1. Project Management950$100$95,000$95,00047.5%2. Requirements Definition195$60$11,700$11,7005.9%3. Web Site Design$34,40017.7%3.1 Registration for recreational programs170$60$10,2003.2 Registration for classes and programs170$60$10,2003.3 Tracking system135$60$8,1003.4 Incentive system115$60$6,9004. Web Site Development$41,10020.6%4.1 Registration for recreational programs205$60$12,3004.2 Registration for classes and programs220$60$13,2004.3 Tracking system155$60$9,3004.4 Incentive system105$60$6,3005. Testing160$60$9,600$9,6004.8%6. Training, Rollout and Support120$60$7,200$7,2003.6%Total project cost estimate200,000$200,000100.0% 37Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project cost baselineDate: Friday, October 26, 2007This is the representation of costs for each month. You can see that Project Management costs are equally dividedthroughout 6-month period. Requirements Definition should be completed in October. Web site design starts inNovember and lasts till the mid January, when it should be completed and should allow a start of Web SiteDevelopment phase. Web Site Development should continue from last week of January to the beginning of March.After development completion, we will start Testing for two weeks, and after all the tests are finished, we will startTraining, Rollout and Support processes which should end on April 1, 2008. WBS ItemsOctoberNovemberDecemberJanuaryFebruaryMarchTotals1. Project Management15,80015,80015,80016,00015,80015,80095,0002. Requirements Definition11,70011,7003. Web Site DesignRegistration for recreational programs3,8253,8252,55010,200Registration for classes and programs3,8253,8252,55010,200Tracking system3,037.53,037.52,0258,100Incentive System2,5882,5881,7246,9004. Web Site developmentRegistration for recreational programs3,6907,3801,23012,300Registration for classes and programs3,9607,9201,32013,200Tracking system2,7905,5809309,300Incentive System1,8903,7806306,3005. Testing9,6009,6006. Training, Rollout and Support7,2007,200TOTALS:27,50029,07629,07637,17940,46036,710200,000 38Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Project earned value chartDate: Monday, October 29, 2007This is the given status of the project after three months:Planned value (PV) = $120,000Earned value (EV) = $100,000Actual cost (AC) = $90,000a) Cost Variance (CV) = EV-AC = $10,000Schedule Variance (SV) = EV-PV = $20,000Cost Performance Index (CPI) = EV/AC = 111,111%Schedule Performance Index (SPI) = EV/PV = 83,333%b) According to these values project is behind the schedule, and estimated time to complete the project is 7.2months instead of initially planned 6 months. However, costs of the project are lower than expected, and ifwe continue with this trend, we will complete the project with a budget of around $180,000.c) According to the CPI value, Estimate at Completion (EAC), where EAC = planned budget / CPI, is $179,820.Therefore, project is performing better considering budget.d) As I said before, SPI shows us that our project is behind the schedule, and according to the formula:Estimated time to complete = planned time / SPI, it will take us 7.2 months to complete the project.e)–50,000100,000150,000200,000250,0001 2 3 4 5 6 7 8$MonthPlanned Value (PV)Actual Cost (AC)Earned Value (EV)Budget at Completion (BAC)Estimate at Completion (EAC) Budget at Completion (BAC)Planned Value (PV)Actual Cost (AC)Earned Value (EV) Estimate at Completion (EAC) 39Manage Your Health, Inc. MYH Inc.CHAPTER 840Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Quality standardsDate: Thursday, November 1, 2007After the meeting with stakeholders and taking in consideration their requests, we developed a list of qualitystandards:1. Number of people that used the system to register for Health and Recreational programs and coursesWe will log online registration processes to monitor how many people used the system for search andregistration purposes. Our built-in feature will log all online registrations for programs and courses byusername and department. The total number of registered users will then be compared to total number ofemployees giving us a percentage that we can compare to our requirements.2. Number of people on medical leaveWe will monitor the number of people that took medical leave after 6 months and 1 year of implementation ofthe system. We expect people to use the system to register for health programs, participate in programs andimprove their health condition. Therefore, they will take less medical leaves that before, leading towarddecreased healthcare costs. From each department, we will acquire the list and number of people that are onmedical leave. We will compare the numbers to the numbers from previous period and in that way be able tosee what the percentage of people on medical leave is now and how big it was before system rolled out.3. Healthcare costsThe main business purpose of the development of the system is a decrease in healthcare costs. Financialdepartment will provide us with healthcare costs for a period of a year after system rolled out. We will comparethese results to the results from previous year and to an industry standard.4. System response timeThis was one of the requests made by user. We do not want users to give up, because the system did notrespond in timely fashion. Interface, database and reporting must be optimized and fast. A feature in thesystem will log the system response time. Through analysis of this data we will be able to track system’sperformance and work on the improvements if necessary.5. User satisfactionWe will use surveys to measure user satisfaction. If our employees find the system easy to use and fun, theywill continue using it in the future and therefore continue the work on improving their health. We will conducta user satisfaction survey for the new system one month after the system rolled out. This survey will target thepoints like ease of use, user-friendliness and fun-to-use factors. The survey will be mandatory for all employeesthat used the system for registration. We will then go over the results and compare the number of satisfied andvery satisfied users to the total number of users that filled the survey.41Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Progress measurementDate: Friday, November 2, 2007For different quality standards, we will use different mechanisms for measuring progress.1. Number of people that used the system to register for Health and Recreational programs and coursesNumber of employees that used the system for registration must be between 90-100% two months after thesystem rolls out.2. Number of people on medical leaveNumber of people that used medical leave should decrease by 50% in 6 months after the system rolls out, and85% after one year.3. Healthcare costsThe amount spent on healthcare costs must be decreased by 30% after first year, which will bring thehealthcare expenditures of the company to an industry standard.4. System response timeAccess to the Intranet add-on must be fast. Intranet page response time must be under 2 seconds. Listing thecontent of the course and programs database, must not be longer than 5 second. Generating reports formanagement must take under 15 seconds.5. User satisfaction98% of system users must respond with satisfy or very satisfied to a user-satisfaction survey that we willconduct in the first month after system rolls out. If there are 97% or less of the satisfied or very satisfied users,we will read the feedback about what needs to be improved that will also be included in the survey.42Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerAnalysis of survey information – Pareto DiagramFriday, November 2, 2007 After collecting all completed surveys, we got these results: Requested Programs/Classes# of times requested% of TotalCumulative %Weight reduction class887530.4%30.4%Walking program711524.3%54.7%Stop smoking class488916.7%71.5%Soccer program329711.3%82.7%Volleyball program20547.0%89.8%Stress reduction class18946.5%96.2%Softball program9763.3%99.6%Table tennis program1200.4%100.0%Total29220 We can see that most popular programs/classes are Weight reduction class and Walking program. Furthermore, wecan see that Table tennis program has the least amount of employees interested in.Here is the graphical representation of data displayed in Pareto diagram:0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0% 100.0%Cumulative %10000#of times requested 0100020003000400050006000700080009000WeightreductionclassWalkingprogramStopsmokingclassSoccerprogramVolleyballprogramStressreductionclassSoftballprogramTable tennisprogram 43Manage Your Health, Inc. MYH Inc.CHAPTER 944Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerResponsibility assignment matrix and RACI chartMonday, November 12, 2007 In our WBS, Testing phase is divided into these sub-processes:5. Testing5.1 Writing a test plan5.2 Unit testing5.3 Module integration testing5.3.1 Registration module integration testing5.3.2 Tracking module integration testing5.3.3 Incentives module integration testing5.4 System testing5.5 User acceptance testingIn order to create Responsibility Assignment Matrix (RAM) and RACI chart, I made these assumptions:1. Project manager is involved in all processes of testing. He is responsible and is performing in writing a testplan, unit testing and user acceptance testing. He is also performing in integration testing and systemtesting.2. Patrick, a network specialist is performing in writing a test plan, integration testing and is responsible forand is performing in system testing.3. Nancy, a business analyst, is performing only in writing a test plan.4. Bonnie, a programmer/analyst is performing in writing a test plan. Furthermore, Bonnie is responsible forand performing in all three phases of module integration testing.5. User representatives are performing in all the testing processes, but not in writing a test plan.6. Outside consultants are involved in unit, module integration, and system testing. WBS Testing Activities5.15.25.3.15.3.25.3.35.45.5OBS UnitsProject managerR PR PPPPPR PNetwork specialistPPPPR PBusiness analystPProgrammer/analystPPR PR PR PUser representativesPPPPPPOutside consultantsPPPPP R = Responsible organizational unit P = Performing organizational unit45Manage Your Health, Inc. MYH Inc.Below is a RACI chart (Responsibility, Accountability, Consultation, and Informed roles for project stakeholders) Tony Princeprogrammer / analyst& project managerPatrick –networkspecialistNancy –businessanalystBonnie –programmer/ analystUserrepresentativesOutsideconsultantsWriting a test planRCCCIIUnit testingRIIAAARegistration module integrationtestingIAIRACTracking module integrationtestingIAIRACIncentives module integrationtestingIAIRACSystem testingCRIICCUser acceptance testingRIIIAC 46Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Resource histogramDate: Tuesday, November 13, 2007In response to the requests from user representatives and outside consulting group, I created a resource histogramto show how many of their employees will be needed for testing and when.Outside consulting group has Senior and Junior testers, while user representatives have workers and managers thatwill be involved in testing processes.Below is the table with the requirements and a resource histogram. Week 1Week 2Week 3Week 4Week 5Week 6Senior testers111111Junior testers002222Workers200444Managers000022 9 8 7 6 5 4 3 2 1 010Week 1 Week 2 Week 3 Week 4 Week 5 Week 6Number of PeopleSenior testers Junior testers Workers Managers47Manage Your Health, Inc. MYH Inc.MEMO To:From:Subject:Date:Anthony J Dionisio, Jr, COO MYHTony Prince, project managerIssue log: Working effectively with users during testingThursday, November 15, 2007 I have people with different personalities working in the testing team. Some members in my project team are veryintroverted and strong thinking types, while several members in the users’ group are very extroverted and strongfeeling type. This means that these two groups will possibly have trouble in communicating and expressingthoughts, needs, and ideas. Since not all of my team members are introverts, nor all members in the users’ groupare extroverts, I will not assign them to the same jobs.Introverted individuals in my group will be assigned jobs that can be performed by an individual. On the other hand,tasks needed to be accomplished by a group of team members will be assigned to extroverts from users’ group.That way, all of them will stay inside their comfort zones able to provide their best performance without wastingtime and energy on conflicts with each other.Furthermore, in cases where I need to put some of both groups together, I would allow enough time for the teamsto get through the basic team-building stages of forming, storming, norming, performing, and adjourning. That willgive them time to get to know each other and understand the way everyone functions.In addition, teams will not be larger than 4 people, because it is much easier to manage groups of moderate amountof people.And at the end, in case the problem still occurs, I will avoid putting blame on people for the problem, but instead Iwill do all that I can to fix it and encourage them to work together.48Manage Your Health, Inc. MYH Inc.CHAPTER 1049Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Communication planDate: Friday, November 16, 2007Communication is a major component of successful project delivery. Without effective communication, vitalinformation may not be exchanged between the project team and other stakeholders. Lack of communicationamong project team members and stakeholders may prohibit or delay the execution or completion of scheduledtasks. Success is enabled through the effective development and execution of a Communication Management Plan.The Communication Management Plan identifies project stakeholders and the information that is to be exchangedbetween the project team and stakeholders. In addition, the Communication Management Plan documents themethods and activities needed to ensure timely and appropriate collection, generation, dissemination, storage, andultimate disposition of project information among the project team and stakeholders.Below you can find Stakeholders communication analysis, presented in a table. StakeholdersDocument NameDocument FormatContact PersonDue DateInternal ManagementMonthly Status ReportHard CopyBonnie, Nancy andPatrickFirst of monthInternal ManagementWeekly Status ReportHard CopyTesting ConsultantsMondays at 9amInternal ManagementDaily Status ReportE-mailBonnie, Nancy,Patrick and Userworkers andmanagersDaily at 8pmUser ManagementMonthly Status ReportHard CopyTony PrinceFirst of monthInternal business staffMonthly Status ReportE-mailTony PrinceFirst of monthComments: All emails need an acknowledgement reply or a receipt. All hard copy documents should have the titleclearly printed in the header to state the type and content of the document. 50Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Issue logDate: Monday, November 19, 2007An issue log should be maintained so it records details of the issue, its owner and progress up to final resolution.The owner of the issue is normally the individual in the project team or project board most able to progress theissue to resolution. In our case the owner of the issue log is me, the project manager.Issues must be appropriately managed and controlled. Below you can see an issue log in connection with the testingphase of the Recreation and Wellness Intranet project. Issue#IssueDescriptionImpact onProjectDateReportedReportedBy Assigned ToPriority(M/H/L) Due Date Status Comments1User is hard towork with andtakes control ofmeetingsDelayscompletion oftasks andimpedingprogress11/18/07Tony PrinceUser ManagerM11/22/07OpenApproach the userand suggestharmonizing downresponses andinvolvement2HR employee leftthe companyNo contact in HRDepartment11/19/07Tony PrinceHR ManagerH11/28/07OpenNew contact in HRneededimmediately3Weekly statusreports miss someinformationChallengesencountered arenot beingreported on time11/20/07Tony PrinceAll ProjectStaffH11/23/07OpenResolve byincluding all issuesin all status reports. 51Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Weekly status reportDate: Monday, November 19, 2007 Project Name: Recreation and Wellness Intranet ProjectTeam Member Name: Tony PrinceDate: 11/19/2007Reporting Period: 11/18-23/2007Work completed in this reporting period:Completed stakeholders’ communications analysis to summarize an overview of requiredcommunications standards for the project. Created issue log for the most recent issues related to theproject.Work to complete in the next reporting period:Write a document that describes suggested approaches for managing conflicts with any hard-to-workwith personnel.What’s going well and why:The project is currently under the budget and it looks like we will continue in the same pace enabling theproject stay under budget till the end of the working period. Majority of team members is getting alongwell and they are completing their work in a timely fashion.What’s not going well and why:It appears that, even most of the tasks are done on time, project will not be completed on the scheduledtime. Furthermore, one of the team members steals all the attention at every meeting. This user isextremely vocal with the status of the project. This user is making it extremely hard to work with otherstakeholders, since not all stakeholders are able to state their opinion during our meetings.Suggestions/Issues:Approach the above mentioned user and suggest possible solutions to his issues. I must be very carefulwith the approach and choose the method carefully in order to maintain positive environment within theteam.Project changes:Staff of the project must be changed a little. The user posing issues must be resolved or removed from theproject staff. Other than that, everything should stay the same. 52Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Conflict managementDate: Tuesday, November 20, 2007As with most of the staffs, our staff experiences some issues, too. We have a hard-to-work-with user that did notcontribute to the project in any productive way for several weeks, now. Luckily, everyone else is contributing andhas precise and useful influence on the project. Nevertheless, we still need to solve the issue with theaforementioned team member.This user took the lead in the several recent meetings without allowing anyone else to say a word, and not tomention express their complete opinions, concerns, and suggestions. I encountered this issue, and not to mentionthat it was pointed out to me by other project stakeholders. Most of the stakeholders agree that we need to takeaction in order to avoid negative impact on the project such as not allowing tasks to be completed, extending theproject duration and increasing costs.In order to solve this issue, I proposed two methods: compromising mode and confrontation mode.With compromising approach, we would use give-and-take approach to resolving a conflict. We would bargain andsearch the solution that brings some degree of satisfaction to the problematic team member and to everyone else.In case that compromising mode fails, we should try with the confrontation one. I would face the conflict and usethe problem-solving method to allow us to work through our disagreements. In problem-solving method, we shouldemphasize the positive sides of person’s suggestions, in order to start on a positive note. However, I would also askthis person to allow others to express their opinions during meetings, too. In case this works, it will allow the teamto work through the problem and hopefully make the person realize that not all of his suggestions are right for theproject. That way, we would be able to get back on track and complete the project on time.53Manage Your Health, Inc. MYH Inc.CHAPTER 1154Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Risk registerDate: Friday, November 23, 2007Since there is a lot of information included in Risk Register, and the table cannot fit on this page, please turn to thenext page for the complete table.Risk Register for Recreation and Wellness Intranet ProjectPrepared by: Tony Prince, project manager Date: November 23, 2007 No.RankRiskDescriptionCategoryRoot CauseTriggersPotential ResponsesRisk OwnerProbabilityImpactStatusR31Users beinguncooperativeIn order to work successfully on theproject, we need the cooperationfrom users. If the users areobstructing the project, we will notbe able to complete the project, orwe will, but with a significantincrease in costs and time.People /Organizationalrisk(Humanresources)Users do not like thechange.There is not enough support fromuser management in order to makethe users cooperative and explainthem the importance of theproject.The project manager must schedule a meetingwith the users and user management to set upa positive environment for the project.Project ManagerHighHighThe Project Manager had ameeting with the users anduser management and set up apositive foundation for theproject.R12Key teammembersleaving thecompanyIn case we lose a team member, wewill lose time by including anotherperson on the team, or in reassigningtasks to the team members. Wemight also need to find a newrepresentative for that specificgroup.People /Organizationalrisk(Humanresources)Getting a better joboffer or an employeewasn’t stimulatedproperly.Project manager realizes that theperson wasn’t motivated and thetasks weren’t challenging enough.Make sure your team members are familiarwith the entire project and the big picture, sothey can take over in situations like this.Include team members in the taskassignments. That way they can choose whatto take and what is challenging enough forthem.Project ManagerMediumHighThe Project Manager will set upa meeting with the teammembers and reevaluate taskassignments in a week.R43Teammembers arenot providinggood statusinformationIn case that reporting is notappropriate, we might omit someimportant issues in connection withthe project. That can cause theproblem to arise in later stages ofthe project, which would requirefrom us to go back to earlier stagesand redo our work. This would set usback, delayed the project completionand increased the costs.Structure /process risk(Communications)Communicationprocedures are notdefined well.The project manager realized thatwhile defining communicationprocedures, team did not go intodetails and some instructions wereomitted.The project manager needs to ensure all thesteps in communication procedures aredefined. He needs to reevaluate theCommunication procedures after they arecompleted, find potential holes in descriptions,and fix them.Project ManagerMediumHighThe Project Manager, togetherwith the team members wentover all of the communicationprocedures and added theomitted parts.R64Latecompletion oftestingWe might underestimate the timenecessary for completion of thetesting phase of our project. That canlead toward delays of the projectrollout.Structure /process risk(Time)Certain errors inproductdevelopment werenot considered whencreating the testingplan.Due to poor reporting, the projectmanager was never aware ofcertain issues.Make sure reporting is done according to welldefined communication procedures.Programmer /AnalystMediumHighThe Programmer / Analyst willmake sure all reporting is doneproperly and go in depth oftesting plan to make sureeverything is included.R25DefectiveserverWe might encounter a server failureduring developing or even testingphase. That might slow us down,increasing the time to complete theproject and the costs of repairing theserver.Technology(Hardwaretechnology)Defective hard drive.Defective products might be asymptom of a low-quality supplier.Ensure the supplier provides you with theadequate warranties and the possibility of afast replacement of defective parts.Network specialistLowMediumThe Network specialist willmake sure there is a contractclause to address a risk of adefective server.R56ReducedconsultingcostsOrganization might be able tonegotiate lower-than-average costsfor consultants, because of the factthat the consultant group enjoysworking with our company on thisproject.Financial(Costs)We have workedwith this consultingcompany before andestablished a goodbusinesspartnership.The project manager and othersenior managers did not take inconsideration that we’ve workedwith this company before and thatwe might get discounts.Make sure the project manager knows theconsulting group that will work on this projectand the company’s history with this specificconsulting group.Project ManagerLowLowThe Project Manager received areport about the consultinggroup that will work on aproject and is prepared for themeeting with them next weekto discuss the possiblediscounts. 56Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Probability/impact matrixDate: Monday, November 26, 2007As mentioned in Risk register, we identified 6 risks, and we assigned them a numeric value on a scale 1 to 10 (1 isthe lowest, 10 is the highest value) for probability and impact:Risk 1: Key team members leaving the company (probability 4, impact 8)Risk 2: Defective server (probability 1, impact 4)Risk 3: Users being uncooperative (probability 7, impact 9)Risk 4: Team members not providing good status information (probability 4, impact 7)Risk 5: Reduced consulting costs (probability 1, impact 2)Risk 6: Late completion of testing (probability 4, impact 8)In order to list the relative probability of a risk occurring on one side and the relative impact of the risk occurring onthe other, I used probability/impact matrix or chart.ProbabilityHigh Risk 3Risk 1Risk 4Risk 6Risk 5Risk 2 MediumLow Low Medium HighImpactIn order to calculate the simple Risk Score, we multiplied the probability and impact value of each risk. The valueswe’ve got were:Risk 1 – Risk Score = 4*8 = 32 Risk 2 – Risk Score = 1*4 = 4 Risk 3 – Risk Score = 7*9 = 63Risk 4 – Risk Score = 4*7 = 28 Risk 5 – Risk Score = 1*2 = 2 Risk 6 – Risk Score = 4*8 = 32To rationalize the values assigned to these 6 risks, I will use the examples of one negative and one positive risk.57Manage Your Health, Inc. MYH Inc.In case of a negative risk (Defective server), I looked at the cause of the problem and it said “Hard drive defect”.Nowadays, the technology and production of hard drives are very advanced and the possibility of a hard drivefailure is minimal. Therefore probability of this risk is very low (value 1). However, in case that a hard drive fails, itcan be replaced quickly, since hard drives are always available in the market. The effect on the project would be aslight delay until we restored the data and brought the system on-line again. Therefore, impact on the project ismedium (value 4).In the situation of a positive risk (Reduced consulting costs), the Project Manager should be a person familiar withthe company’s operations and therefore well aware of the consulting companies we worked with. Hence, theprobability of not knowing this is very low (value 1). Nevertheless, in case that this situation occurs, this would notimpact the project significantly, because these funds would be reassigned to another phase of the project. Havingthis in mind, the impact on the project is low (value 2).To see these values included in the Risk Register, please turn to the next page.Risk Register for Recreation and Wellness Intranet Project – updated with the Risk Score ColumnPrepared by: Tony Prince, project manager Date: November 26, 2007 No.RankRiskDescriptionCategoryRoot CauseTriggersPotential ResponsesRisk OwnerProbabilityImpactRisk ScoreStatusR31Users beinguncooperativeIn order to work successfully on theproject, we need the cooperationfrom users. If the users areobstructing the project, we will notbe able to complete the project, orwe will, but with a significantincrease in costs and time.People /Organizationalrisk(Humanresources)Users do not like thechange.There is not enough support fromuser management in order to makethe users cooperative and explainthem the importance of the project.The project manager must schedule a meetingwith the users and user management to set upa positive environment for the project.ProjectManagerHighHigh63The Project Manager had ameeting with the users anduser management and setup a positive foundation forthe project.R12Key teammembersleaving thecompanyIn case we lose a team member, wewill lose time by including anotherperson on the team, or inreassigning tasks to the teammembers. We might also need tofind a new representative for thatspecific group.People /Organizationalrisk(Humanresources)Getting a better joboffer or anemployee wasn’tstimulated properly.Project manager realizes that theperson wasn’t motivated and thetasks weren’t challenging enough.Make sure your team members are familiarwith the entire project and the big picture, sothey can take over in situations like this.Include team members in the taskassignments. That way they can choose whatto take and what is challenging enough forthem.ProjectManagerMediumHigh32The Project Manager willset up a meeting with theteam members andreevaluate task assignmentsin a week.R43Teammembers arenot providinggood statusinformationIn case that reporting is notappropriate, we might omit someimportant issues in connection withthe project. That can cause theproblem to arise in later stages ofthe project, which would requirefrom us to go back to earlier stagesand redo our work. This would set usback, delayed the project completionand increased the costs.Structure /process risk(Communications)Communicationprocedures are notdefined well.The project manager realized thatwhile defining communicationprocedures, team did not go intodetails and some instructions wereomitted.The project manager needs to ensure all thesteps in communication procedures aredefined. He needs to reevaluate theCommunication procedures after they arecompleted, find potential holes in descriptions,and fix them.ProjectManagerMediumHigh28The Project Manager,together with the teammembers went over all ofthe communicationprocedures and added theomitted parts.R64Latecompletion oftestingWe might underestimate the timenecessary for completion of thetesting phase of our project. Thatcan lead toward delays of the projectrollout.Structure /process risk(Time)Certain errors inproductdevelopment werenot consideredwhen creating thetesting plan.Due to poor reporting, the projectmanager was never aware of certainissues.Make sure reporting is done according to welldefined communication procedures.Programmer/ AnalystMediumHigh32The Programmer / Analystwill make sure all reportingis done properly and go indepth of testing plan tomake sure everything isincluded.R25DefectiveserverWe might encounter a server failureduring developing or even testingphase. That might slow us down,increasing the time to complete theproject and the costs of repairing theserver.Technology(Hardwaretechnology)Defective harddrive.Defective products might be asymptom of a low-quality supplier.Ensure the supplier provides you with theadequate warranties and the possibility of afast replacement of defective parts.NetworkspecialistLowMedium4The Network specialist willmake sure there is acontract clause to address arisk of a defective server.R56ReducedconsultingcostsOrganization might be able tonegotiate lower-than-average costsfor consultants, because of the factthat the consultant group enjoysworking with our company on thisproject.Financial(Costs)We have workedwith this consultingcompany before andestablished a goodbusinesspartnership.The project manager and othersenior managers did not take inconsideration that we’ve workedwith this company before and thatwe might get discounts.Make sure the project manager knows theconsulting group that will work on this projectand the company’s history with this specificconsulting group.ProjectManagerLowLow2The Project Managerreceived a report about theconsulting group that willwork on a project and isprepared for the meetingwith them next week todiscuss the possiblediscounts. 59Manage Your Health, Inc. MYH Inc.MEMOTo: Anthony J Dionisio, Jr, COO MYHFrom: Tony Prince, project managerSubject: Response strategyDate: Tuesday, November 27, 2007There are several different ways to respond on negative and positive risks.For negative risks, there are four basic response strategies:1. Risk avoidance – eliminate a specific threat by eliminating its causes;2. Risk acceptance – accept the consequences in case a risk occurs;3. Risk transference – shifting the consequence of a risk and responsibility for its management to a thirdparty;4. Risk mitigation – reducing the impact of a risk event by reducing the probability of its occurrence.For positive risks, we also have four basic response strategies:1. Risk exploitation – doing whatever we can to make sure the positive risk happens;2. Risk sharing – allocating ownership of the risk to another party;3. Risk enhancement – changing the size of the opportunity by identifying and maximizing key drivers of thepositive risk;4. Risk acceptance – applies to positive risks when the project team cannot or chooses not to take any actionstoward a risk.In order to respond to the risks that come with our project, together with my team, I developed a Responsestrategy.I will use the examples of one negative and one positive risk to elaborate on the Response strategy.As mentioned before, one of the negative risks is a defective server due to a hard drive failure. In this scenario, Ichose to use Risk Acceptance strategy. There is no way to avoid, transfer or mitigate the failure of any hardwarecomponent. The best choice is to accept the possibility of encountering this event. Therefore, we will make surethat we have a regular backup and additional hard drives in case of a failure. This strategy would delay a project fornot more than a day, which is usually more than enough to replace a hard drive, restore the backup, and bring thesystem on-line. The costs would be equal to the costs of a network specialist for one day (8h * $60/h = $480), aswell as the cost of the hard drive (1x SCSI HDD with 320GB of storage = $600). Therefore, total costs of this strategywould be around $1080.For positive risk like the reduced consulting costs, I chose the Risk exploitation strategy. If we make sure the positiverisk happens, it will provide us with some extra money to allocate to different phases of the project. In our case, thismight shorten the testing time, since we would be able to get more testing personnel from the consulting companyand therefore speed up the testing process, and all that for the same amount of money. Depending on a discount,we would be able to save from couple of days to a week or two in the testing phase.60Manage Your Health, Inc. MYH Inc.Key terms activity – an element of work, normally found on the WBS, that has an expected duration andcost, and expected resource requirements; also called task actual cost (AC) – the total of direct and indirect costs incurred in accomplishing work on activityduring a given period, formerly called the actual cost of work performed (ACWP) baseline – the approved project management plan plus approved changes budget at completion (BAC) – the original total budget for a project budget estimate – a cost estimate used to allocate money into an organization’s budget case modeling – a process for identifying and modeling business events, who initiated them andhow the system should respond to them cash flow – benefits minus costs or income minus expenses champion – a senior manager who acts as a key proponent for a project closing processes – formalizing acceptance of the project or project phase and ending itefficiently communications management plan – a document that guides project communications compromise mode – using a give-and-take approach to resolving conflict; bargaining andsearching for solutions that bring some degree of satisfaction to all the parties in a dispute confrontation mode – directly facing a conflict using a problem-solving approach that allowsaffected parties to work through their disagreements contingency plan – predefined actions that the project team will take if an identified risk eventoccurs cost baseline – a time-phased budget that project managers use to measure and monitor costperformance cost budgeting – allocating the overall cost estimate to individual work items to establish abaseline for measuring performance cost control – controlling changes to the project budget cost estimating – developing an approximation or estimate of the costs of the resources neededto complete the project cost performance index (CPI) – the ratio of earned value to actual cost; can be used to estimatethe projected cost to complete the project cost variance (CV) – the earned value minus actual cost deliverable – a product or service, such as a report, a training session, a piece of hardware, or asegment of software code, produced or provided as a part of a project directives – new requirements imposed by management, government, or some externalinfluence discount rate – the rate used in discounting future cash flow earned value (EV) – the percentage of work actually completed multiplied by the planned cost,formerly called the budget cost of work performed (BCWP) estimate at completion (EAC) – an estimate of what it will cost to complete the project based onperformance to date executing processes – coordinating people and other resources to carry out the project plans andproduce the products, services, or results of the project or project phase Gantt chart – a standard format for displaying project schedule information by listing projectsactivities and their corresponding start and finish dates in a calendar format61Manage Your Health, Inc. MYH Inc. initiating processes – defining and authorizing a project or a project phase issue log – a tool for managing project teams where the project manager documents, monitors,and tracks issues that need to be resolved in order for the project to run smoothly Joint Application Design (JAD) – uses highly organized and intensive workshops to bring togetherproject stakeholders to jointly define and design information systems methodology – describes how things should be done milestone – a significant event that normally has no duration on a project, serves as a marker tohelp in identifying necessary activities, setting schedule goals, and monitoring progress monitoring and controlling processes – regularly measuring and monitoring progress to ensurethat the project team meets the project objectives Myers-Briggs Type Indicator (MBTI) – a popular tool for determining personality preference net present value (NPV) analysis – a method of calculating the expected net monetary gain orloss from a project by discounting all expected future cash inflows and outflows to the presentpoint in time network diagram – a schematic display of the logical relationships or sequencing of projectactivities organizational breakdown structure (OBS) – a specific type of organizational chart that showswhich organizational units are responsible for which work items Pareto analysis – identifying the vital few contributors that account for most quality problems ina system Pareto diagrams – histograms that help identify and prioritize problem areas payback period – the amount of time it will take up to recoup, in the form of net cash inflows,the total dollars invested in a project planned value (PV) – that portion of the approved total cost estimate planned to be spent on anactivity during a given period, formally called the budget cost of work scheduled (BCWS) planning processes – devising and maintaining a workable scheme to ensure that the projectaddresses the organization’s needs probability/impact matrix or chart – a matrix or chart that lists the relative probability of a riskoccurring on one side of a matrix or axis on a chart and relative impact of the risk occurring onthe other process – a series of actions directed toward a particular result program – a group of projects managed in a coordinated way to obtain benefits and control notavailable from managing them individually project – a temporary endeavor undertaken to create a unique product, service or result project charter – a document that formally recognizes the existence of a project and providesdirection on the project’s objectives and management project feasibility – the first two phases in a project (concept and development) that focus onplanning project life cycle – a collection of project phases, such as concepts, development,implementation, and close-out project scope statement – a document that includes, at a minimum, a description of the project,including its overall objectives and justification, detailed descriptions of all project deliverables,and the characteristics and requirements of products and services produced as part of theproject project sponsor – the person who provides the direction and funding for a project prototyping – involves developing a working replica of the system or some aspect of the system62Manage Your Health, Inc. MYH Inc. quality – the totality of characteristics of an entity that bear on its ability to satisfy stated orimplied needs or the degree to which a set of inherent characteristics fulfill requirements RACI charts – charts that show Responsibility, Accountability, Consultation and Informed roles forproject stakeholders rate of performance (RP) – the ratio of actual work completed to the percentage of workplanned to have been completed at any given time during the life of the project or activity resource histogram – a column chart that shows the number of resources assigned to a projectover time responsibility assignment matrix (RAM) – a matrix that maps the work of the project asdescribed in the WBS to the people responsible for performing the work as described inorganizational breakdown structure (OBS) return on investment (ROI) – (benefits minus costs) divided by costs risk – an uncertainty that can have a negative or positive effect on meeting project objectives risk management plan – a plan that documents the procedures for managing risk throughout theproject risk owner – the person who will take responsibility for a risk and its associated responsestrategies and tasks risk register – a document that contains results of various risk management processes, oftendisplayed in a table or spreadsheet format schedule performance index (SPI) – the ratio of earned value to planned value; can be used toestimate the projected time to complete a project schedule variance (SV) – the earned value minus the planned value scope – all the work involved in creating products of the project and the processes used to createthem scope control – controlling changes to the project scope scope creep – the tendency for project scope to keep getting bigger scope statement – a document used to develop and confirm a common understanding of theproject scope; the first version is often called a preliminary scope statement scope verification – formalizing acceptance of the project scope, sometimes by customer sign-off SMART criteria – guidelines to help define milestones that are specific, measurable, assignable,realistic and time-framed stakeholder analysis – an analysis of information such as key stakeholders’ names andorganizations, their roles on the project, unique facts about each stakeholder, their level ofinterest in the project, their influence on the project, and suggestions for managing relationshipswith each stakeholder stakeholders – people involved in or affected by project activities status reports – reports that describe where the project stands at a specific point in time systems development life cycle (SDLC) – a framework for describing the phases involved indeveloping and maintaining information systems triggers – indicators for actual risk events triple constraint – balancing scope, time, and cost goals weighted scoring model – a technique that provides a systematic process for basing projectselection on numerous criteria work breakdown structure (WBS) – a deliverable-oriented grouping of the work in a project thatdefines the total scope of the project