- Deliverables for the Dunkin' Donuts Computer-Installation Project -

<Senior Capstone Project*>

STATEMENT OF WORK*

This effort includes the following:

* Define the needed functions of DD1 [The Dunkin' Donut Computer Installation Project Plan code name]

* Assess existing needs and materials compliant with employers stipulations

* Further define the critical functions and requirements (i.e. roles, resources, documentation)

* Form a multi-task, dedicated work-team of experts to allocate the aforesaid roles and resources [as needed]

* Create and approve a Project Charter

* Create and approve a Project Plan for the DD1 implementation

* Implement a Communications Matrix cum Directory focusing on high priority functions [per need]

* Test functionality and assess strengths and deficiencies of software product with implementation methods

* Make recommendations and Project Plan for a full production, including:

...Roles and responsibilities

...Functions to include

...Implementation methods

...Timeline

...Report findings

...Documentation & closeout

*

PROJECT OBJECTIVES*

Business Objectives for the project are:

* Define needed roles and functions

* Install, Implement, and test systems

* Report to D.D. through chief liason Paul Ancona

CONSTRAINTS*

* Must adhere to the "Technical Requirements" delineated in the Project Scope Statement

* The effort relies on outlined 'ways-and-means' listed in the Project Directory

* The Project will proceed within the bounds of the prioritized documentation presented and approved at the initial steering Committee meeting.

* Upon approval of this Project Charter, the next milestone will be the completion of the Project Plan.

* This project has a $49,000.00 budget

* This project has a 6-month working life

ASSUMPTIONS*

* The following assumptions were made and deemed appropriate for effective maintenance of the Project:

* This project has the approval of all pertinent Departments within the D.D. corporate structure

* The Corporate liason has oversight power of approval to affect ways-and-means

* All participants will continue to support staff involvement

* More specific staff commitment levels will be defined ALD as needed

Following will be a Business Scope with Budgetary and Time constraints, Project Team listing, an outlay of the negociated Project

Schedule, Project Tasks with completion date estimates, Resources and Tasks assigned, Who-does-what & Gantt Charts, along with an effective Communicatons Plan cum Project Team Directory. Finally, there is a detailed assessment of Risk in the Risk Managment Plan.

CLOSEOUT*

* Project Plan Documents summary

* All significant electronic project documentation will be posted on the collaborative work site.

Teams will determine when a document is sufficiently complete to post.

Communications will follow channels per communications matrix.

Referenda:

www.projectmanagementdocs.com/project-planning-templa...

www.bestpractices.osi.ca.gov/.../Master%20Project%20Management...

leonardwoody.com/.../a-great-example-of-a-software-project-manage...

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<PROJECT SELECTION / PROJECTION FORM>

((Week2))

DATE: 09/15/2012

PROJECT TITLE: Dunkin' Donuts Computer-Network Installation

RESPONSIBLE Mgr: Paul Ancona

PROJECT Mgr: D.C. Washington

The Project will take no more than 700 labor hours to complete & is a one-time effort.

Problem Definition:

* Dunkin' Donuts has used the same Windows ME [Millenial Edition], 32-bit PC mini systems for over 12yrs and they have become a hindrance in an increasingly 64-bit PC world. They need an upgrade to a more unified, dedicated system that will be all-inclusive [CRM/AR & AP/POS & related business software pre-set to their parameters]. There physical setup includes Dell, HP, IBM, HTC, and generic clones sometimes working together...and sometimes not!

Some devices are connected through dial-up, some via integrated software packages, but most are stand-alone dumb terminals. The Point-of-Sale [POST] Terminals use J.D. Edwards Software [which is more industrial based] while the Customer Relations Mgmt [CRM] pkgs. are ancient Versa-CAD programs from 1997 that are no longer relevant.

The Accts Payable & Rec software is typical spreadsheet formatting, but based upon Windows XP Server 2003.

This is the crux of the matter. Dunkin' Donut upper Mgmt has decided to upgrade throughout their conglomerate I.T. departmental structure but using [as much as possible] local contractors.

Goal Definition:

* The key component is in our Unified systems approach. Rather than utilizing disparate systems & sub-systems that would require multiple compilers/controllers & the wherewithal to sustain them, we will create a STD Windows7 shop w/One Server [2008] w/Administrative rights, 42 PCs and 28 POSTs (point-of-sale-terminals) that can all be part of one domain routed through the Vita-Hub centrally located in a cable closet at the main Ofc. The Domain Svr will be Primary Controller (PC) in the Mgr's Ofc, who alone will have uninhibited access to all files, folders, and drives.

This will be a 64-bit OS wireless LAN with WAN router capabilities via Alcatel Mega-Routers to connect to the Central Ofc. (CO) and across the World. (14) Linksys routers will seamlessly work with seven (7) Westell modems to coordinate the internal shop dynamic with the external security cams, point-of-sale component, and all protected by hardware Altec Firewalls + COMODO Dragon Software Firewalls.

Goals:

* We look forward to fulfilling our contractual obligations within set parameters:

...as the sites are open for business from 10am - 9pm daily & off on Sundays, we will perform the 'Physical' installation from 9pm - 10am nightly as to not impose on their business & ALL DAY SUNDAY (18hrs -- 6am to Midnight!). As we must now comply with the newly imposed CompTIA & Governmental standards for wired/wireless configurations, we'll use pre-set CAT5 & 5e cables with 802.2/5g and n specs but with as much Fiber Optic cables as are needed [to keep down cost(s)].

Our prima-facie modus will be PEER-TO-PEER extending from the Mgr's Server so all linked PCs can share files, workgroups and etc. But, the security structure will be on the Client-Server model. All routers & modems will be dual-band so as to enable backward compatibility.

Cost Estimate:

* The preeminent cost driver here is the I.T. driven PROFESSIONAL LABOR. This is my forte. Years of trial and error have given me cost-effective insights into how best to optimize, customize, & strategize. Our local 6-man team of installers can physically install the entire system in 80hrs @ 7500 cost as I will oversee & manage. I will do all of the software configuration, implementation, design, testing/debugging, and post-op consultation to get them up & running during the course of the 6-month project.

Total cost(s) including design, installation, permits, labor, and materials for all 7 locations - $49,000 (the Customer has purchased all PCs, Routers, Modems, Controllers, Switches, and Hubs.)

Project Benefit:

* Increased efficiency via more bandwidth, virtual operations to/from Mgmt; the proposed VPN (Virtual Private Network) alone

will be over 100 times faster than the old dial-up & more secure using AES2 WPA2 data encryption algorithms. The security systems will more powerful...with backward compatibility linkages [for legacy systems]...dual band, triple mode linkages and more auto-updates for the P.O.S.T's will lead to less downtime.

Schedule: Project duration - 6 months*

*

a) This will be a "Dedicated" Virtual Project Team w/all necessary resources for job-completion assigned full-time

on to the project!

b) As various team-members live in disparate locations, we will utilize electronic media throughout to accomplish

mission-critical goals.

c) The project, code-named "DD1", will labor under triple-constraints that the Owner has set in place:

* the performance specification

* the time schedule

* the monetary budget

...all ultimately affect quality, but, my project-team was chosen w/this in mind.

...each member is a specialist in one of the requisite areas.

To wit:

* Robert Tandy has been a noted LOGISTICS ANALYST in the I.T. field for 20+ yrs. serving in the following roles:

...Buyer - Planner / Purchasing Clerk / Logistics Specialist

Supply Chain Specialist / Export Sales Inventory Mgr.

will serve as Performance analyst [keeping us on point

with the WBS, evaluating/tracking work-related matters]

* Robert Taft has worked as a project mgr. over 12yrs specializing in TIME-Mgmt logistics & will serve in that

capacity here as well.

* Robert Louis Stevenson is an Accountant of 17yrs who will keep us within budgetary constraints.

All of the above-mentioned have worked with me on numerous ventures involving maximizing our time-related functions set to performance

standards within a budget. They will serve as our 'Core' group who pipeline to me requisite data on which I will make vital decisions

affecting/directing the work.

My chief contribution as Project-Leader will be drawn from 14yrs in the Computer field along with over 20yrs as a project manager.

Following is our contact information:

* Robert Tandy -- TandyR@live.com (313)456-7273...Flint, Michigan

* Robert Taft -- Robert.Taft@yahoo.com (626)870-0461...Pomona, California

* Robert Stevenson - RLS@AOL.com (646)222-3333...New York, New York

* Doug Washington -- digitaldoug@resolve.net (246)369-4321...Dallas, Texas

*

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<Project Scope Statement>

Project Title -- Dunkin' Donuts Computer Installation Project [DD1] DATE: 06/23/2013

Project Mgr. -- Douglas C. Washington - Project Mgr., PMP/PMS/PMIC...D.C. Washington Consulting Grp., LLC

Project Sponsor- Michelle Smith* - MBA/BS/AAS

Project Justification -- Ms. Michelle Smith, Dunkin' Donuts I.T. Regional Director for Software Strategic Svcs., apprised me of a

growing regional trend and problem in his organization that was systemic in that his computers were

disparate and approaching obsolescence. She made it known that we were chosen for this undertaking

owing to our Team's collective expertise in software management & services generally, but in business

Customer-Relations Mgmt. [CRM] software development particularly. Time-Cost Analysis pronostications

show the need for integrated business software upgrades throughout the conglomerate.

The cost(s) of the undertaking will be more than defrayed by the increased sales garnered from

heightened efficiency, quicker access times, shorter latency among far-fledged units, & better security.

Deliverables -- * A seamless, interconnected, unified system secured with the highest AES data-encryption technology fitted

across seven (7) Dallas Metro-plex sites via in-house:

1.) Local Area Networks (LANs)

2.) VPN (for mid-to-upper Management)

3.) data taps to their corporate WAN, and

4.) digi-cam video security using IPv6

*

Milestones -- * Specialty permits approved by February 17th, 2014

Cables routed, servers linked, physical install completed by February 26th, 2014

Software tunneling & embedding, configuration, and setup at all locations by March 5th, 2014

Implementation and post-op...August 6th, 2014

*

Technical - * Must meet local zoning restrictions, ordinances, and building codes

Requirement

Must adhere to new Governmental laws administered through CompTIA and OSHA

Cable routing through walls & standing edifices must not jeopardize structural integrity

Will provide on-site & on-going post-op consultation throughout & after the project to ensure smooth transition

All systems must meet or exceed standard data-exchange rates, security of operation, and ease of use

*

Limits and - * The outlay & overall installation will follow Dunkin' Donut directive 33508c; design will adhere to the original

Exclusions blueprints provided by the Customer.

Owner will secure premise while we are on-site & provide the necessary security & parking

Dunkin' Donuts will supply ALL PCs, Servers, Routers, Switches, Hubs, and Controllers

Work - Hours limited to the negociated times stated in the Project Goals

DD1 will not be responsible for fiscal cost overruns beyond the 'Scope' outlined in this document

Implicit within the detailed Scope delineated herein is that ALL shall be pursuant to agreed upon directives [per Michelle Smith] and subject to

" CUSTOMER REVIEW."

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<Week4 + WBS>

NETWORK DIAGRAM fpr DD for DD1

Pre-Production Planning Work-flowPost-Production

…contracts/licensing/stakeholder(s)input:

Performance* coord. w/Rob tandy Devel Scope plan w/WBS & Stds defined Periodic Integ. Chg Control w/ Admin Closure/Final product

Specification(s) Pancona & local mgrs and set to Perf constraints per PanconaScope Verif./Sc. Cntrl/updates Post-op

assessment/Perf eval.

…I.T. Chief of D.D. & assess'g Risk(s)Corr action/Perf measures Contract doc & Consulting

Time Constraints** Devlp'g timeline w/ Activity def'n, sequencing, sched'g, set'g …time-line Perf guidelines in Follow-up & cons'g up to 6mos

Rob Taft, Pancona of Calendars w/Milestones…baselines..accordance w/negoc'd plan

Budget*** Extensive meetings w/Robt Cost estimates, Variances, and Cost Base- on-going updates & analysis Eval of all pertinent fiscal Docs

Louis Stevenson & Pancona… lines setw/$ measures set in place

setting $ constraints

The over-arching need for speed by a going concern will not cause any sacrifice of Quality owing to our unique UNIFIED SYSTEMS approach. The I.T. Chief - Paul Ancona -

has assured us that all SECURITY concerns will be handled by "Bartons-Allied" as we work nightly to meet our deadlines. Nevertheless, we will have the usual Risk Mon.

& Cntrl measures set in place for our on-site work teams. Weekly quality and progress

meetings w/sta w/stakeholders et al will be held at the site [inside]. Again, with Security plus amenities supplied by the employer.

My 'dedicated' Team will conduct any and all necessary correspondence/status & progress rpts via electronic media…Quan/Qual Rsk Anal & Assess'mts' will be on-going

& extensive [as needed] Std Cost Cntrl & Rsk monit. And Cntrl will be in place throughout.

CLOSEOUT::

Audit procurement, document lessons learned, updated files / records, team-member confab to gain consensus…Archive all pertinent files and docs.

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Week4 entails the Work Breakdown Structure [WBS] and Network Diagram

Week5 entails the Risk Management Plan [RMP]

Week6 entails the Resource Mgmt Plan .

Week7 entails the Communications Plan

The Work Breakdown Structure [WBS], Risk Management Plan [RMP], Resouce Management Plan [RMgmtP], and Communications Management Plan will follow in the form of

attachments w/the requested Business Memo summarizing the submission for the week.

The lessons learned were many and variant, to wit:

* The course afforded me the opportunity to G-R-O-W in that I was forced to develop the mental accuity

needed for for the [almost] daily rigors of Project Management.

* Planning and development went well but I definitely need to work on the more technical aspect of this craft.

* Working in a group - to me - would necessitate listening, delegating, and using more 'Soft' skills...people

skills than is my usual modus. I like solving problems but Ilove people, so - in Project Management - it

would seem that I have the best of both worlds.

* What I learned about myself working in a team environment is that it is not an option. It is vital, so, I

approach it that way.

* More interactive visuals and audio helps would have been appropos!

*

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[[ The Deliverables]]

Any tables and/or graphs should be labeled correctly. Your final project plan should consist of the following:

Table of contents

Scope statement

Work breakdown structure

Network diagram

Risk management plan

Resource management plan

Communication management plan +

Deliverables:

Project plan consisting of:

Business memo summarizing the submission for the week

Complete project plan

Lessons learned document (to be completed individually, even if the balance of the project was performed as part of a team):

1. What went well in the project? What could have gone better?

2. If working in a group:

What did you learn from working in a project group? How did the interpersonal dynamics affect your participation?

If there were conflicts, how were they resolved?

3. What did you learn in completing this project about yourself and how you work in a team environment?

4. What could have made this project a better learning experience?

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