EXECUTIVE SUMMARY.

The project is ‘The Supply of Internet Access (Wired and Wireless) to the Valsayn Campus’ Guild Hall and Offices of the Cipriani College of Labour and Co-operative Studies (CCLCS)’. An internet service provider (ISP) will be outsourced to give twenty four hour internet service to the area around and in the Guild Hall and Offices area. The Project Champion is The Deputy Director of Student Services of CCLCS while the Project Sponsor is the representative of the Board of Governors of CCLCS. The Project Manager is the IT Manager of CCLCS. The customer/ client is the student body through the Guild Executive. Its representative on the project is the Treasurer.

The Board of Governors of CCLCS has agreed in principle to fund the installation and provision of the internet access for students and staff at the college. This is being afforded as an alternative to the Wi-Fi supplied by the college. The latter has struggled to give consistent internet coverage to the students, both in the Library/ Student Support Centre and the College grounds. This internet service will be provided to users who are in the vicinity of the Guild area which includes the Cafeteria, Guild Hall, Guild Offices, Guild Patio area and the area within a 30-metre radius of the Guild Office.

The sponsors have dedicated a maximum of $300,000.00 for the installation and provision of the service for the first year of operation and the provision of attendant facilities such as furniture, office equipment- computers, printers, projector, flat screen monitor/ TV. While the provision of these facilities is outside the scope of this project it is vital for the efficient and effective delivery of wired and wireless internet services to the student population on a continuous basis. An allocation of $175,000.00 has been set aside for the installation and supply of the internet service for the first year. This includes the provision of infrastructure such as erection of poles, running cables from the highway to the Guild Office, internal electrical and cable wiring, monthly bill of $3,000.00 to the ISP and maintenance of the facility.

The time allocated for the set up and running of the service is three months and must be ready for the start of the new school year 2014-2015 on September 4th 2014. This includes the management’s sourcing of computers, furniture and other equipment needed for the smooth running of the internet service on the Guild premises.

REASONS AND ANALYSIS FOR PROJECT.

Introduce it is a a resolution of a problem see sample

1.1 ORGANIZATIONAL NEED

The subject company for this project is Scaffolding Experts Company Limited (SECL).

The purpose and benefit of this research project entails the construction of a warehouse, which is geared towards expanding the company storage capacity. The aim of the project is to improve the

efficiency and capability for delivery of SECL’s products and or services to a range of clientele. Scaffolding Experts Company Limited was established in 2006, and commenced its operations in May 2007 under the leadership of it directors. The company’s location is based at #70 Longdenville Main

Road, Chaguanas. Its operations are based on the supply of scaffolding equipment for rental use or sale to its wide range of customers. SECL equipment is second to none meeting the requirements and

specifications of occupational safety and health act (OSHA) and (NEBOSH) British Standards, ensuring safety and durability. As one of the pioneers

Do introduction and then problem or need statement. Then list options- then discuss methodology

See extract From the another project – a part

1.2 PROBLEM:

• There is limited space for stacking material in a particular sequence, utilizing the fork lift during the offloading process.

• The delayed timing for conducting a proper stock check on materials stored within the warehouse.

• Only one truck can be loaded at a time using the fork lift given the limited space to operate within.

• Customers are dissatisfied as a result of delay in delivery of services and products.

1.3 OPTIONS FOR SOLVING PROBLEM:

• Acquiring a lease for an existing ware house which can accommodate up to ten times the amount of (20,000.00) scaffolding equipment’s for five years period.

• The construction a warehouse on a parcel of land owned by the company, which can accommodate up to ten times the amount of (20,000.00) scaffolding equipment’s

• The company chooses to cancel the expansion project and maintain their current daily operation processes in delivery of scaffolding equipment’s and services.

1.4 METHODOLOGY

This study will address the problem using exploratory research strategy which will enable the company to study and observe the problem in both a descriptive and exploratory manner. It will look into the problem by examining the views of different sets of respondents, as well as reviewing different literatures related to the study. On completion of the evaluation process, the concluded recommendation will be specifically used for the research project. This qualitative study will conduct a primary research.

The primary source of data will come from the questionnaires and interview questions developed by the researcher.

The steps are as follows:

• In carrying out this study, an observation would be made of Scaffolding Experts Company Limited employees and customers of their services provided.

• Meetings would be scheduled and held with random members of their employees and customer base. These interviews would be informal. Etc……

• Only a part was taken

Following methodology was sample of questionnaire, findings and analysis of findings with graphs etc-

EVEN THOUGH yours may not be able to do the extent of research it has to flow and thought has to go into it.

fix

??Justification for the project- the installation and supply of internet service in the Guild area- comes from Customer Request and Elimination/ Solving of a Problem. On the one hand the Guild Executive has been clamouring for upgraded and updated facilities for the student body in the Guild area which includes Guild Hall, two offices of Guild Executive, Guild Patio, cafeteria and surrounding area to a radius of 30 metres from the Guild Offices. Senior management of the College has agreed in principle to supply the Guild with chairs, tables, desktop computers for the offices, flat screen monitor/TV and projector. This was in response to the Guild Executive’s continued pressing for adequate facilities to enhance the students’ visiting and learning experience on the main campus of the college at Valsayn. Part of this enhancement involved the provision of a reliable internet service for the students who use the college’s internet service in one of the three places- the Library, Student Support Service in the East Wing, and the Wireless access throughout the campus, for students who have wireless- capable devices- laptops, tablets and smartphones. The Guild has asked for a separate internet access because the college’s internet provision has been spotty and inadequate for students’ needs. Students themselves have brought numerous complaints to the Guild Executive about the lack of a consistent internet access for research, information, group work and plagiarism checking.

In an attempt to gauge the extent of dissatisfaction by students of the college’s internet availability at Valsayn campus, the Guild initiated a survey with a questionnaire. One survey was done on the Guild’s website while a number of students were used to do live surveys of students at the college during the day and in the evening. Among the questions asked were the times that internet is required by students, where it is required on campus, what was the overall students’ experience with the college-provided internet access, and what recommendations were suggested by students. The questionnaire is seen in Appendix 2.1. Analysis was done on the survey and shows a poor performance rating for this service provided by the college. In addition the majority of students adopted the position that given the long period of poor service the college should not be given any more time to better the service it provides. They stated that a new dedicated source was needed and the place should be centred on the Guild area where students usually converge before and after classes.

Armed with the information from the survey, which was conducted over one month and targeted part time/ evening and full time students, the Guild pressed the college admi9nistration to 1) upgrade the facilities of the Guild area 2) provide a dedicated internet service centred on the Guild area and run by the Guild Executive, in recognition of the central role the Guild plays in student life.

Appendix 2.1

Survey of Students of CCLCS

On Internet Experience at Valsayn Campus.

Questionnaire.

1) What is your enrollment status? Part Time/ Evening Full Time

2) Where are you enrolled? Valsayn El Dorado South/Tobago

3) How often are you on Campus per week? 0-1day 2-3days 4-6 days

4) How many hours per week are you on Campus? 0-3hrs 4-6hrs 7-19hrs 11-15hrs >15hrs

5) Which device do you own? laptop tablet smartphone

6) Do you have computer/computer access at home? Yes No

7) Do you have internet access at home? Yes No

8) Do you access the internet on campus? Yes No

9) Do you use your device(s) on campus? Yes No

10) Do you access the internet with your device(s)? Yes No

11) Which is your preferred use of internet access on campus? Wireless access I own Library-Wired access

Student Activity Centre-Wired access

12) On what is your internet access focused? Research %

Course-related information %

Surfing and Social media %

Group Work %

13) What is your overall internet experience?a) At Library

All internet access is done here Frequently use the library service Very infrequently use Library service Never use Library for internet access

b) At Student Support Services All internet access is done here Frequently use the library service Very infrequently use Library service Never use Library for internet access

c) On my own portable device All internet access is done here Frequently use the library service Very infrequently use Library service Never use Library for internet access

14) What are your recommendations for improved Upgrade existing service

Internet access on Valsayn campus? Provide new dedicated service

Other recommendations (Specify)

15) Do you see a need for improvement in the existing Yes NoInternet access at Valsayn Campus?

16) If yes, what are your recommendations for improved Upgrade existing service Internet access on Valsayn campus? Provide new dedicated service

Other recommendations (Specify)

1.5[1.1] FINDINGS

In order to provide justification for implementing the project to construct the new warehouse, management of SECL used the findings of the questionnaires that were distributed to the employees of the company and the customers of the company.

By evaluating and analyzing the findings of the questionnaires management would be able to ascertain if there would be a justifiable reason for implementing the construction of the new warehouse.

As such, focused pertinent questions from both questionnaires were asked together with other general questions. The answers for these pertinent questions would be shown in the findings illustrations and as such these answers would provide the necessary information for management to decide whether or not they would be justified in implementation of the project.

Based on the above, the main (pertinent) questions that would be illustrated in the findings are as follows:

Where is the analysis of findings from the survey

Where is the discussion of these relative to the options being considered and highlighting of the best option

1.6[1.2] INTERPRETATION:

The structure of the questionnaire allowed management to carefully conduct a selection process between the three possible options being considered, carrying forward the best proposal in keeping

with the organizational needs of the company. The research will show it is more logical to construct a new warehouse as opposed to the lease agreement of an existing ware house or cancelling the expansion project and keeping the existing ware house as it is. This analysis clearly revealed

Scaffolding Experts Company Limited acceptance for the construction of a new warehouse on the property owned by them.

STAKEHOLDER ANALYSIS

College Management College IT Department

Guild Executive

High

Powe

Evening Students Day College Students

Low High

Interest

PUT IN A TABLE- RE CHECK SWOT Internal External

STRENGTHS WEAKNESS OPPORTUNITESThe company has competent, enthusiastic and experienced staff.

Limited storage facility for equipment, creating congestive work space

Increased the customer clientele data base, as a result of efficient delivery of materials and or service.

Competition from other established companies on efficient delivery of products and or services.

SECL has a large number of clients who they are committed to delivering their products or service on time

Securing sufficient qualified labour and equipment for the project.

Creating employment for the community, building a relationship within the wider society.

Competitive prices from other companies on use of scaffolding equipment and or their services.

One of SECL team members is nearing the end of his degree in project management at a reputable institute.

The concept of a larger warehouse is new and can be costly.

Form an association with a reputable international company, expanding their service and products to the regional market.

The government makes changes to the legislation where they increase the fines imposed on the importation of goods and equipment’s.

Increase customer relationship long term, building a good reputation amongst society encouraging other companies to partner with them.

Inadequate procedure for stock taking of materials

Provide a more efficient and reliable customer services in the delivery or products and or services.

The company reputation is damaged, as a result of poor delivery of products and services.

The company has over six years’ experience in the scaffolding industry.

Poor delivery of products and or services to clientele which can negatively impact on current and futuristic customers. It can also affect the company’s image hindering potential partners

To become highly competitive within the local, regional and international construction market.

New laws implemented for the requirement of specific brand of scaffolding boards, which can deter the procurement process

Powe

SWOT Analysis of Students' at Valsayn Campus CCLCSStrengths:Evening students are the majority of College Attendees. ??The Majority of Evening Students are at Valsayn Campus??? What are the pt being made- what are the strengthsMajority of Students are there 2-3 days per week followed by 4-6 days.??Majority of Students spend 11-15 hours per week on the Valsayn compound??Students in the majority are desirous of having a functioning internet access??The IT department of the College is committed to delivering a reliable internet access for Students on Valsayn CampusMembers of the Guild of Students are knowledgeable and willing to do voluntary work at setting up and running a dedicated service based at the Guild OfficeThe Student Guild is very vocal about Students' rights with regard to internet access on VALSAYN CampusDemand for a reliable access is high among the Valsayn Campus communityWhat are the strengths vis a vis the projectWeaknesses:Day Students make up only a small percentage of the Student Population???Evening Students have only a small window for internet access 0justification for a new internet access is difficult with an ISP already in placePoor internet access for all students ??Poor connections except at Library and just outside.Think of the project and your administration of it and determine the strengths that can support it or the weaknesses that can hinder its successful completionOpportunities:- use pestle to determine opportunities and threatsBetter internet service to students will increase social activity/ intercourse in and around the Guild Offices- is this in the external environmentIncreased student activity around the Guild area will allow for new social and economic activities run by the Guild- once internal it is not for hereBetter internet access will mean improved research, easier access to lecturers' notes, better connection for group work in real time.With need for new ISP the Guild can make a case for better internet access by examining the needs of the Students and matching them to what the ISP's can provide.The new ISP can be given a trial run to determine if the requirements of the Students are being met or are likely to be met.

Threats:There is a tendency for internet service to dip over time such that the service will be the same as exists now.There is a possibility that the College may not fund the new internet service because of the already existing service provider.????

Do pestle and then complete o and t of swot

PESTLE

Factors Opportunity Threats

Political A new government may implement programs where young people who are involved in skill training programs can be employed at small

A change in government can contribute to the increase in prices of

businesses to gain experience in the world of work.

material and labour

Economic Access to loans can enable the company – which company the company has not been introduced to purchase new and bigger equipment.

A decrease in the GDP shows poor standard of living for the citizens of the country.

Perhaps an introduction will help so that we can better appreciate who is doing the work etc

STAKEHOLDER ANALYSIS- complete the table

College Management College IT Department

Guild Executive

High

Evening Students Day College Students

Low High

Interest

Stakeholder Needs & Expectation to be satisfied

Indicators of Stakeholder Satisfaction

Method of measurement

Client Submit deliverables

on time and to Clients approval

Client signs off on Completion Certificate which should indicated that they are please

Completion Certificate and Customer Feedback form

Management???

If there is a company involved and introduction should indicate more on it

Project to be completed within required time and constraints.

Project on track and assigned amount of work is completed.

Monitoring and controls

Narrative Summary of Objectives

Objectively Verifiable Indicators

Means of Verification

Critical Assumptions

Comments

Purpose To identify/ justify the need for a better delivery of Internet Service to Students at Valsayn Campus in and around Guild Offices

Level of usage of existing internet access by students visiting the Campus

Results of Survey/ questionnaire of students’ needs for internet access

All students want/ need internet access while on Valsayn Campus- research, group work, lecturers’ class notes.

Goal Provide students with first class internet access to information on wwweb, and interaction for research/ group work

List of deliverables offered by the various ISP’s

Trial run of Internet service to determine level of service provided-D in PDSA of W.E Deming.

An ISP is able to provide the level of service needed by the Students. Costs of IS is justifiable and commensurate with level of service

Input Survey of Students’ attitudes to currently accessible options. List of available options for consideration

Number of students using the Internet access offered by the College. Number of students seeking new service.

Survey results of the students’ preferences for various internet options.

Students will readily do the survey. Surveyors will carry out the survey accurately and honestly.

Output Dedicated reliable internet access 24/7 365 days per year, around the Guild area

A in the PDSA cycle of DemingThe level of use of internet access at the Guild area

Post- implementation survey done after 3 months and after 6 months. Measurement of bandwidth available from ISP

All other things remain equal. The student population at Valsayn will utilize the internet service. The support services from the Guild will be provided.

PRM Research Project

[2] TO PROVIDE INTERNET ACCESS TO VALSAYN CAMPUS AT THE GUILD HALL

SCOPE DEFINITIO0N AND STATEMENT.

The Scope Statement is divided into two main parts: a) Deliverables b) Product Characteristics.

Project Objectives:

The completion of the new warehouse will be required to meet the following:

• To accommodate the need for future loading and offloading of materials within the facility.• To ensure proper storage of materials on heights, taking into consideration the safety of

personnel using the facility on a daily basis. • To maximize utilization of space while providing adequate circulation paths for personnel and

material handling equipment such as fork lift trucks.

DON’T START WITH DELIVERABLES BUT SCOPE

What is in and what is not in the project

The deliverables are broken up into: i) Project Management Related Deliverables ii) Product Related Deliverables.

a i) This ???consists of meetings, reports, surveys, the scope statement, the WBS and WBS Dictionary, Scope Baseline and major deliverables listing. It will also include the major Milestones of the project.

a ii), b) ???These include the manuals, access, the speed of the system, the constraints and assumptions and the exclusions to the scope.

The major deliverable of the project is to provide wired and wireless (WI-FI) internet access for the college population in and around the Student Guild Hall and offices on a twenty four hour seven days a week basis. This will allow day and evening/ part time stude3nts unfettered access to the World Wide Web (www), internet and network printers at the Guild offices. This access will facilitate the research, information gathering, plagiarism evaluation of assignments and access to social media for group virtual meetings.

An internet service provider (ISP) from either FLOW, Blink Broadband (TSTT), or Green Dot will be used to install and provide the service on behalf of the project champions, the Guild Executive. The normal procurement process will be used to select the provider using evaluation criteria set up by the project team.

The scope statement informs the project team and the sponsors and other stakeholders what exactly is to be achieved, and by what means. Some items will be procured or outsourced while others will be provided from the college Department of Works. These items will be identified and itemized in the Work Breakdown Structure (WBS). In addition, items and scope outside the purview of the project will also be identified. This is one way of establishing proper project boundaries, eliminate scope creep and controlling the scope of the project. The WBS Dictionary will help to clarify for the project team what is meant by each item in the WBS to avoid ambiguity and to9 foster clarity of scope and requirements of the project. The scope statement, WBS and WBS Dictionary combine to produce the Scope Baseline. This acts as another control metric for keeping within the scope boundaries and avoiding scope creep. The baseline is the document that will be referred to throughout the project to clarify any doubtful activities that may enter into the scope. The baseline will also be used to gauge legitimate authorized changes to the original scope. Changes to the scope baseline must be authorized by the sponsors of the project or their agent (Project Manager)\ and sign off must take p-lace. It will then be included into the amended scope through change management control. This keeps the scope tight and prevents unauthorized additions and/ or omissions from the originally intended scope. This scope baseline forms the basis of all other baselines- schedule, cost and quality standards for the project. The baseline also helps identify risks in the project and any outsourcing that will be required.

For the scope statement, the ISP must provide a wireless internet hub/ station in the Guild Office from where the Guild environs will be served with Wi-Fi access. This hub must be easily accessible to the Guild executive and its agents authorized to do troubleshooting, monitoring and operation of the wireless service and hardware. A hub for the wired service must also be provided by the selected ISP. This must be able to accommodate a minimum of 10 wired computers with enough bandwidth for each to have speeds of 1mb per second download. There must be 8 stations/ jacks to accommodate this in the Guild Hall area. One will be in the Guild Office and one in the Guild President’s office.

The project has several assumptions:

1) The ISP- what is isp is able to prove the product/ service and in a timely manner.2) The project sponsor is able to provide the funds for the project as needed.3) The college’s ISP will not interfere with the Guild’s setup.4) The equipment and furniture needed to transform the Guild Hall will be available when the internet

access becomes available, even though these are outside the scope of the project.has it been promised – is it in scope as an exclusion

5) The student population will be made aware of the service via the Guild’s Public Relations Committee and the college administration. Do this – it is not an assumption

6) The service can eventually pay for itself with the introduction of downstream activities, such as sale of food and beverages at the Guild Hall, sale of Guild T shirts, printing of documents, online purchase of books for students and other items via the Guild’s online store.calculate this

7) The service will be better than the service provided by the wireless service of the college and the wired service of the library and Student Support Centre. If not, then the service will be rejected.??? Ensure this

8) The Guild will supply from its executive persons who will give of their time voluntarily to upkeep the system and troubleshoot as needed. This is outside the scope of the project and is a voluntary activity.it should be in scope- scope is what is in and what is not in the project OR the limitation of the project can be just to set up the project and not have it operational

9) Students in fact want a better access to the internet.-Check this and make sure or no project

Constraints to the project are as follows:

1) The internet access must be in place by the first day on the new school year 2014- 2015 on 4th September, 2014. This must be after the testing of the system. Part of scope- additional requirements

2) The college has stated that the service must not cost more than $1000.00 per month.3) The college is prepared to pay half of the cost of the monthly bill for the service, to a maximum of

$500.00 and half to a maximum of $2500.00 for the setup of the service inclusive of any plugs and connections not provided by the ISP.

4) The Guild’s internet setup must not disrupt the college’s provision of Wi-Fi to the student body. requirements

5) Down time of the i9nternet access by the ISP must not be between the hours of 8am and 9pm Monday to Saturday. requirements

6)7)[6)] Testing of the service must be done during school hours and when school is not on holidays.

requirements8)9)[7)] The college may not be held liable for any claim against the Guild’s provision of internet service.

requirements10)11)[8)] The ISP must not use overhead lines to gain access to the Guild area and with flooding a

problem at the college during rainy season, the ISP must secure the trunking for the internet service to prevent water contamination of the lines. requirements

12)13)[9)] The product/ service must give a minimum of 2mb download per second and 1mb per second

upload at a consistent bandwidth.14)[10)] The ISP must provide the Guild with controls to filter out objectionable sites/ content and/ or

malicious sites access and deny access to these sites. requirements15)

Monitoring

Controlling

• Periodic progress meeting held. • Completed Progress Report. • Complete and unambiguous progress reports well documented and handed in to management in a timely manner for perusal to ensure suggestions and / or recommendations can be made to the project team.

Closing • Project completed • Completed final report.• Acceptance of hand over certificate.

• All documents and / or reports must be complete and handed in within the timeframe allocated.All sign off on hand over certificate for project completion and closure done by authorized personnel.

Project requirement :( continued)

Project

Work Breakdown Structure.

The WBs may be rendered in Table/ Tabular Form or in Chart Form. Both methods are employed for the project as some members may understand the Chart Form more easily. The lowest level of the WBS is the work package. Through decomposition, which is done by the project team members, the various hierarchical levels of the WBS are spelt out for the project. Level 1 will normally be the name or major

concern of the project.- in this case ‘Provision of Internet Access (to the Guild Area of the Cipriani College at Valsayn, Trinidad Campus)’. Below this will be the Level 2 breakdown of the work, followed by Level 3 and going on. The two methods of depicting the WBS follow.

The WBS Dictionary gives an explanation for the WBS so that it is easy to follow. The numbering system/ user accounts are explained, the specific language used for items in the WBS are clarified. The WBS Dictionary is supplied below for a few tasks. The dictionary describes the task/ work package in detail. It also includes the project title, WBS number, WBS Name identifier, a description of the work package in the form of a narrative, the re3sources needed for its completion, project team member/s working on the package, project champion associated with the package, any assumptions and constraints.

The WBS, WBS Dictionary and Scope Statement together make up the Scope Baseline which is a management approved document that constrains the project. This scope baseline tells the team what is to be done and avoided in the project. This document also informs the team how to do many of the other plans for the project- the Schedule and Budget being the main ones. In fact, the WBS id the basis on which the Schedule I developed by further decomposing the lowest level of the WBS- the work packages, into activities. Each work package has a number of activities associated with it and these need to be clearly identified, listed, and attributes described fully, and the sequenced. This in turn will lend itself to quantifying the work effort and ultimately costing it. The work identified will have to have quality standards and will/ may contain known or hidden risks in accomplishing them. These will form the basis of the Quality and Risk Plans for the project. Stakeholder and Communications Plans will also arise from the work as reporting systems will be needed to inform management and other stakeholders on the status of the project. What can be done inside the organization will be so done and what has to be outsourced will form the basis of the Procurement Plan as this work will be done by people from outside the organization or from a different branch of the organization. Finally, the baseline will be used to keep the project from freely expanding beyond the plans of management via unnecessary scope elaboration or scope creep. Any legitimate alteration to the scope will be managed through Change Control.

Where is the wbs and dictionary

. Scope Monitoring and Control.

Write a description of how scope will be monitored and controlled

Tools and Techniques to be used:

Variance Analysis- the cause and magnitude of scope variance from the scope baseline.

Outputs from Monitoring and Controlling Scope:

Work Performance Measurements- actual samples of work done to look at efficiency and effectiveness and accuracy, quality of work done.

Corrective action taken/ chosen and reasons for the action taken

Lessons learned from the scope control exercise.

Change requests

Reports- progress, updates

WRITE HOW YOU WILL DO SCOPE ON THE PROJECT SEE SAMPLE

Scope Monitoring and Control

The Project Manager and the project team will work together to control of the scope of the project. The project team will leverage the WBS Dictionary by using it as a statement of work for each WBS element. The project team will ensure that they perform only the work described in the WBS dictionary and generate the defined deliverables for each WBS element. The Project Manager will oversee the project team and the progression of the project to ensure that this scope control process if followed.

If a change to the project scope is needed the process for recommending changes to the scope of the project must be carried out. Any project team member or sponsor can request changes to the project scope. All change requests must be submitted to the Project Manager in the form of a project change request document. The Project Manager will then review the suggested change to the scope of the project. The Project Manager will then either deny the change request if it does not apply to the intent of the project or convene a change control meeting between the project team and Sponsor to review the change request further and perform an impact assessment of the change. If the change request receives initial approval by the Project Manager and Sponsor, the Project Manager will then formally submit the change request to the Change

SCHEDULING

1.7[2.1] ACTIVITY DEFINITION:

Activity definition for this project would be directly related to the WBS developed as shown in previous section. It would break down all the work packages into individual scheduled activities to allow the project to be properly scheduled in terms of allocating proper and realistic time frames for each work activity to meet the deliverables.

See table below:

SAMPLE

Phases Deliverables Individual Work (Scheduled) Activities

Initiation Formation of project team with assigned leader.

• Select individuals for project team.• Assign project leader.• Develop roles and responsibilities.

Completed and approved project charter.

• Develop project charter document.• Submit project charter to sponsor for approval.• Project charter review by sponsor.• Approval of project charter.

From the Work Breakdown Structure (WBS) we get work packages which is the lowest level of breakdown of project work in the WBS.

We define activities within each work package through the process of Decomposition which breaks down the work package of the WBS into individual activities that may be quantified, costed, and given durations for start and completion for individual tasks.

The activities are also used to be able to better execute, monitor, control and sequence the project work.

The outputs to decomposition are called activities unlike in the WBS where the outputs are deliverables.

From identifying and defining activities we collect a list, called the Activity List, Activity Attributes and Milestone List.

A Template or Expert Judgement are tools used to generate both the Activity List and do the Decomposition.

IT IS NOT ABOUT THEORY OF SCHEDULING BUT HOW SCHEDULING WILL BE HANDLED SO WRITS AS THAT

DO NOT GIVE NOTES

Scheduling.Develop Schedule.

This is the planned dates for completing project activities. Computer software is usually used for this such as Microsoft Project 2007.

Schedule Network Analysis- uses techniques such as Critical Path Method, Critical Chain Method, What- If Analysis, Resource Levelling etc. to calculate early and late start and finish dates for the activities.

Critical Path Method- uses forward and backward pass analysis to get earliest and latest start/ finish dates and slack and lag/ lead times. This gives the time period or space within which an activity may be done. It is not the schedule itself.

Critical Chain- where resources are constrained (limited) this method determines the best time for the availability of resources to come on the project.

Resource Levelling- this occurs when resources have to be shared among activities or are oversubscribed.

What-If Scenario- this takes into consideration known risks in the project such as strike action, delays in supplies, equipment, materials delivery, resignations and sickness. These will affect the scheduling of activities and need to be factored into the schedule.

Schedule Compression

1) Crashing. The time take to accomplish the activities is shortened to cut down on the time taken to complete the project. Overtime, additional resources-human and material or equipment are introduced to shorten the duration. This is of benefit only for activities identified on the Critical Path of the project i.e. the activities that have no slack and cannot be rescheduled or put off.

2) Fast Tracking- this is actually parallel scheduling of activities instead of sequential scheduling. Activities run concurrently or overlap in order to shorten the duration of the project.

Scheduling.

In Project Scheduling we are attempting to get start and finish dates for each activity

Master/ Milestone Schedule is made in one of three forms.

1) Milestone Charts2) Bar Charts3) Network Diagrams- this is a logic network and critical path schedule. It uses AON or Time Scaled

Schedule network diagram in form of a logic bar chart

Each work package coming out of the WBS is planned as a series of related activities.

Schedule Baseline.

This is the accepted and approved-by-management and project team document that forms part of the project management plan and is used to keep track of the progress of the project relative to the constraint of time

Scheduling.

Estimate Activity Resources.

All people, material, equipment, supplies and services needed to accomplish each activity are taken into consideration and identified.

Output:

RBS- Resource Breakdown Structure uses resource calendars to show when resources are available during the life of the project.

The RBS is divided into:

1) Resource Category- labour, material, equipment, supplies

2) Resource Type- Skill level, Grade level.

Tools and Techniques:

Bottom Up Estimating- activities are looked at from completion backward / upward to further decompose the activity and estimate the associated resources needed to accomplish the task.

Scheduling.

Schedule Control.

This determines the current status of the project in terms of time as a constraint.

The aim is to influence the factors affecting the schedule and any changes to the schedule baseline.

1) It monitors to determine if the schedule is changing or has changed or is likely to change.2) It is also used to determine the effect actions taken on the project have on the schedule, whether

planned or unplanned actions.3) Schedule control also manages the changes to the schedule.

The tools used are inspection, performance reviews, variance analysis, PM software to track planned versus actual dates, resource levelling, what-if scenarios, lead and lag adjustment, schedule compression, scheduling tool using manual and automated software to get updated schedule information.

Outputs.

Change requests. Work performance measurements, OPA updates, PM plan updates-schedule baseline, cost baseline.

Scheduling.

1.8[2.2] ACTIVITY SEQUENCING:

Activity sequencing for this project would be done with the use of a table and a network diagram which would properly illustrate the activities dependencies and the order that each activity must occur. The activity listing in the activity definition table above would be used and all the activities listed would be shown and sequenced accordingly in the table and the network diagram.

Activity Sequencing Table:

NO Activity Listing (Description) Activity Label (Code)

Immediate Predecessors

Duration

1 Select individuals for project team. 1 - 1 day

2 Assign project leader. 2 - 1 day3 Develop roles and responsibilities. 3 1,2 0.5 day4 Develop project charter document. 4 3 2 days

Sequence Activities- this involves deciding which activity will come first and which will proceed and precede each.

The tools used for this will be 1) PDM- Precedence Diagram Method, 2) Critical Path Method (CPM), 3) Network Diagram-AON, AOA.

There are 4 major sequencing arrangements

1) F-S or Finish to Start where a task must finish before another starts

2) F-F or Finish to Finish where one task must finish in order for another to finish.

3) S-F or Start to Finish where one task must start for another to finish

4) S-S or Start to Start where one task must start for another to start.

There are three major dependencies that arise between tasks

a) Mandatory - where the project demands what tasks must be performed first or before others.b) Discretionary - where the project team decides which tasks will be performed first and which after

based on the needs of the project. This is for when there is no logical reason for determining which activity will precede which.

c) External - these are tasks which originate from outside the project and for which the project is dependent. The activity cannot be scheduled by the team and must sequencing is fixed by the external authority.

Output

1) Network Diagram 2) Critical Path 3) GANTT Chart with Milestones

4) ORGANISATIONAL BREAKDOWN STRUCTURE (OBS)5)

NAMES ROLE RESPONSIBILITIES CONTACT INFORMATION SIGNATURES

John Stephens Project Champion

Actively seek project support from management and other stakeholders

Assist with the removal of barriers should they occur and align resources

745-9925

John @ yahoo.com

Assigned Resources Table:

NO Activity Listing (Description) Assigned Resources1 Select individuals for project team. Project Manager2 Assign project leader. S.E.C.L. Management3 Develop roles and responsibilities. Project Manager4 Develop project charter document. Project Manager, Secretary5 Submit project charter to sponsor for approval. Project Manager, Secretary

6 Project charter review by sponsor. N/A

7 Approval of project charter. N/A8 Drawings drafted by drafting firm. Drafting Contractor, Project Engineer.

9 Drawing reviewed by sponsor. N/A10 Drawings submitted to statutory body. Drafting Contractor.11 Develop project proposal and project scope

document.Project Manager

Scheduling.

Activity Duration Estimating.

This refers to the work period needed to complete the individual activities.

It is based on the scope of work. Project Management Software is usually used for this exercise.

Tools:

1) Analogous Estimating- based on previous similar projects a duration for tasks may be worked out.2) Parametric Estimating- e.g. number of hours per day, number of days, square footage, etc.3) Three Point Estimating- most likely, optimistic, pessimistic times for completing tasks.4) PERT chart.5) Reserve analysis for contingency planning.6) Management reserve.

1.9 RESOURCE DURATION ESTIMATING

The process of estimating the time each resource will spend on a specific task can be seen in the table below, reflecting the duration for each.

Resource Duration Table:

NO Activity Listing (Description) Assigned Resources Duration1 Select individuals for project team. Project Manager 1 day2 Assign project leader. S.E.C.L. Management 1 day3 Develop roles and responsibilities. Project Manager 0.5 day4 Develop project charter document. Project Manager, Secretary 2 days5 Submit project charter to sponsor

for approval.Project Manager, Secretary 1 day

6 Project charter review by sponsor. SECL Management, Secretary. 1 day7 Approval of project charter. SECL Management 1day8 Drawings drafted by drafting firm. Drafting Contractor, Project Engineer. 5 days

Schedule Development

The table below provided information pertaining to all project deliverables. This table will be used for analysing activity sequences and durations as well as other pertinent information pertaining to the project.

Schedule Development Table:

NO Activity Listing (Description) Duration Start Finish1 Select individuals for project team. 1 day Wed 4/1/15 Wed 4/1/152 Assign project leader. 1 day Wed 4/1/15 Wed 4/1/153 Develop roles and responsibilities. 0.5 days Thu 4/2/15 Thu 4/2/154 Project team developed 0 days Thu 4/2/15 Thu 4/2/15

5 Develop project charter document. 2 days Thu 4/2/15 Mon 4/6/15

6 Submit project charter to sponsor for approval. 1 day Mon 4/6/15 Tue 4/7/15Sample of schedule control

Schedule control

This is the actual process that involves ensuring that all activities for the project are executed as scheduled for the entire project life cycle. A various number of steps must be taken to ensure that schedule control is effectively done for the entire project to ensure project success. The key to effective project control is to measure actual progress and compare it to planned progress on a timely and regular basis and to take necessary corrective action immediately.The steps taken include:

Firstly it starts with establishing a baseline plan that shows how the project scope will be accomplished on time and within the budget.

A regular reporting period should be established for comparing the actual progress with the planned progress. The regular reporting period should be on a basis of two days a week or once a week depending on the project density.

During the regular meetings held data on actual performance andinformation on any changes to the project scope, schedule or budget should be documented.

Variances should be calculated based on the documented data mentioned above, against what was planned for the project. This is done to determine whether the project is ahead of time or behind.

If it is noted that the project is behind planned time, changes/ corrective actions towards the schedule would be made by project team members.The schedule control aspect of the project is an ongoing event

COST MANAGEMENT

What is the purpose of the plan and how was the budget calculated- what method

1.10 COST MANAGEMENT PLAN

The Cost Management Plan clearly defines how the costs for the project will be managed throughout the project’s lifecycle. It sets the format and standards by which the cost for the project is measured, reported and controlled.

The Accounts Manager will be responsible for managing and reporting to the project manager on the project’s cost throughout the duration of the project. The Project Manager will be responsible

Estimating Project Costs

The more accurate the estimate of project costs is, the better the project’s budget will be developed. Estimating the project’s costs is important as:

It enables you to weigh anticipated benefits against anticipated costs to see whether the project makes sense.

It allows you to see whether the necessary funds are available to support the project.

It serves as a guideline to help ensure that you have sufficient funds to complete the project.

For this project we need not develop and monitor a detailed budget. ????Normally, a project budget is a detailed, time-phased estimate of all resource costs for your project. The budget is typically developed in stages — from an initial rough estimate to a detailed estimate to a completed, approved project budget.

The project’s budget includes both direct and indirect costs. ???

Direct costs for the project include:

Specific materials, supplies, and equipment for the project. Cable wires - electrical and data, connectors, sockets and ports for connectivity between the equipment to be used in the Guild area and the ISP’s access points.

Subcontracts that provide support exclusively to your project. The telephone poles on which to hang the data cables. The holes to be drilled for placing the poles.

Indirect costs fall into the following two categories:

Overhead costs: Costs for products and services for your project that are difficult to subdivide and allocate directly. Telephone charges, electricity

General and administrative costs. Printing, typing and transportation costs.

Creating a Project Budget Using the Top-Down Approach

HOW ARE WE DOING IT FOR THE PROJECTThere are two ways to create a budget for the project: bottom-up and top-down. To develop a top-down budget estimate decide the total project to cost and then divide that total cost in the appropriate ratios among the lower-level WBS components until you’ve allocated amounts to all the work packages.

Creating a Budget Estimate Using the Bottom-Up Approach

First prepare a rough estimate. In the organizing and preparing stage of the project the detailed budget estimate is done.

Develop bottom-up estimate:

1. For each lowest-level work package, determine direct costs.

For each lowest-level work package, estimate the direct costs for materials, equipment, travel, contractual services, and other non-personnel resources.

Consult with procurement department, administrative staff, and finance department to determine the costs of these resources.

Determine the indirect costs associated with each work package.

Estimate indirect costs as a fraction of the planned direct labor costs for the work package. The organization’s finance department determines this fraction annually by doing the following:

Estimating organization direct costs for the project

Estimating organization indirect costs for the project

Dividing the estimated indirect costs by the estimated direct costs

BUDGET

GIVE BUDGET

Cost of Resource

1.11 COST OF RESOURCE Table

Assigned Resource Cost Per Use / Rate

Duration /Time Spent On Project

Amount Of Times Service was Required

Total Cost Per Resource

Project Manager $1,500.00 per day

60.5 days

N/A $90,750.00

Secretary $400.00 per day

14.5 days

N/A $5,800.00

Health and Safety Manager $800.00 per day

33days N/A $26,400.00

Scheduling.

Activity Duration Estimating.

This refers to the work period needed to complete the individual activities.

It is based on the scope of work. Project Management Software is usually used for this exercise.

Tools:

[7)] Analogous Estimating- based on previous similar projects a duration for tasks may be worked out.[8)] Parametric Estimating- e.g. number of hours per day, number of days, square footage, etc.[9)] Three Point Estimating- most likely, optimistic, pessimistic times for completing tasks.[10)] PERT chart.[11)] Reserve analysis for contingency planning.[12)] Management reserve.

Estimating Project Costs

The more accurate the estimate of project costs is, the better the project’s budget will be developed. Estimating the project’s costs is important as:

It enables you to weigh anticipated benefits against anticipated costs to see whether the project makes sense.

It allows you to see whether the necessary funds are available to support the project.

It serves as a guideline to help ensure that you have sufficient funds to complete the project.

For this project we need not develop and monitor a detailed budget. Normally, a project budget is a detailed, time-phased estimate of all resource costs for your project. The budget is typically developed in stages — from an initial rough estimate to a detailed estimate to a completed, approved project budget.

The project’s budget includes both direct and indirect costs.

Direct costs for the project include:

Specific materials, supplies, and equipment for the project. Cable wires - electrical and data, connectors, sockets and ports for connectivity between the equipment to be used in the Guild area and the ISP’s access points.

Subcontracts that provide support exclusively to your project. The telephone poles on which to hang the data cables. The holes to be drilled for placing the poles.

Indirect costs fall into the following two categories:

Overhead costs: Costs for products and services for your project that are difficult to subdivide and allocate directly. Telephone charges, electricity

General and administrative costs. Printing, typing and transportation costs.

Creating a Project Budget Using the Top-Down Approach

There are two ways to create a budget for the project: bottom-up and top-down. To develop a top-down budget estimate decide the total project to cost and then divide that total cost in the appropriate ratios among the lower-level WBS components until you’ve allocated amounts to all the work packages.

Creating a Budget Estimate Using the Bottom-Up Approach

First prepare a rough estimate. In the organizing and preparing stage of the project the detailed budget estimate is done.

Develop bottom-up estimate:

4. For each lowest-level work package, determine direct costs.

For each lowest-level work package, estimate the direct costs for materials, equipment, travel, contractual services, and other non-personnel resources.

Consult with procurement department, administrative staff, and finance department to determine the costs of these resources.

Determine the indirect costs associated with each work package.

Estimate indirect costs as a fraction of the planned direct labor costs for the work package. The organization’s finance department determines this fraction annually by doing the following:

Estimating organization direct costs for the project

Estimating organization indirect costs for the project

Dividing the estimated indirect costs by the estimated direct costs

Narrative Summary of Objectives

Objectively Verifiable Indicators

Means of Verification

Critical Assumptions

Comments

Purpose To identify/ justify the need for a better delivery of Internet Service to Students at Valsayn Campus in and around Guild Offices

Level of usage of existing internet access by students visiting the Campus

Results of Survey/ questionnaire of students’ needs for internet access

All students want/ need internet access while on Valsayn Campus- research, group work, lecturers’ class notes.

Goal Provide students with first class internet access to information on wwweb, and interaction for research/ group work

List of deliverables offered by the various ISP’s

Trial run of Internet service to determine level of service provided-D in PDSA of W.E Deming.

An ISP is able to provide the level of service needed by the Students. Costs of IS is justifiable and commensurate with level of service

Input Survey of Students’ attitudes to currently accessible options. List of available options for consideration

Number of students using the Internet access offered by the College. Number of students seeking new service.

Survey results of the students’ preferences for various internet options.

Students will readily do the survey. Surveyors will carry out the survey accurately and honestly.

Output Dedicated reliable internet access 24/7 365 days per year, around the Guild area

A in the PDSA cycle of Deming

The level of use of internet access at the Guild area

Post- implementation survey done after 3 months and after 6 months. Measurement of bandwidth available from ISP

All other things remain equal. The student population at Valsayn will utilize the internet service. The support services from the Guild will be provided.

Logical Framework Analysis

Risk Management.

The Risk management of the project is done to identify potential harmful and/or beneficial occurrences in the project, plan for them using project management tools and techniques, assign resources and owners to the risks, rank and rate the risks qualitatively and quantitatively and monitor and control the risks to minimize the negative impacts of these risks and to maximize positive impacts of any risks.

Risk Management Plan has four dimensions:

Risk Identification Risk Analysis Risk Responses Risk Monitoring and Control

These steps are not discreet steps but are iterative and are performed throughout the project. The project team is always on lookout for new or previously identified threats that may disrupt the success of the project.

Risk Identification is to be carried out by team members. Once identified as a possible threat or opportunity, all risks are put in a risk register and classified according to severity (impact) and likelihood (probability) of occurrence.

Risk Analysis involves giving risks a ranking and a rating based on probability and impact and this results in a risk score. Qualitative analysis gives probabilities such as unlikely up to 50/59 chance all the way to most likely will occur. Impact may be qualitatively measured by minor effect to can affect greatly cost, scope or schedule of project up to project will be catastrophically affected if risk occurs. These may be given scales from very low to medium to very high. Quantitative risk analysis renders numerical ratings to each risk. This measures the effect they have on project activities. High score risks are then prioritized and documented for further analysis and monitoring.

Risk Responses are developed for high and very high category risks. These are assigned to a team member (owner) to be monitored and triggers are looked for that signify that an event (risk occurrence) has occurred or is about to occur. The risk response will be predetermined as part of project planning.

All risks deemed detrimental to the project are monitored and controlled by a number of methods including avoiding which eliminates the risk by eliminating its cause. This normally involves a change in scope. The risk can be controlled also by simply accepting it as unavoidable or declaring it negligible. Transferring the risk will involve insurance buying and outsourcing. The risk may be mitigated by preventing the risk from occurring altogether or by reducing the impact of the risk on project activities and deliverables. New risks are constantly looked for and assessed and analyzed as they appear. Risks that are no longer valid are removed from the register. Risk audits determine if adequate responses were applied and how timely they were and document any risk occurrences and their responses.

What does the project entail? Is it the start up or into the operations? This has to be defined in scope

Probability and Impact Matrix

ID # Description of RisksIdentified

Probability of Risk Occurring1-5

Impact of Risk1-5

Score1-25

1 Management does not accept Survey results, wrongly interprets or ignores them

2Low

5High

10

2 Surveyors were dishonest in carrying out survey, or made up survey responses

2Low

4High

8

3 New ISP does not deliver the quality bandwidth needed or does not maintain desired level

3.5Medium

4High

14

4 Follow up Projects to supply Furniture and Equipment do not materialize

3Medium

5High

15

5 Guild Executive cannot get Student volunteers to upkeep and run the internet service??

3Medium

3Medium

9

6 Malicious/Accidental Damage to the infrastructure and Viruses being introduced into system ??

3Medium

4High

12

7 ISP does not install the service on 4 2 8

schedule nor does the College install infrastructure on time.

High Low

Risk Score Card

Impact

Level Score (1) V Low (2) Low (3) Med (4) High (5)V HighV High 5 5 10 15 20 25High 4 4 8 12 16 20Med 3 3 6 9 12 15Low 2 2 4 6 8 10

V Low 1 1 2 3 4 5

Acceptable (Low)……..3

Monitor (Medium)…..2

Unacceptable (High)…1

Risk Register

Date Raised Risk Description

Risk Priority Mitigation/Prevention/

Action

Risk ID #

Date

Person who

Raised

To Whom Raised

Description of

Risk

Description of Impact

Likelihood

Rating

ImpactRating

PriorityRating

Action

Owner

Date

1

2

3

4

5

6

Probability

7

8

What are the mitigations actions planned for the project

Risk Ranking/Analysis

Qualitative Risk Analysis

Probability and Impact Scale

Scale Probability Scale ImpactV High Most likely to occur V High Entire project is affected

High Likely to occur High Several areas of project are affected

Medium 50% chance of occurring Medium Some areas of project are affected

Low May occur Low Minor effect on project outcome

V Low Unlikely to occur V Low Negligible impact.Risk need not be considered

Risk Monitoring and Control

2[3] QUALITY MANAGEMENT PLAN

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Quality Management Plan is used to establish the baseline against which project quality will be measured. It describes the methods and procedures to be used for establishing, monitoring and verifying project quality.

The Quality Management Plan is divided into, inter alia:

· Quality Requirements are the quality aspects of the components that must be monitored and measured. It offers a measurement method, collection frequency, responsibility for measurement, the measurement target and goals for improvement. The success of the project depends on the delivery of a quality product. The objective here is to get the exact meaning of quality for the product

· Quality Criteria

· Quality Metrics are used to measure the quality criteria and the means of collecting each metric, the collection frequency, the person/s responsible, the target or threshold.

· Quality Management Activities:

· Preventive Activities

· Appraisal Activities

Preventive Activities

The techniques used throughout the project life cycle to minimize the cost of appraisal, rework and error correction later in the life cycle are known as p0reventative activities.

Appraisal Activities

The tests, walk-throughs, audits and reviews done on the project to ensure the required level of quality are appraisal activities. All quality assurance personnel on the project- the Acceptor, the Project Manager, team members, external auditors, Steering Committee, sub-contractors and vendors form part of the Appraisal team. All lines of authority within the team are shown, description of quality assurance responsibilities, description of the escalation procedure and sequence for visibility of quality issues not remedied.

uality Target Table:

Project Phase Deliverable Quality Criteria Quality StandardPlanning Architectural Plans approved by

statutory body.Building design to protect the environment using an up to date standard.

100 % compliance of the building code and Trinidad and Tobago Bureau of Standards.

Execution N/A N/A

SubstructureLand scape completed by surveyor, building clearly marked out.

The building must be clearly marked out as on the drawings to allow for future expansion

100 % compliance to Trinidad and Tobago Bureau of Standards. ISO 14001 Environmental Management Standards.

Excavation works for the foundation completed

Excavation works to be completed according to specification on drawings. 100 % compliance to builders code as per

guided by the design specification and the Bureau of Standards. Soil density tests performed confirming a satisfactory stability rating for the soil.

Completion of foundation footing and block work.

Foundation works inclusive of footing and block work must be done in accordance with stamped drawings provided. It must be stable and able to with stand earthquake conditions.

Completion of floor slab. Floor slab must be done in accordance to specification stipulated on drawings. It must be able to with stand earthquake conditions

100 % compliance to Trinidad and Tobago Bureau of Standards. Testing of the quality of concrete to ensure its stability for accommodating the structure on it.

2.1[3.1] SCOPE

The scope of the plan is the quality practices and procedures to be employed in delivering the required deliverables and product.

2.2[3.2] DOCUMENTS

Quality Manual from ISP.

Project Management Plan

IT Department’s Standards and Procedures Manual.

QUALITY REQUIREMENTS

The success of the project is dependent upon the delivery of a quality product to the project. The objective of this section of the Quality Management Plan is to define the exact meaning of quality within the context of the product.

Product

The product includes system components, documentation (user aids) and training.

The product has the following components:

Operations Manuals from the ISP.

The internet service itself with broadband specifications.

It does not include:

Computers, furniture, equipment not specifically indicated, printers and photo copiers, specialized software and security infrastructure.

2.3[3.3] QUALITY ASSURANCE

Quality Assurance (QA) involves the means by which the auditing or planned site visits ensure that the quality standard are met and carried out. Through reviews, inspections, and tests, the Contractor assures that (QA) is working effectively, and that the end product complies with the quality established. Quality assurance Table:

Technique Description FrequencyUtilize Skilled Staff

To ensure that project deliverables are produced to asufficient level of quality, we will:

• Only recruit and employ suitably skilled staff.• Ensure the staffs allocated to the project have at least

five years’ experience in building construction.• Appoint a full time Quality Manager.• Not employ temporary or graduate staff.

Throughout the project.

Undertake Quality Assurance Reviews

The Quality Manager will undertake Quality Reviews at the end of the following stages, to ensure that the project is on track (i.e. on time and within budget) and has produced deliverables that meet the quality targets specified:

• Planning Phase• Substructure Phase• Superstructure Phase• Services Phase• Finishes Phase

On completion of activity.

2.4[3.4] QUALITY FACTORS

Quality factors are the user-perceived aspects of the product that meet user requirements. These factors are identified in decreasing importance in the Table below.

Quality Factors

Factor Description Rank

Product Factors

Accessibility That ability of authorized users to access.

Correctness The extent to which the product satisfies its specifications and fulfils the user’s objectives.

Efficiency The extent to which the product performs its intended function with a minimum consumption of resources.

Expandability The ease with which the product can be modified to add functionality. Also the ability of the system to handle increasing demands without noticeable fluctuations in performance.

Integrity The extent to which the product safeguards against unauthorized access to or modification.

Maintainability The extent to which the product can be maintained over its expected useful life.

Reliability The ability of product to perform its required functions under stated conditions for a stated period of time.

Usability The extent to which the functional parts delivered by ISP are understandable and applicable by the end-users.

Timeliness The extent to which product is delivered in a timeframe which meets students’ requirements.

2.5[3.5] QUALITY CRITERIA

Each Quality Factor translates into one or more system-related Quality Criteria.

The Table below presents the Quality Criteria that define the system-oriented view of each Quality Factor.

Table of Quality Factors

Factor Criterion Description

Product Factors

Accessibility Penetration The extent to which product is successfully accessed by its intended users.

Virtuality The extent to which users do not require knowledge of the physical, logical, or topological characteristics of product.

Correctness Completeness The degree to which product provides full implementation of the functions required.

Consistency The degree to which product provides uniform design and implementation..

Accuracy The degree to which product provides the required precision.

Efficiency Effectiveness The degree to which product utilizes minimal resources for its functions.

Virtuality The extent to which users do not require knowledge of the physical, logical, or topological characteristics of product

Simplicity The degree to which product defines and implements its functions in the most non-complex and understandable manner.

Integrity Security The extent to which product assigns and utilizes levels of security necessary to control access.

Auditability The extent to which product maintains an audit trail of modifications to functions and data.

Interoperability Commonality The extent to which product has similar routines and procedures for competitor

Factor Criterion Description

products.

Independence The degree to which is not dependent on College’s other internet access utilities.

Maintainability Conciseness The degree to which product implements its functions with minimal complexity.

Consistency The degree to which product provides uniform implementation and actions.

Standardization The extent to which product conforms to industry standards that maximize user friendliness.

Presentability Image The degree to which product provides a consistent, attractive identity which is understood by all users.

Profitability Productivity The extent to which product demonstrates an improvement in the productivity of those who use it.

Affordability The degree to which product can be utilized by all potential users.

Cost vs. Benefit The degree to which the benefits of product out-weigh the costs.

Reliability Anomaly Management

The extent to which product can provide for continuity of operations under, and recovery from anomalous conditions.

Training The extent to which product provides familiarization of its functions and operations to its users.

Process Factors

Factor Criterion Description

Financial Performance

Performance to Budget

The extent to which product is delivered according to the contracted costs.

Timeliness Performance to Schedule

The extent to which product is delivered according the established schedule.

Resource Effectiveness

Actual vs. Required Skills

The extent to which the skill set required by the project matches the skill set of the resources assigned to the project.

Future Business Potential

Customer Satisfaction

The extent to which end user is satisfied with the development process, the delivery personnel, and the level of service provided.

2.6[3.6] QUALITY METRICS AND MEASURES

This defines, for those Quality Criteria that can be quantified and measured, the precise level of quality required for the product.

Not all criteria are easily measured.  For the criteria that are more subjective, this section also identifies how to determine whether or not each quality criteria has been met.

Simply measuring the Quality Factors, using the defined Quality Metrics, is insufficient.  For Quality Factors, Criteria, and Metrics to be met, they must be consciously addressed, throughout the life cycle.

The Table below presents the Quality Metric to be measured to determine whether each Quality Factor has been achieved:

"Measurement Method" identifies the manual or automated method used to measure the metric.

"Responsibility" identifies the team member responsible for measurement and monitoring of the Quality Criteria.

"Frequency" identifies the frequency with which the measurement will be collected.

"Target" identifies the quantified target for each Quality Criteria.

"Improvement Goals" identifies quantified progression points to reach the target.

"Quality Activities" identifies preventive and appraisal activities which when performed will have a direct impact on the achievement of the Quality Factor.

Table of Quality Metrics and Measures

Consistency of Bandwidth Criteria

Performance to Schedule

Measurement Method: Track actual delivery and calculate variance.  Report variance to responsible team members.

Responsibility: Project Manager

Frequency: Weekly

Target: Meet all scheduled delivery milestones.

Improvement Goals: Reduce weekly fluctuation in the variance between estimated and actual delivery.

Quality Activities: Weekly Status Reporting.

3[4] QUALITY MANAGEMENT ACTIVITIES

3.1[4.1] PREVENTIVE ACTIVITIES

Effective quality management depends upon preventive techniques which invest effort at the start of the life cycle, and minimize the cost of appraisal and error-correction activities in later phases.

The preventive activities and responsible team members are defined in Table below.  These activities must be reflected in the project plans.

Table of Preventive Activities I hope this was not taken word for word from a document

Activity Description Responsibility/Owner

Project Planning Preparation of a complete, standard Project Management Plan.  Review of plan with Acceptor, and communication of the plan contents to all team members.

PM

Quality Management Planning

Authoring and maintenance of this plan.  Communication of the Quality Management Plan contents to all team members.

IT Manager

Staffing Location and assignment, or recruitment, of qualified staff.

HR Manager

Orientation Comprehensive orientation session conducted for all team members.

PM

Training Whatever training is required for team members to achieve knowledge levels or proficiency required to complete their tasks. This includes methodology and technical training.

PM

Environment Provision to team members of the environment necessary to create a quality product: workspace, tools.

Facilities Manager

Activity Description Responsibility/Owner

Standards and Procedures

Development of standards & procedures covering all aspects of the project, including standards.

Individual sections assigned to team members.

Records Management Maintenance of a project repository containing all project documents, deliverables, and background material.

PM

Peer Review Review of lessons learned on past projects (see Quality Manual section 3.3.1).

PM to obtain information.

Research Search various sources for information relevant to product.

IT Manager.

Assessment of Supplier Quality

Assessment of the quality record of suppliers prior to contracting for services or products, as defined in the Quality Manual.  Includes review of previous work, review of supplier’s quality management program, and checking of references.

IT Manager.

Sub-contract Management

Review of sub-contractor proposals and award of sub-contracts.

PM.

Implementation

Planning

Preparation of an Implementation Plan describing how the system will be implemented and what the contingency plans are should the implementation be delayed.  Review of the plan with the Project Champion, and communication of the plan contents to all team members.

PM

 

3.2[4.2] APPRAISAL ACTIVITIES- SAME HERE In addition to the preventive activities, quality will be reinforced by the completion of appraisal activities which review work products and process throughout the life cycle.

The appraisal activities and responsible team members are defined in Table below on the following page.  These activities must be reflected in the project plans.

Table of Appraisal Activities

Activity Description Responsibility

Metrics Collection and Assessment

Gather metrics desired; evaluate performance to target and improvement goals; report problems; recommend action for improvement.

Project Team Members under IT Manager.

Project Quality Monitoring

Monitor and report weekly the progress of all activities defined in this Quality Management Plan. Monitor the corrective actions, recommend product/process improvements and escalate problems where necessary.

IT Manager to monitor process metrics and improvements.

Problem escalation channels through PM.

In-Process Audits Audits of deliverables to ensure completeness and consistency of deliverables.

Comparison of deliverables, down through the life cycle, to check correctness and completeness,

Comparison of deliverables to check consistency.

Guild Exec Secretary.

Deliverable Walkthroughs

Walkthrough of each deliverable produced in the development life cycle.  Includes documents, code, test plans, and other deliverables.

Walkthroughs and reviews follow standards set in the Quality Manual.  Additional standards and checklists are contained in the ISP’s Standards & Procedures

Author of each deliverable.

Activity Description Responsibility

Manual.

Deliverable Reviews Review with Student Guild Executive of each Formal Deliverable produced in the development life cycle, and in the Project Management Plan.

Walkthroughs and reviews follow standards set in the Quality Manual. Other standards and checklists are contained in the ISP’s Standards and Procedures Manual.

PM to arrange.

Author of the deliverable to convene.

Internal Communications

Continuous communication to all team members of any needed information, including the current status and objectives of the team and the project vision from the customer’s perspective.

PM

External Communications

Communication to external entities of the status and plans of the project as needed.

PM

Quality Management Sessions

Meetings with team members and peers to identify trends, develop solutions to problems and explore opportunities for improvement.

IT Manager to coordinate.

Unit Testing Testing of each individual unit as specified in the Quality Manual.

Completed by the author of the unit.

Integration Testing Testing of integrated executables and applications, as specified in the Quality Manual.

Test Team from members of the Project Team (different personnel from those who tested the system).

System Testing Testing of complete project releases, as described in the Quality

System Test managed by IT

Activity Description Responsibility

Manual.

Requires the preparation and execution of a rigorous test plan which covers all aspects of the release:

Manager.

Walk-through

Follow-up

Verification of sign-off of all action items on walk-through reports.

PM

Weekly Status Reporting

Weekly status reports completed by individual team members.

All team members.

Monthly Status Reporting

Monthly status report summarizing the project. Includes metrics to be used. Also refer to Quality Manual.

Produced by PM.

Project Steering Committee Meetings

Monthly reviews of project status and issues. Includes review of the Monthly Status Report. Also refer to Quality Manual, and the Project Management Plan.

Convened by PM.

Decision Requests Refer to Quality Manual. Tracked and managed by the PM.

Change Requests Refer to Quality Manual. Tracked and managed by the PM.

Fault Reports Refer to Quality Manual. Tracked and managed by the PM.

Project Reviews Periodic reviews, as defined by the Quality Manual.

IT Manager to schedule, recruit reviewer, and act as acceptor of review

Contractor Monitoring of the contractor to IT Manager

Activity Description Responsibility

Management ensure that the methodology and quality system are being followed.

Acceptance of Contractor Deliverables

Detailed review and acceptance of Formal Deliverables prepared by contractors.

Includes:

• Document review,

• Preparation of an Acceptance Test Plan,

• Completion of the Acceptance Test,

• Sign-off.

PM.  Participants in the deliverable review process should mirror the responsibilities for deliverable review.

Invoice Approval Approval of payment of invoices issued by a contractor.

Manager4 Fiscal Affairs

3.3[4.3] DELIVERABLE REVIEW PROCEDURES

All deliverables produced as part of the project will undergo the quality management and review process defined in this plan.

A more detailed description of the deliverable review process is contained in the Quality Manual, in the sections on Walkthroughs and Reviews, and Document Control.

Deliverable review responsibilities are defined in Table below:

Deliverable identifies each formal or informal (internal team) deliverable.

Author identifies the principal author of the deliverable.

Reviewers lists the team members who participate in the internal review of each deliverable, prior to formal testing. Reviewers are indicated in order of precedence, that is, the principal reviewers are listed first. Optional reviewers are enclosed in brace brackets.  The author is a de facto reviewer; the QAM is a de facto optional reviewer of each and every deliverable.

Acceptor identifies the person who has ultimate sign-off authority for the deliverable.

Table for Deliverable Review Responsibility

Deliverable Author Reviewers Acceptor

Formal Deliverables:

Project Management Plan

PM IT Manager, Guild Exec Secretary

Project Champion

Quality Management Plan

IT Manager Project Team Project Champion

System Blueprint IT Manager Facilities Manager, PM PM

Requirements Definition

IT Manager Project Team PM

Prototypes IT Manager PM Project Team Guild Exec Secretary

Functional Specifications

IT Manager PM, Guild Exec Secretary PM

User Aids Guild Exec Secretary

Project Team IT Manager

Implementation Plans PM IT Manager, Facilities Manager

Project Champion

Informal Deliverables:

Standards and Procedures

IT Manager PM, Project Champion

Alternatives Evaluations

Guild Executive Secretary

PM, IT Manager Guild Executive

Preliminary Design Specification

IT Manager PM. Project Champion

User Aids Design IT Manager, Facilities

Guild Executive PM

Deliverable Author Reviewers Acceptor

Manager

Detailed Design Specifications

ISP IT Manager Facilities Manager

Unit Test Plans ISP IT Manager PM

System Test Plan ISP, IT Manager

PM Project Champion

Human Resources.Skills Competency/main responsibilities Amount

Project Manager To manage the over-all operations and human resources required for the project from initiation to close out of the project.

1

Secretary To give support to the project manager in managing and coordinate all administration duties required for the project from initiation to close out of the project.

1

Accountants Manager

To manage, control and coordinate all finances required for the project, giving updates periodically to the project manager.

1

Put in tableRequirements.

1) IT manager from college, and one assistant from PRM programme.2) Project Management personnel from the student body of PRM faculty.3) Facilities Manager from college and one assistant from PRM student body.4) Treasurer of Guild.5) HR manager from college and one assistant from HRM student body.6) Executive Secretary of Guild.

No 1 – for advice and manager of project. Acts as the champion’s representative. This resource will get the information needed regards the requirements and specifications of the service required- broadband, bandwidth levels, support.

No 2- will carry out survey/ questionnaire under the direction of the Project Manager, along with assistant from Facilities Manager’s department.

No 3- the Facilities Manager decides where hardware and other equipment, cables, electrical fittings will be placed on the campus to facilitate the wired and wireless access and electricity needs of the project.

No 4- looks over the Guild’s assets and seeks the welfare of the guild’s interests.

No 5- arranges the availability of human resources needed for the project and beyond.

No 6- is the Guild Executive’s spokesperson on all matters relating to the Guild’s involvement in the project, relays info between the guild and management and between the guild and the ISP. Is the reporting person for all matters decided, discussed and changed.

Each of the six members of the team will have an assistant attached to him/her.