PROJECT MANAGEMENT PLAN

Transcription

1 1 PROJECT MANAGEMENT PLAN On Your Bike website redevelopment Ace IT Consultancy West Pennant Hills NSW October 2011

2 2 Signature The following signature indicates approval of the enclosed Project Management Plan. Ace IT Consultancy Director of IT Business Development

3 3 TABLE OF CONTENTS Contents TABLE OF CONTENTS... 3 Overview... 5 Purpose... 5 Project sponsor... 5 Objectives... 5 Resources... 6 Key issues... 7 Scope... 7 OYB s business requirements... 7 Web design elements... 8 Website features... 8 How the project team is organized Project organization chart Project responsibilities Director of IT Business Development The project team OYB s consultant Outsourced contractors Communications Management Plan Introduction Roles and Responsibilities regarding communications Project Manager Project Sponsor Technical Lead / Senior Web Programmer Customer Contact Information Directory Communications Matrix Meeting Guidelines Meeting Agenda Meeting Minutes Action Items Meeting Chair Person Note Taker Time Keeper Escalation procedures for resolving issues Revision procedures for updating the Communications Management Plan Risk management plan Risk management approach Roles and responsibilities Project risks identification Risk assessment meeting (Part of team planning meeting) Historical review of similar projects Top three risks Other possible risks... 21

4 Responses to project risks Risk monitoring Risk mitigation Probability and impact of identified risks Appendix 1: Assumptions Appendix 2: Group diary Appendix 3: log and discussion log Appendix 4: Gantt chart Appendix 5: Budget report Appendix 6: Project s risk register

5 5 Overview Purpose The purpose of the project is to redevelop and redesign On Your Bike s (OYB) existing website in order to equip OYB with online sales capability and improve its marketing elements and efforts through the website. All activities directly related to the purpose are considered to be in scope. All activities not directly related to the purposes are considered to be out of scope. Project sponsor The project sponsor will be monitoring the project s progress from its start to its end and making sure it is properly accounted for to all stakeholders of the project. IT Business Development Director Ms Liana Roberts Tel Roberts.l@aceit.com.au Objectives The objectives of the project are as follows: Provide all deliverables identified by the project s due date Fulfil all stated website design and business functionality requirements Complete the project within budget Produce detailed user s manual on using and maintaining the website

6 6 Resources The project will be planned with the following resources: Budget AUD$200,000 with maximum ±5% adjustment Time Not more than 3 months includes testing of OYB s web hosting server includes 2 days of OYB s web team training Human resources Project manager: Fabian Talbot Tel toby.f@aceit.com.au Senior web-programmer (Tech Lead) Alex Aiston Junior web-programmer Aska MacBain Graphic designer Andrew Ackman Business analyst Davis Maguire Web design/development tester Steffi Beckett Marketing manager (OYB) Lynette Richards Database specialist (Raytheon IT Consultancy) Michael Sorkman Photographer (Outsourced) Natalie Portman Data entry specialist (Outsourced) Jackie Chan

7 7 Key issues The project is on a tight schedule with three months to a deliver turnkey solution to OYB. The website also involves a diverse group of users. Fortunately, this project is given an AUD$200,000 budget and the project will be completed on time without sacrificing on the project s requirements gathering and analysis, and its testing phase. Scope The project team will cover the following deliverables requested by OYB and any other approved web design elements and website functionalities as advised by Ace IT Consultancy pertaining to the proposed website and its backend systems. OYB s business requirements A. OYB s redeveloped website must contain the following (List 1 to 6) 1. Informative page on OYB s business and its history 2. A secure online purchasing facility with: Customer database (which retains customers history and transactions) Order entry and order tracking system that are linked to OYB s current Inventory system Warehousing system Accounting system 3. OYB product catalogue which links to inventory system to provide users with the products availability status 4. A discussion forum open to all registered users 5. Secure community pages accessible only by local cycling associations 6. Informative page on OYB sponsored events and cyclists B. Detailed user s manual on using and maintaining the website 1. Introduction to the website and its integrated backend systems 2. Description of administrative tools provided for the website 3. Troubleshooting guide cum FAQ 4. Login information for various administrative purposes for the web master/team 5. Contact numbers and license information pertaining to third party services acquired for the website.

8 8 Web design elements OYB s website will adopt design elements distilled from web design trends 2011 conference. The requirements for web design will be defined by the project s graphic designer, business analyst, project manager, senior web programmer and OYB s marketing manager. Website features Enhance user experience Search function to: Help visitors find information they need on the website Give visitors more control in how they interact with OYB s website Search optimization Not only can visitors search for OYB s products through its website, visitors will also be able to find OYB s products via search engines such as Google and Yahoo!. Worldwide shipping service OYB will be using FedEx s online shipping service named Ship Manager. subscription for site s updates Any changes such as OYB s product catalogue, newly updated cycling events can be ed to subscribers. This is ideal for older age groups who do not spend much time on the web can still be reached via traditional . RSS feeds for site s updates For regular users of the web who visit a wide variety of websites, RSS (Rich Site Summary) provides OYB s visitors with up-to-date product catalogue or any other website changes (customizable), saving them time from always visiting OYB s site for latest updates. Instead of sending s, a RSS burner (can think of it as an updates generator) will churn out changes made to OYB s website in the form of feeds and these feeds are then sent to the visitor s RSS Feed Reader usually integrated on their favourite Internet browser. Security for online payment system Transactions made via the website are protected from malicious and fraud attacks.

9 9 Milestone list Milestone Description Date Project charter signed Initializing phase of the project completed Requirements signed by stakeholders Shows that we gathered all the requirements and all the stakeholders are happy with them Planning done Planning phase of the project completed Database completed and filled Graphical design approved Main site completed Product database contains all informations about OYB s products Graphical design for the website completed and can be used Main part of the site (everything except forum and community pages) done Forum completed Forum is working, content is filled Community completed Community pages are done, logins and manuals for local bicycle associations are created Everything works! Testing phase completed, all bugs eliminated Project completed All information and necessary documents are sent to OYB, staff trained how to work with administrative tools and website launched

10 10 How the project team is organized Project organization chart

11 11 Project responsibilities Director of IT Business Development Ms Liana Roberts will be the project team s primary consultant. She is also project sponsor and will work with the project manager and team, particularly in the areas of scope clarification and progress monitoring. The project team Program manager The project manager is responsible for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing costs, schedule and the quality of the project. The project manager also has to determine and implement the exact needs of the client. Business Analyst The role of a Business Analyst is to be an internal consultant that is responsible in investigating the client s business systems, identifying options for improving these business systems and then give recommendations on how to bridge the needs of the business with the use of IT. Senior web programmer (Tech Lead) The project s senior web programmer is also a technical lead and is the overall in-charge of all technical aspects of the project, and as well as providing the Project Manager with all the necessary information and updates to the website s development. Senior web programmer will also take part in the discussion of the website s design elements with the graphic designer. Junior web programmer The junior web-programmer s responsibility is to complete all programming tasks assigned by the senior web programmer and be a crucial supporting figure to the technical development of the website. Graphic designer The graphical designer is responsible for the website s design elements and its look-and-feel according to Ace IT Consultancy s requirements.

12 12 OYB s consultant OYB s marketing manager is involve in directing the content structure and its contents for the web-site such as templates to be sent out to new subscribers of the website and the website s forum topics. Outsourced contractors Photographer Photographer has all resources needed to take pictures of OYB products for the product database. Photographer s responsibility is to visit the OYB s warehouse with all necessary photo equipment and take all the pictures needed. The cost of the work is hour-based, with the value of $50 per hour. Database specialist The database specialist who constructed all existing business systems for OYB in particular the inventory system, warehousing system and accounting system was requested by the project team to be involved. The responsibility of the database specialist is to link these existing OYB systems with the project s new product database with the involvement of the project team s senior web programmer. The contract has the fixed cost of $5000. Data entry specialist The responsibility of the data entry specialist is to retrieve all OYB s product information found in different product information repositories needed for the product database. The cost of hiring the data entry specialist is hourly-based, $16 per hour.

13 13 Communications Management Plan Introduction This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication needs change. This plan identifies and defines the roles of persons involved in this project. It also includes a communications matrix which maps the communication requirements of this project. An in-depth guide for conducting meetings describes both the communications rules and how the meetings will be conducted, ensuring successful meetings. A project team directory is included to provide contact information for all stakeholders directly involved in the project. Roles and Responsibilities regarding communications Project Manager The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. Project Sponsor The project sponsor is responsible for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at the executive level, communications should be as brief and summarized as possible unless the Project Sponsor requests more detailed communications. Technical Lead / Senior Web Programmer The Technical Lead is designated to be responsible for ensuring that all technical aspects of the project are addressed and that the project is implemented in a technically sound manner. The Technical Lead is responsible for all technical designs, overseeing the implementation of the designs and developing as-build documentation. The Technical Lead requires close communications with the Project Manager and the Project Team.

14 14 Customer The customer for this project is On Your Bike. As the customer will be accepting the final deliverables of this project, they will be informed of the project s status including potential impacts to the schedule for the final deliverable or the product itself. OYB Business Steering Committee The business steering committee needs to be kept in the loop regarding changes to the project plan, progress reports and possible disruptions to business operations as a result of implementation or design changes. OYB IT Staff OYB IT Staff handle day-to-day operations and maintenance of the company s information networks and infrastructure. As this is a critical aspect of the business, OYB IT Staff need to be updated on any changes to OYB s existing IT configuration so they are able to anticipate these changes and resume operations with minimal downtime. OYB Marketing Manager As OYB is a retail business, most of its revenue comes from product sales. Any disruptions to sales operation will adversely affect OYB s bottom line and the company s financial health. Therefore, the OYB Market Manager needs to be constantly updated on any changes made to the sales page, product catalogues, point-of-sales systems and inventories to allow smooth business operations while the project is designed and implemented. OYB Database Specialist OYB s Database Specialist is an independent contractor, however, because he has designed and maintained all of OYB s existing databases and will most likely continue working with OYB in the future, the database specialist needs to be updated on any changes the project team makes to the database to avoid any confusion in the future.

15 15 Contact Information Directory The following table presents contact information for all persons identified in this communications management plan. The addresses and phone numbers in this table will be used to communicate with these people. Role Name Phone Project Sponsor Liana Roberts Project Manager Fabian Talbot Senior Web Alex Aiston Programmer OYB Business Steering Morgan Freeman Committee (Committee head) OYB IT Mark Zugger (IT Head) OYB Marketing Lynette Richards Manager OYB s external database specialist Michael Sorkman micsork@raytheon.com.au

16 16 Communications Matrix Stakeholde r / Recipients Information Time of Delivery Medium of Delivery Person in Charge of Delivery Additional Comments Project Team Members Evaluation of work done and overall progress Weekly Meetings Face-to-face Project Manager Project Sponsor -Overall Status of Project -Current Tasks -Milestones achieved -Near-term goals Fortnightl y Reports ed PDF Printed Report Project Manager OYB Managemen t Overall Status of Project Fortnightl y Reports ed PDF Printed Report Project Manager OYB IT Staff Changes made to System and Database When Needed Senior Programmer Changes made to systems and database will be reported within 1 business day to minimize disruptions of business operations OYB Marketing Manager Changes made to sales page and relevant systems When Needed Business Analyst Changes made to website will be reported within 1 business day to minimize disruptions of business operations OYB s database specialist Current database design of OYB s inventory and warehousing system When needed Face-to-face Senior Programmer

17 17 Meeting Guidelines Meeting Agenda Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting. Meeting Minutes Meeting minutes will be distributed within 2 business days following the meeting. Meeting minutes will include the status of all items from the agenda including any follow-up actions. Action Items Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item. Meeting Chair Person The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames. Note Taker The Note Taker is responsible for documenting the status of all meeting items, maintaining a follow-up action list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes.

18 18 Time Keeper The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda. The Time Keeper will let the presenter know when they are approaching the end of their allocated time. Typically a quick hand signal to the presenter indicating how many minutes remain for the topic is sufficient. Escalation procedures for resolving issues Any stakeholder with issues pertaining to the project must write a formal report and submit it to the relevant project team member. The recipient of the report will then discuss the issue with the Project manager and other team members if needed. If approved by the Project Manager, the team make the necessary changes to resolve the issue. Revision procedures for updating the Communications Management Plan The project team will decide on updating the Communications Management Plan if needed during the weekly meetings. If any changes are required, the project manager will discuss the changes with the relevant stakeholders before carrying them out.

19 19 Risk management plan This section is not suggesting that threats to the project will happen. A risk management plan is to help the project s stakeholders aware of possible threats and be assured that the project team has sufficient and efficient means of risk mitigation. The project team is working under a tight schedule and the website is to be catered and appeal to a diverse group of users from cycling enthusiasts to parents and their children. Under these circumstances and the nature of website development projects, this section will describe project risks that could affect the project s performance in terms of completing the scope and delivering the project on time and on budget. Risk management approach The approach the project team has taken to manage risks for this project includes a systematic process by which the project team identified, scored and ranked the various identified project risks. The most probable and highest impact risks were added to the project schedule to ensure that the risk managers (Project Manager and Tech Lead) takes the necessary actions to mitigate these risks at the appropriate time as the project progresses. Part of our project schedule is a weekly meeting for the Project Manager and his team to provide status updates on their assigned risk to the project sponsor, and if necessary provide an executive summary to keep the project s stakeholders informed. Upon the completion of the project, the project team will analyze each identified risk and the adopted risk management process. Based on this analysis, the team will identify any improvements that can ameliorate the risk management process for future projects. These improvements will also be recorded into the Ace IT Consultancy s existing knowledge base. Roles and responsibilities The assigned risk managers are the Project Manager and the Tech Lead (Senior web programmer). The program manager s primary role is to monitor project risks and setup mitigation strategies related to the project s performance such as scope, milestones and spent budgets.

20 The Tech Lead is an experienced web programmer who will monitor and setup mitigation strategies for technological and web development risks that affects the website s performance particularly in the area of integrating web design and backend business functions. In communicating all project risks updates, the Project Manager will be in-charged. The Tech Lead will update all risks he is assigned to the Project Manager. Project risks identification Risk assessment meeting (Part of team planning meeting) A risk assessment meeting was held with the project sponsor, all project team members, and the stakeholders. The project team employed the Crawford Slip method to identify risks. During the meeting chaired by the Project Manager, the project team was distributed notepads was and allowed 10 minutes for to record as many risks as possible. Later, the risks were presented to everyone in the meeting room for discussion. The risks identified during this meeting were added to the project plan and Risk Register. Historical review of similar projects The project team reviewed the history of similar projects undertaken by Ace IT Consultancy in order to determine the most common risks and the strategies used to mitigate those risks. Top three risks The top three high probability and high impact risks to this project are: 1. Lack of stakeholders involvement As the website is to provide specific functionalities and constructed with the latest web design trends, stakeholders involvement is crucial to the project team s requirements analysis before the construction of the website. With the lack of stakeholders involvement, the project will not be able to finish on time and may fall short of the required project scope. 20 Potential response: The project sponsor is actively involved and a clear communications plan will enable project team to speak to the right stakeholder with the right communication medium. On top of that, a weekly team meeting will surface any major errors in the project.

21 21 2. Miscommunication with external team resources Our most critical external resource comes from the previous database developer for OYB s current inventory system because the new website has to provide an online shopping cart linked to OYB s current inventory and warehousing system. By miscommunicating with the database specialist, the project s programmers will misunderstand the current design of these two systems and therefore misalign integration and programming efforts to make the website work. Potential response: Arrange meeting times early with the database specialist and factor the meeting times into the project s schedule. Obtain documentations from the database specialist if available, if not, have senior programmer come out with an adequate documentation of information passed down from the database specialist. 3. Huge change requests late in the project If stakeholders decide to add to the original functional and design requirements or make major changes to the way parts of the site is programmed/designed to function, it will result in delaying the project s expected delivery and may even require a major overhaul of the website. Potential response: Proper requirements analysis is to be done beforehand and scope statements must be signed and accepted by stakeholders and project sponsor. If huge changes are bound to happen, then setup prior mutual agreement with stakeholders that any major changes proposed 2-3 weeks before the testing phase may be accepted but there might be a delay on delivery date and increase in budget. If major changes are proposed after testing, further negotiation of time and budget is needed. Other possible risks 4. Overestimating project team s abilities This will result in underestimating the project s timeline and thus impact the project s performance. Potential response: Buffer time had been factored into the project and time consuming or content heavy software development modules had been outsourced to open-source or commercial software such as forum and community page content management. 5. Unexpected software abnormalities ( bugs ) Project team unable to discover or resolve software abnormalities in time will cause these abnormalities to escalate as the website develops further. This will pose a threat to the website s completion being delayed or even cause the website to undergo over haul. These software

22 abnormalities could be caused by human errors, hardware and software incompatibility or found in the development tools used by the project team. Potential response: The project team has two experienced programmers. Moreover, Ace IT Consultancy has two website projects near to completion (By 6th week of this project s commencement) and thus there will be at least two senior programmers freed up to be the project team s consultants or be roped in to assist team. Lastly, according to our budget forecast, the project team has ample amount of budget to seek external senior programmers if needed. 6. Key project team member sick/urgent leave/quits One of our key project team members is the senior web programmer who doubles up as the Tech Lead. Without the key players, the project will suffer huge delays. Potential response: Adequate buffer time had been added into the project s schedule and fortunately by 6 weeks into the project, other senior programmers should be freed up to assist. If not, according to our budget forecast, the project team has ample amount of budget to seek external senior programmers if needed. 7. Over-emphasis on low priority details Requirements for the website should be identified as being Low Priority and High Priority. Low Priority requirements are website details that can easily be changed, or "would be nice to have" if time and budget allows. High priority requirements are time consuming, difficult to change and is a "must have". A delay will happen if project team fixates on low priority requirements, for example spending too much time on the colours of a certain web page. Potential response: The project team adopts a feature-driven approach in developing the website and project requirements and analysis were discussed, signed by stakeholders early in the project phase. The project team does the designing of web graphics and developing of backend technologies in parallel in order to spend more time in integrating the design with backend technologies. On top of that, the project team allocated a buffer of 2 days to do testing. Our usual project s practice for testing is 7 days. Responses to project risks Risk monitoring The most likely and greatest impact risks have been factored into the risk management plan to ensure that they are monitored during the time the project is exposed to each risk. During the weekly project team meeting, both the Project Manager and Tech Lead (Risk Managers) will discuss the status of each project risk relevant to the current phase of the project. Risk monitoring is part of the project s monitoring and controlling project phase and will be a 22

23 continuous process throughout the life of the project. As risks approach on the project schedule the Project Manager will ensure necessary updates to the risk register. Risk mitigation As more project risks are identified throughout the project, they will be accessed by the Project Manager and Tech Lead, and together with the project team will develop avoidance and mitigation strategies. These risks will also be used to update the Risk Register and the risk management plan to ensure these risks are being monitored in timely fashion and are responded to accordingly. Both identified and future occurring project risks will be managed and controlled within the constraints of time, scope, and cost. The Project Manager, with the assistance of the Tech Lead will determine the best way to respond to each risk to ensure compliance with these constraints. In worst case scenarios it may be necessary to allow flexibility to one of the project s constraints. If necessary, funding may be added to the project to allow for more resources in order to meet the project schedule and scope requirements. Time and scope are rigid project constraints and no flexibility. However, cost constraint will only be allowed to be flexible in extreme cases where no other risk avoidance or mitigation strategy will work. Probability and impact of identified risks 23 Probability High Medium R7 R6 R2, R3 R1 Low R4 R5 Low Medium High Impact -Appendix 6 will show the project s risk register-

24 24 Appendix 1: Assumptions OYB has 20,000 products to start with we used a Content Management System (CMS) to cater for that and for future addition of products. CMS is used to manage huge amount of product information. The CMS is to have access to the product database which is in turn connected to OYB s existing inventory, warehousing and accounting systems. The product database is the bridge between OYB s existing inventory, warehousing and accounting systems, and the CMS itself. Our main site, as well as forum and community pages will have administrative panel with the capability to add/remove/edit any content in a non-technical fashion. In this way, OYB s staff will have the ability to maintain the site content (including the product database) without the help of programmers. We will purchase a commercially proven and efficient CMS with many existing and customizable capabilities. Our programmers will just need to customize the CMS for the purposes of our online store. OYB already has a printed version of product catalogue for their customers. Nevertheless it is not complete, so we need to retrieve missing product descriptions and take photos of them.

25 Appendix 4: Gantt chart 27

26 ID Task Name Duration Resource Names Start Finish 18 Sep '11 F S T 1 On Your Bike (OYB) website & functionality redesign 63.5 days Wed Mon Initializing 3.5 days Wed Mon Identify stakeholders of OYB website 1 day Fabian Talbot Wed Wed Create project charter 1 day Fabian Talbot Thu Thu Hold kick-off meeting with project team 0.5 days Alex Aiston;Andrew Fri Ackman;Aska Fri MacBain;Davis Maguire;Fabian Talbo 6 Sign project charter with all stakeholders 1 day Alex Aiston;Andrew Fri Ackman;Aska Mon MacBain;Davis Maguire;Fabian Talbo 7 Project charter signed 0 days Mon Mon Planning days Mon Mon Hold team planning meeting 1 day Alex Aiston;Andrew Mon Ackman;Aska Tue MacBain;Davis Maguire;Fabian Talbo 10 Prepare team contract 1 day Fabian Talbot Tue Wed Prepare scope statements 1 day Fabian Talbot Wed Thu Complete WBS 1 day Fabian Talbot Thu Fri Design and requirements analysis 7 days Fri Tue Determine operational and design requirements with stakeholders 3 days Fabian Fri Wed Talbot;Davis 15 Analyse priorities of identified operational and design requirements 2 days Fabian Wed Fri Talbot;Davis 16 Seek stakeholders' approval and feedback of identified requirements 2 days Davis Maguire Fri Tue Requirements signed by stakeholders 0 days Tue Tue Prepare schedule 3.25 days Tue Fri Identify required human resources 0.5 days Fabian Talbot Tue Tue Determine task durations 0.5 days Fabian Talbot Wed Wed Determine task dependencies 0.5 days Fabian Talbot Wed Wed Book external team members 2 hrs Fabian Talbot Thu Thu Draft Gantt chart 0.5 days Fabian Talbot Thu Thu Review and finalize Gantt chart 1 day Fabian Talbot;Alex Aiston Thu Fri Determine costs for the entire project 1 day Fabian Talbot Fri Mon Planning done 0 days Mon Mon Executing (Constructing of website) days Mon Fri Website development days Mon Fri Content 3 days Wed Mon Compose text content for the web-site 3 days Lynette Richards Wed Mon Page 1

27 ID Task Name Duration Resource Names Start Finish 31 Server 1.5 days Wed Fri Test server capabilities 0.5 days Alex Aiston;Aska MacBain Wed Thu Tune up the server for the new tasks 1 day Alex Aiston;Aska MacBain Thu Fri Database 18 days Mon Thu Review OYB's systems architecture 1 day Alex Aiston;Aska MacBain Fri Mon Develop the database architecture 1 day Alex Aiston;Aska MacBain Mon Tue Code the connection system between existing electronic systems and 4 days Michael Tue Mon the database of the website Sorkman;Alex Aiston 38 Create product catalogue 16 days Mon Tue Retrieve existing ctalogue photos 1 day Jackie Chan Mon Tue Take photos of the products that are not in catalogue 10 days Natalie Portman Mon Mon Sep '11 F S T 41 Retrieve product description and specifications 15 days Jackie Chan Tue Tue Fill the contents of the database (electronic catalogue) 2 days Jackie Chan Tue Thu Database completed and filled 0 days Thu Thu Main Engine (CMS) 20.5 days Tue Tue Install online store engine 0.5 days Aska MacBain Tue Tue Customize engine 16 days Wed Wed Set up and customize main CMS module 7.5 days Wed Fri Start setting up and customizing 3.5 days Aska MacBain Wed Mon Finish setting up and customizing 4 days Alex Aiston;Aska MacBain Mon Fri Customize administrative interface 6 days Alex Aiston;Aska MacBain Tue Tue Create web-site structure 1 day Aska MacBain Wed Wed Connect engine to the graphical design 3 days Aska MacBain Thu Mon Fill the web-site with content (text, images) 1 day Aska MacBain Tue Tue Main site completed 0 days Tue Tue Graphical Design (Web) 18 days Mon Thu Discuss the main concepts of the graphical design 2 days Andrew Mon Wed Ackman;Davis 57 Make a draft version of the graphical design 12 days Andrew Ackman Wed Fri Page 2

28 ID Task Name Duration Resource Names Start Finish 18 Sep '11 F S T 58 Review the draft graphical design 1 day Andrew Ackman;Davis Fri Maguire;Fabian Mon Talbot;Lynette Richards;Alex Ai 59 Make a final version of the graphical design 3 days Andrew Ackman Mon Thu Design approved 0 days Thu Thu Forum 5.5 days Wed Wed Purchase & Install forum engine 0.5 days Aska MacBain Wed Wed Customize the forum 1 day Aska MacBain Wed Thu Set up administration panel 1 day Aska MacBain Thu Fri Connect forum with design 2 days Aska MacBain Fri Tue Compose and fill the content of the forum 1 day Lynette Richards Tue Wed Forum completed 0 days Wed Wed Community days Wed Fri Purchase & Install community engine 0.5 days Alex Aiston Wed Wed Customize community engine 3 days Alex Aiston Wed Mon Set up administration panel 3 days Alex Aiston Mon Thu Create community accounts for local cycling associations 0.5 days Alex Aiston Thu Fri Create user's manual for the owners of community pages 2 days Alex Aiston Fri Tue Connect community pages with design 2 days Alex Aiston Tue Thu Issue account information to OYB and local cycling associations 1 day Alex Aiston Thu Fri Community completed 0 days Fri Fri Testing 12.5 days Wed Fri Functionality test 3 days Steffi Beckett Wed Fri Human computer interface test 1 day Steffi Beckett Mon Mon Web security test 1 day Steffi Beckett Tue Tue Online payment test 1 day Steffi Beckett Wed Wed Speed tests (Page loads and script loads) 1 day Steffi Beckett Thu Thu Web traffic and load test 1 day Steffi Beckett Fri Fri User-Acceptance Tests 1 day Steffi Beckett Mon Mon Fix found main site bugs 7 days Wed Fri Fix found main site bugs 3 days Aska MacBain Wed Mon Fix found main site bugs 4 days Alex Aiston;Aska MacBain Mon Fri Everything works! 0 days Fri Fri Monitoring and Controlling 32 days Mon Tue Page 3

29 ID Task Name Duration Resource Names Start Finish 18 Sep '11 F S T 90 Hold weekly team meeting days Mon Mon Prepare and present report to stakeholders and boss 31 days Tue Tue Closing 6 days Fri Mon Detailed documentation for OYB staff 2 days Fabian Talbot;Alex Aiston Fri Tue Prepare final report 1 day Fabian Talbot Tue Wed Prepare lessons-learned presentation 1 day Fabian Talbot Wed Thu Backup project files 1 day Fabian Talbot;Aska Thu MacBain Fri Hold closing meeting 1 day Alex Aiston;Andrew Fri Ackman;Aska Mon MacBain;Davis Maguire;Fabian Talbo 108 Project Completed 0 days Mon Mon Page 4

30 18 IDSep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11 T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T Fabian Talbot Fabian Talbot Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett Fabian Talbot Fabian Talbot Fabian Talbot Fabian Talbot;Davis Maguire;Lynette Richards Fabian Talbot;Davis Maguire Davis Maguire Fabian Talbot Fabian Talbot Fabian Talbot Fabian Talbot Fabian Talbot Fabian Talbot;Alex Aiston Fabian Talbot Lynette Richards Page 5

31 18 IDSep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11 T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T Alex Aiston;Aska MacBain Alex Aiston;Aska MacBain Alex Aiston;Aska MacBain Alex Aiston;Aska MacBain Michael Sorkman;Alex Aiston Jackie Chan Natalie Portman Jackie Chan Jackie Chan Aska MacBain Aska MacBain Alex Aiston;Aska MacBain Alex Aiston;Aska MacBain Aska MacBain Aska MacBain Aska MacBain Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex Aiston Andrew Ackman Page 6

32 18 IDSep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11 T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex Ai Andrew Ackman Aska MacBain Aska MacBain Aska MacBain Aska MacBain Lynette Richar Alex Aiston Alex Aiston Alex Aiston Alex Aiston Alex Aiston Alex Aiston Steffi Beckett Steffi Beckett Steffi Beckett Steffi Becket Steffi Beck Page 7

33 18 IDSep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11 T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T Page 8

34 ID Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12 S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S Page 9

35 ID Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12 S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S Page 10

36 ID 04 Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12 S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S ot;lynette Richards;Alex 58 Aiston Aska 65 MacBain 66 Lynette Richards Alex 73Aiston 74Alex Aiston 75 Alex Aiston Steffi 79 Beckett Steffi 80 Beckett 81Steffi Beckett 82 Steffi Beckett 83 Steffi Beckett 84 Steffi Beckett Aska MacBain Alex Aiston;Aska MacBain Page 11

37 ID Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12 S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S Fabian Talbot;Alex Aiston Fabian Talbot Fabian Talbot Fabian Talbot;Aska MacBain Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett Page 12

38 Appendix 5: Budget report 28

39 Budget Report as of Thu WBS2007edited ID Task Name Fixed Cost Total Cost 45 Purchase & install online store engine $ $ Code the connection system between existing electronic systems and the database $ of the website $ Determine operational and design requirements with stakeholders $0.00 $ Customize administrative interface $0.00 $ Discuss the main concepts of the graphical design $0.00 $ Take photos of the products that are not in catalogue $0.00 $ Finish setting up and customizing $0.00 $ Fix found main site bugs $0.00 $ Sign project charter with all stakeholders $0.00 $ Hold team planning meeting $0.00 $ Hold closing meeting $0.00 $ Make a draft version of the graphical design $0.00 $ Detailed documentation for OYB staff $0.00 $ Review the draft graphical design $0.00 $ Analyse priorities of identified operational and design requirements $0.00 $ Retrieve product description and specifications $0.00 $ Training of OYB's staff $0.00 $ Compose text content for the web-site $0.00 $ Hold kick-off meeting with project team $0.00 $ Customize community engine $0.00 $ Set up administration panel $0.00 $ Purchase & Install community engine $ $ Review and finalize Gantt chart $0.00 $ Start setting up and customizing $0.00 $ Backup project files $0.00 $ Connect engine to the graphical design (integration) $0.00 $ Fix found main site bugs $0.00 $ Create user's manual for the owners of community pages $0.00 $ Connect community pages with design $0.00 $ Functionality test $0.00 $ Seek stakeholders' approval and feedback of identified requirements $0.00 $ Tune up the server for the new tasks $0.00 $ Review OYB's systems architecture $0.00 $ Develop the database architecture $0.00 $ Identify stakeholders of OYB website $0.00 $ Create project charter $0.00 $ Prepare team contract $0.00 $ Prepare scope statements $0.00 $ Complete WBS $0.00 $ Determine costs for the entire project $0.00 $ Prepare final report $0.00 $ Prepare lessons-learned presentation $0.00 $ Connect forum with design $0.00 $ Make a final version of the graphical design $0.00 $ Purchase & Install forum engine $ $ Compose and fill the content of the forum $0.00 $ Issue account information to OYB and local cycling associations $0.00 $ Test server capabilities $0.00 $ Hold weekly team meeting 1 $0.00 $ Hold weekly team meeting 2 $0.00 $ Hold weekly team meeting 3 $0.00 $ Hold weekly team meeting 4 $0.00 $ Hold weekly team meeting 5 $0.00 $ Hold weekly team meeting 7 $0.00 $ Identify required human resources $0.00 $ Determine task durations $0.00 $ Determine task dependencies $0.00 $ Draft Gantt chart $0.00 $ Create web-site structure $0.00 $ Fill the web-site with content (text, images) $0.00 $ Customize the forum $0.00 $ Set up administration panel $0.00 $ Human computer interface test $0.00 $ Web security test $0.00 $ Online payment test $0.00 $ Speed tests (Page loads and script loads) $0.00 $ Web traffic and load test $0.00 $ User-Acceptance Tests $0.00 $ Fill the contents of the database (electronic catalogue) $0.00 $ Create community accounts for local cycling associations $0.00 $ Book external team members $0.00 $ Retrieve existing ctalogue photos $0.00 $ Project charter signed $0.00 $ Requirements signed by stakeholders $0.00 $ Planning done $0.00 $ Database completed and filled $0.00 $ Main site completed $0.00 $ Graphical design approved $0.00 $ Forum completed $0.00 $ Community completed $0.00 $ Everything works! $0.00 $ Project Completed $0.00 $0.00 $ $ Page 1

40 Appendix 6: Project s risk register 29

41 Risk Register No. Rank Risk Description Category Root cause Triggers Potential responses Risk owner Probability Impact Status R1 1 Lack of stakeholders involvement With the lack of stakeholders involvement, the project will not be able to finish on time and may fall short of the required project scope. People risk Stakeholders too busy or fail to see the need for the project. Unable to reach stakeholders or postponed meetings. Get project sponsor to speak with OYB's management. Clear communications plan. Weekly team meeting to surface any major hinderances in the project. Project Manager High High R2 2 Miscommunication with external team resources By miscommunicating with the database specialist, the project s programmers will misunderstand the current design of these two systems and therefore misalign integration and programming efforts to make the web site work. People risk Miscommunication or database specialist not committed to the project. Unable to reach stakeholders or postponed meetings. Arrange meeting times early with the database specialist. Factor the meeting times into the project s schedule. Obtain documentations from him. Tech Lead Medium High R3 3 Huge change requests late in the project If stakeholders decide to add to the original functional and design requirements or make major changes to the way parts of the site is designed to function, it will result in delaying the project s expected delivery and may even require a major overhaul of the web site. Scope risk Proper requirements analysis is to be done beforehand and Poor communication of business functionalities and poor analysis of design requirements. Requirements and scope statements not accepted and signed by stakeholders and project sponsor. scope statements must be signed and accepted by stakeholders and project sponsor. Negotiate mutual agreement with stakeholders on scope, budget and time flexibilities. Project Manager Medium High

42 Risk Register No. Rank Risk Description Category Root cause Triggers Potential responses Risk owner Probability Impact Status R4 6 Overestimating project team s abilities Results in underestimating the project s timeline and thus impact the project s performance. Estimation risk Inexperienced Project Manager or complacency of web programmers. Failure to meet small milestones. Attitudes of web programmers. Buffer time into schedule and outsource time consuming or content heavy software modules. Project Sponsor Low Medium R5 5 Unexpected software abnormalities ( bugs ) Project team unable to discover or resolve software abnormalities in time will cause these abnormalities to escalate as the web site develops further. Operational risk Hardware and software incompatabilities. Human errors. Development tools used. Brought up during weekly meeting. Discovered during testing phase. Informed by developers community. Seek other project's senior programmers. Hire external experts. Hire more experienced programmers. Tech Lead Low High R6 4 Missing key team member(s) One of our key members is the senior web programmer(also as Tech Lead). Without him, the project will suffer huge delays. People risk Overworking the team. Setting unrealistic deadlines. Members late for work. Undesirable facial expressions and behaviors. Failure to meet small milestones. Negative change in team dynamics. Adequate buffer time in schedule. Seek other project's tech leads to help. Hire more experienced programmers. Project Manager Medium Medium R7 7 Over emphasis on low priority details A delay will happen if project team fixates on low priority requirements, for example spending too much time on the colours of a certain web page. Operational risk Inexperienced project team. Demanding or stubborn graphic designers. Exceed weekly meeting time. Attitude of team members. Negative change in team dynamics. Set small milestones. Team building activities. Buffer time into schedule. Reinstate stakeholders' and business requirements. Project Manager Medium Low