Project Charter Date 4/16/08

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2 ) " I. Project Charter II. III. IV. Scope Statement Team Contract MS Project Gantt chart V. Cost Estimate VI. VII. VIII. IX. Quality Management Plan Project Organizational Chart Communications Management Plan Risk Probability Impact Matrix X. Change Management Plan XI. XII. XIII. Procurement Management Plan Weekly progress status reports Lessons Learned

3 Project Charter Date 4/16/08 Project Title: Record label startup. Project Start Date: 4/16/08 Projected Finish Date: 5/7/08 Budget Information: We have allocated one million dollars to set up a production facility, find talent, and press compact discs. Project Manager: Lisa Koch Project Objectives: 1. Organize finances. 2. Find talent. 3. Set up facility. 4. Begin production of compact discs. Approach: Research potential investors. Sign on investors. Set up facility. Record hot tracks. Produce compact discs. Market compact discs. Roles and Responsibilities ame and Signature Role Position Contact Information Lisa Koch Project Manager Project Manager , goaway@no.com Steering Andrew Reid Production Committee Chair Manager no@no.com Israel Oceguera Team Member Sound Engineer supersounds@dj.com Anthony Schmitt Project sponsor Talent director Comments: no@no.com

4 Scope Statement April 23, 2008 Project ame: Record label startup. Product Characteristics and Requirements: 1. Allocate funding for record label facilities, equipment, employees, facility overhead. Find investors to provide this funding. Find mortgage lender, set up necessary escrow accounts, and consult a financial attorney for procedures. 2. Scout musical talent interested in being signed by a startup record label. Sign the up and coming artists to recording contracts and negotiate terms of payment. 3. Find a site. Find building contractors to renovate existing structure. Set up workspaces, production equipment, and test all equipment prior to production use. 4. Begin recording of new artists. Begin sending media announcements of new artists and upcoming releases. Begin new artist PR campaigning. Begin production of compact discs. Deliverables: 1. Facility Site 1.2. Renovations 1.3. Recording and Production Equipment 1.4. Workspaces 2. Artists 2.1. Scouting 2.2. Contracts 2.3. Recording 2.4. PR Events 3. Records 3.1. Find Vendors 3.2. Produce Records Time Constraints: The facility must be operational and in production of new records within six months of project start date. Project Success Criteria Our sponsor has stated that the project will be a success if the new label can show a profit of 10% after the first two years of operation.

5 Team Contract April 16, 2008 Project ame: Record label startup. Project Team Members ames and Sign-off: ame Date Israel Oceguera - Lisa Koch - Andrew Reid - Anthony Schmitt - Code of Conduct: As a project team, we will: Work proactively, anticipating potential problems and preventing their occurrence. Keep other team members informed of information related to the project. Focus what is best for the entire project team. Participation: We will: Be honest and open during all project activities. Provide the opportunity for equal participation. Be open to new approaches and consider new ideas. Let the project manager know well in advance if a team member has to miss a meeting or may have trouble meeting a deadline for a given task. Communication: We will: Keep discussions on track and have one discussion at a time. Use the telephone, , instant messaging and other technology to assist in communication. Have the project manager or designated person facilitate all meetings and arrange for phone and videoconferences, as needed. Work together to create the project schedule and related information and enter actuals, issues, risks, and other information into our enterprise project management system by the end of class. Problem Solving: We will: Only use constructive criticism and focus on solving problems, not blaming people. Strive to build on each other s ideas. Bring in outside experts when necessary. Meeting Guidelines: We will: Plan to have a face-to-face meeting of the entire project team every Wednesday night. Arrange for telephone or videoconferencing for participants as needed. Hold other meetings as needed. Develop and follow and agenda for all meetings. Distribute copies of all information worked on in meetings to all participants.

6 Gantt Chart

7 Cost Estimate Record Label Startup Internal Labor $/hour Internal Total External Labor $/hour External Total Total Labor on-labor $ Total Cost Initiating 30 $50.00 $1, $1, Facility $0.00 $0.00 Planning $0.00 $ Site $0.00 $200, $200, Assess Facility eeds 8 $50.00 $ $ Executing $0.00 $ Renovations $0.00 $ Perform Renovations $ $50.00 $7, $7, Recording and Production Equipment $0.00 $0.00 $500, $500, Install Equipment $ $50.00 $1, $1, Test Equipment 16 $50.00 $ $0.00 $ Purchase Workspace Equipment $0.00 $10, Set up Workspaces 24 $50.00 $1, Artists $0.00 $ Scouting $0.00 $4, $4, Interview 10 $50.00 $ $ egotiate Terms 30 $50.00 $1, $1, Payments $0.00 $200, $200, PR Events $0.00 $ Schedule Events $0.00 $5, $5, Advertising $0.00 $30, $30, Recording $0.00 $ Verify Equipment Operational Status 24 $50.00 $1, $1, Records $0.00 $ Produce Records 160 $50.00 $8, $100, $108, Subtotal $0.00 Reserves $0.00 Total $15, $8, $23, $1,061,700.00

8 Quality Management Plan April 28, 2008 Project name: Record Label Startup Introduction: The main goal of this project is to start a new record label. We will be securing financing, finding a location, contracting the remodeling, searching for and recording talent and production of compact disks. Quality Standards The standards that apply to this project are summarized as follows: 1. Agents and talent secured within six months of project start date. 2. Facility must be operational and in production of new records within six months of project start date. Metrics Metrics measure quality performance. Several metrics apply to this project, and more may be developed as the project progresses. The project team will use a few key metrics, as follows: 1. Show a profit of 10% after the first two years of operation. 2. Facility at least 50% completed within three months. Problem Reporting and Corrective Action Processes Project plans will include clear roles and responsibilities for all stakeholders. The person responsible for an individual task should report problems to appropriate managers and work with them to determine and implement corrective actions. Major problems should be brought to the attention of the project manager, who should elevate problems that might affect project success including meeting scope, time, cost, and quality goals to the project steering committee and then the project sponsor. It is crucial to address problems as early as possible and develop several alternative solutions. Supplier Quality and Control The project manager will closely monitor work performance by suppliers, contractor and Realtor, with assistance from their respective management departments. All contracts must clearly state quality standards, metrics, etc.

9 Project Organizational Chart Project Sponsor Anthony Schmitt Talent Director Steering Committee Chair Andrew Reid Production Manager Project Manager Lisa Koch Team Member Israel Oceguera Sound Engineer

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11 ALIA Consulting Review Date: 03-May-08 Project ame: Record Label Startup Project Manager: Andrew Reid Project Driver: Time Project Management Office Project Risk Matrix Risk Type # Risk Identification Risk Quantification (Impact on Time, Cost, Quality, Benefit, Customer Satisfaction) Probability (1-5) Impact (1-5) (ew technology, technology infrastructure being pushed beyond its limits, testing, security vulnerabilities, etc.) Technical, Quality & Performance: Project Management: 1 Recording equipment quality underestimated 2 Equipment testing incomplete/inconclusive. 3 Unanticipated issue with new recording system after go live. Overall Risk (Calculated) <= 5: LOW 6-10: MED > 10: HIGH Resp. Risk Response Strategy (Mitigate, Transfer, Avoid, Accept) Risk Response Description Quality reduced Israel, Andrew Avoid Analyze sound expert's recommendations and check against another source. Increased time and cost to rectify Israel Avoid Test all capabilities multiple times in multiple ways. issues. Extra time and cost for labor to resolve issue and appease affected clients. (Project manager experience/training/skills, project management methodology being used, communication, etc.) Israel, Andrew Mitigate Monitor functionality of new system prior to recording sessions and test thoroughly. 1 Recording facilities not ready on time. Extra time and cost incurred Lisa Mitigate Monitor project status and adjust dates accordingly, in advance. 2 Hardware not on site on time. Extra time and cost incurred Lisa Avoid Plan to order equipment far in advance. 3 Renovation contractors fail to meet Extra time and cost incurred Lisa Mitigate Constant communication with contractors. expectations. Organizational: (Prioritization of initiatives, human resources, legal, sourcing, management information, operations, ethics, etc.) 1 ew talent noncommittal. Extra time and/or cost incurred Anthony Accept Find enough talent to accept some loss. 2 Fail to create any media attention. Customer satisfaction lost Anthony, Andrew Mitigate Ensure satisfactory media coverage by any means. 3 Legal battles over content licensing. Extra time and cost incurred Andrew Avoid Verify licensing with external legal firm and clients. Vendor: (Contract ambiguity, failure to perform, etc.) 1 Recording equipment unsupported. Extra time and cost incurred Israel, Andrew Avoid Verify support needs and purchase appropriate products. 2 Incorrect product shipped. Extra time incurred Israel, Andrew, Mitigate Make vendor pay for shipping costs if at fault, PM Other External: 3 Specified features not functional or Extra time and cost incurred, benefits supported. decreased, quality decreased. (Regulatory, economic, weather, environmental, etc.) Vendor adjust schedules Israel, Andrew Mitigate Verify needs throughout process, verify feature support with vendor prior to order. 1 Facility natural disaster. Extra time incurred Anthony. Accept Wait for sponsor to rectify situation before continuing project. 2 o talent commits. Customer satisfaction lost Anthony Accept Abort project or completely reschedule. 3 Facility site issue. Extra time and cost incurred Andrew Accept Find new site after negotiating with sponsor. OVERALL PROJECT RISK:_ 5.07 This Project is MEDIUM Risk Overall Project Risk is the average ranking of all risks identified for the project, based on probability x impact. It is an indicator of project risk only (time, cost, quality, benefit and customer satisfaction), and not risk to the organization as a whole. High-Risk Activities (List 35 - Recording - Unanticipated issue with new recording system after go live. Task I.D. #'s from Plan): Did The Risk Occur? Y/

12 Change Management Plan May 3, Determine the size of the change 2. Determine the urgency of change 3. Then contact the Project Manager 4. The Project Manager will determine who and when the change can be put into process 5. The Project Manager should notify Project sponsor of all changes in writing within two business days of receiving change request 6. If non urgent change, change should not be changed until Project Manager and Sponsor approve and sign off on change 7. All testing should be completed before change is made if possible 8. Document and date all changes no matter how big or small they are and a cause if one is warranted

13 Project ame: Record Label Startup Procurement Management Plan April 28, 2008 Guidelines on types of contracts: To reduce risk, contracts for the project should be fixed price as often as possible. When goods or services cannot be well defined, costreimbursable or time-and-material contracts may be used. The representative from the contracting department assigned to this project will work with the project manager to determine the appropriate contract type for each contract developed. Standard procurement documents or templates: An intranet site has been developed and includes many sample documents and templates for project procurement. The project team will review these documents and templates and use them as often as possible. Guidelines for creating procurement documents: The company intranet site provides guidelines for creating many procurement documents. The project team should review our current work breakdown structure and scope statement to provide the basis for contract work breakdown structures and statements of work. Roles and responsibilities: The project manager is the main contact for all procurement matters directly related to the project. The representative from the contracting department assigned to this project will coordinate with other staff in the contracting and legal departments, as needed

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15 Lessons-Learned Report May 3, 2008 Project ame: Record Label Startup Project Sponsor: Anthony Schmitt Project Manager: Lisa Koch Steering Committee Chair: Andrew Reid Team Member 1: Israel Oceguera Project Dates: 4/16/08 5/7/08 Final Budget: $1,000, Did the project meet scope, time, and cost goals? We met the scope, time, and cost goals without error. 2. What was the success criteria listed in the project scope statement? Our sponsor stated that the project will be a success if the new label can show a profit of 10% after the first two years of operation. 3. Reflect on whether or not you met the project success criteria. We easily met the success criteria. Within 18 months of the project start we had made a profit of 20%. 4. What were the main lessons your team learned from this project? Formalized communications, although helpful when used correctly, can also be counterproductive when overused. Be wary of overdoing it with due dates, status reports, etc. Hiring motivated, self-motivated and trustworthy scouts and contract negotiators was absolutely essential to our success in meeting our scope, time, and monetary constraints. Had we needed to monitor our contractors more closely, we may have been unable to perform as effectively as we did. 5. Describe one example of what went right on this project. Conducting this project among friends gave us a leg up in that we already had very effective communication. Being able to balance a friendly, relaxed atmosphere with the utmost in professionalism when necessary allowed us to conduct ourselves, and thus, our project, very efficiently. 6. Describe one example of what went wrong on this project. In retrospect, our project success criteria could have been set higher. We far surpassed our required 10% profits within the first two years of our business. 7. What will you do differently on your next project based on your experience working on this project? We may choose to outsource some of the tasks we took on ourselves during this project. We felt it was necessary to preserve funds in this case, but due to our increased wealth we can now afford to spend with less restriction in order to use our time more effectively.