PROJECT PLAN. For Project: IST 420 Class Project. Project Plan Page 1 of 23. Project Sponsor(s): York County Area Agency on Aging

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1 Page 1 of 23 PROJECT PLAN For Project: IST 420 Class Project Version No: V11 Final as of 8/16/2006 Project Sponsor(s): York County Area Agency on Aging CHANGE LOG 2/13 ADJUSTED MILESTONE GANTT

2 Page 2 of 23 TABLE OF CONTENTS INTRODUCTION... 3 PURPOSE OF PLAN... 3 BACKGROUND INFORMATION ABOUT THE PROJECT... 3 PROJECT APPROACH... 3 GOALS AND OBJECTIVES... 3 BUSINESS GOALS AND OBJECTIVES... 3 PROJECT GOALS AND OBJECTIVES...3 SCOPE... 4 SCOPE DEFINITION... 4 INITIAL WBS... 4 MILESTONES... 5 RISK MANAGEMENT... 5 APPROACH & MONITORING PLAN... 5 RISK REGISTER... 6 PROJECT PRODUCTS/DELIVERABLES LIST... 9 ASSUMPTIONS... 9 PROJECT ASSUMPTIONS... 9 CONSTRAINTS PROJECT CONSTRAINTS QUALITY MANAGEMENT APPROACH TOOLS AND TECHNIQUES PERFORMANCE/QUALITY STANDARDS PROJECT MANAGEMENT APPROACH MILESTON GANTT CHART TOOLS AND TECHNIQUES RESOURCE PLANS PROJECT ROLES AND RESPONSIBILITIES CHANGE AND ISSUE MANAGEMENT APPROACH INTRODUCTION ISSUE PRIORITY LEVEL DESCRIPTION ISSUE DETECTION, ANALYSIS, AND RESOLUTION PROCESS CHANGE PROCESS COMMUNICATIONS MANAGEMENT APPROACH ORGANIZATION CHART APPROVALS SIGN-OFF SHEET APPENDIX A ISSUE MANAGEMENT LOG ISSUE MANAGEMENT DOCUMENT... 20

3 Page 3 of 23 PROJECT CHANGE REQUEST FORM INTRODUCTION Purpose of Plan This project will determine opportunities for increased efficiencies in the existing business processes of The York County Area Agency on Aging (YCAAA) Background Information About the Project As with many government service organizations, there is an increasing demand for services offered by the York County Area Agency on Aging (YCAAA) while the funding sources are increasingly limited by the realities of balanced federal and state budgets. Project Approach Review the background information on the YCAAA and the Pennsylvania Department of Aging. Through interviews and continued research, determine the major business processes in the YCAAA. Select one or more business processes with the greatest potential for significant improvement. Fully document the selected business process(es). Document the proposed changes in the business process(es). As needed, identify technologies needed to support/enhance the proposed business processes. As needed, develop prototypes to demonstrate changes/enhancements to the proposed business process(es). GOALS AND OBJECTIVES Business Goals and Objectives Government funding is not expected to keep pace with the increasing need for services supported by the YCAAA. Unless efficiencies in the current business processes are realized, some services may have to be reduced or eliminated. Project Goals and Objectives Project MUST be completed by May 4, 2006 Compile all research and findings and provide a final report with recommendations to the YCAAA.

4 Page 4 of 23 SCOPE Scope Definition In Scope 1. Review the background information on the YCAAA and the Pennsylvania Department of Aging. 2. Conduct onsite interviews with employees. 3. Document sponsor requirements. 4. Select one or more business processes with the greatest potential for significant improvement. 5. Fully document the selected current business process (es). 6. Redesign business process (es) to support the four year business plan. 7. Document the proposed changes in the business process (es). 8. Create diagrams of proposed business process (es). 9. As needed, identify technologies needed to support/enhance the proposed business processes. 10. As needed, develop prototypes to demonstrate changes/enhancements to the proposed business process (es). 11. Compile all research and findings and provide a final report with recommendations. 12. Identify material(s) that will be required to support the new business process (es). Out Of Scope 1. Testing the proposed business process (es). 2. Implementation of the new business process (es). Initial WBS IST 420 Project 1 Planning 1.1 Research background information on the YCAAA and PDA 1.2 Select Employees to interview 1.3 Select interview questions 1.4 Schedule meetings 2 Executing 2.1 Attend Initial meeting 2.2 Document Initial interviews 2.3 Select Follow-Up Question 2.4 Attend Follow Up Meeting 2.5 Document Follow-Up Meeting 2.6 Select business process(es) 2.7 Document current business process(es) 2.8 Create diagrams of current business process(es) 2.9 Compile all research and findings 2.10 Redesign business process(es) 2.11 Construct diagrams of proposed business process(es) 2.12 Generate final report and presentation 3 Closing 3.1 Present proposal to sponsor 3.2 Present final report to sponsor

5 Page 5 of 23 Milestones 3.3 Closing meeting 3.4 Create lessons learned report ning Complete - Friday 2/3 Data Gathering Complete - Wednesday 2/22 Current Processes Complete - Monday 3/15 Ready for Presentation - Monday 4/17 Project End - Thursday 4/27 Risk Management Approach & Monitoring Plan The project team developed risk monitoring techniques and approaches that will be employed for identifying, characterizing, prioritizing, and acceptance of risks pertaining to the York County Area Agency on Aging (YCAAA) project. YCAAA project risks will be characterized in the following categories: Scope Changes Scheduling Conflicts and Changes Human Resources Inadequate Information Lack of Clear Direction Communication Risk Scope changes must be approached in a systematic way. Please reference the scope change procedure in the Change and Issue Management Approach section. Scheduling conflicts and changes are likely to occur, as this can be said for any project. To handle a scheduling conflict, a compromise must be established among the team members within the group. If a compromise can not be established, the project manger or assistant will make a decision. Scheduling changes must be presented to the project manager or assistant must decide what action to take. Since, the project team does not have a designated Human Resources team/person, it is the team s and project manager s responsibility to ensure HR functions are conducted. Assigning tasks among the project teams, expert judgment, feedback, resource allocation and managing and controlling the teams is the best way to accommodate the lack of HR personnel. Should there be an instance where inadequate information occurs, one could meet with other teams, the instructor, the project managers or the YCAAA director to help gain additional information or clear up the insufficient information. If we have inadequate information, we will have to create constraints and assumptions in certain instances. Our instructor is there to help; if there is a lack of clear direction, he will be able to provide additional information and guidance to gain a clear perspective. The YCAAA director and fellow associates will also be able the lead the teams is the right direction. In

6 Page 6 of 23 addition, if one seems lost, they can converse with other team members and even the project mangers and assistant to obtain help. Communication risks pertain to all the stakeholders involved in the project. The most vulnerable risk that can occur is lack of interaction and communication with stakeholders. Therefore, a communication plan must be utilized, In order to have adequate communication. Risk Register Risk Risk Owner Risk Probability Risk Impact Constant Changes to scope 420 Team Low Very High Description The YCAAA sponsors requests multiply changes to the project resulting in changes in scope and other aspects of the project. This causes delays and creates potential problems within the project. Mitigation Strategies team will set a deadline for changes to the requirements. The YCAAA sponsors will be notified that changes in the requirements beyond this date will not be feasible. The client will be notified of this date in advance. 2. A requirements document will be generated, and members from both 420 team and the YCAAA sponsors will be required to sign-off on the document. 3. Requests for changes to the requirements beyond the deadline will be analyzed by the Control and Changes Board. If the Board agrees with the changes, then the changes will be applied to the project. Triggers When the YCAAA sponsors requests any changes to the project Contingency Plan Requirements for the plans will be communicated face to face with the client.

7 Page 7 of 23 Risk Risk Owner Risk Probability Risk Impact Scheduling conflicts 420 Team Very Low High Description Conflicting schedules with employee s heavy workload can delay activities within the project. Mitigation Strategies 1. Free slack, free float or total slack, total float already created within project schedule 2. Try one of the three techniques for shortening schedules: Crashing, Shortening, or Fast Tracking 3. Reduce Multitasking 4. Make substitutions for the person who that left 5. Compromising issues among members Triggers Personal problems, increase workload, and company emergencies Contingency Plan Have person seek help for the specific problem if the problem can be fixed. Risk Risk Owner Risk Probability Risk Impact Lack of Human 420 Team Very Low Medium Resources Description Since the project team does not have a HR person, the team and project manager have the responsibility to ensure HR functions are conducted. Mitigation strategies 1. The team and project manager assigns a HR person 2. The team and project manager will conduct all HR functions themselves Triggers We started so we don t have a HR person or team at the moment. Contingency Plan Team will have to deal with HR issues themselves.

8 Page 8 of 23 Risk Risk Owner Risk Probability Risk Impact Inadequate 420 Team medium High Information Description During the project some information needed is not available. Mitigation strategies 1. Look for information from team members, the instructor Bill Cantor, the project manager/assistant or the YCAAA director 2. Create constraints and/or assumptions if sufficient information is not available Triggers Information not available to project teams to work with Contingency Plan Base information off previous data or work with the present information at hand Risk Risk Owner Risk Probability Risk Impact Lack of Clear 420 Team medium High Direction Description A lack of direction in the project will result in wrongful information and processes not needed in the project Mitigation strategies 1. Look to instructor, Bill Cantor, for guidance 2. The YCAAA director and assistants can be a good source for help with project 3. Converse with team members or team for assistance on what to do in the project Triggers Wrong information, not enough information, lack of experience Contingency Plan Follow the text book advice

9 Page 9 of 23 Risk Risk Owner Risk Probability Risk Impact Lack of communication 420 Team Low High Description Lack of communication between all stakeholders, including YCAAA sponsors, project groups and project management and assistance, can result in unexpected and often negative results in projects Mitigation Strategies 1. Team members use contact numbers, or other forms of communication 2. Follow communication management plans once it is created Triggers Stakeholders not visible or not seen often can lead to less communication. Lack of communication plan or communication devices is also an issue. Contingency Plan Schedule a meeting with the troubled stakeholder to create a system where communications between 420 team and stakeholders is not a problem. PROJECT PRODUCTS/DELIVERABLES LIST Report on existing business processes (includes business process diagrams). Report on proposed business processes (includes business process diagram(s)). Prototypes (as needed) Final report and presentation to YCAAA. ASSUMPTIONS Project Assumptions Diana Binaknin, YCAAA Director and Bill Cantor, the Course Instructor will make available to the IST420 team all needed information to make informed and intelligent decisions and suggestions. All stakeholders will make allowances in their schedules to accommodate for project related meetings. This includes all IST 420 students making accommodations for the YCAAA employees. If during the project, additional funding becomes available, it will be used for improvement of existing business processes and not for new processes. YCAAA employees will be committed to the project and act professionally. They will assist us with anything related to the project in a timely manner.

10 Page 10 of 23 CONSTRAINTS Project Constraints The project will be completed by May 4 th. Planning for processes of future services will not be considered The IST 420 team is limited to improving or redesigning existing business processes. The YCAAA employees will only be available at certain times throughout the project. Skill levels are limited to the IST 420 student s experiences. We will not be involved in the evaluation of YCAAA employees. QUALITY MANAGEMENT APPROACH Tools and Techniques Weekly Meetings with Project Managers and Course Instructor Weekly Project Meetings between Project Managers and Team Leaders Performance/Quality Standards Group leaders are responsible for all work assigned to their team and participation in Project Team Leader meetings is mandatory. Adequate time must be allotted by each team member to perform their assigned duties and responsibilities. Performance of individual team members will be assessed by their team leader and reported to the project manager for submission to the course instructor Quality will be initially assessed by the Project Managers with the final review by the course instructor. PROJECT MANAGEMENT APPROACH Mileston Gantt Chart

11 Page 11 of 23 Tools and Techniques Microsoft Project 2003 Microsoft Word 2003 Microsoft Visio 2003 Microsoft Excel 2003 Angel CMS Website Weekly Project Meetings with Team Leaders Resource Plans The class is divided up into 3 teams of 4 with a Project Manager and an Assistant Project manager. The project managers will have the responsibility of guiding, organizing, delegating, and leading the efforts of the class to successful completion of the project. Each Team leader will be responsible for the activities of their group as assigned by the project managers Project Roles and Responsibilities Name Company /Role Project Role Responsibility Contact Information Dianna Benaknin William Cantor Director, YCAAA Course Instructor, Penn State York Project Sponsor Course Instructor Senior Management, Primary Point-of- Contact Monitor project & Assign final grades DLBenaknin@york-county.org (w) wpc2@psu.edu (w) Joe Royer Penn State York Project Manager Project Management Duties Peter Rowell Penn State York Assistant Project Manager Project Management Duties joero@psu.edu (h) (w) (c) pjr183@psu.edu (c) Mike Marquardt Penn State York Blue Team Leader Lead the Blue Team mam1080@psu.edu (c) Brad Muiter Penn State York Red Team Leader Lead the Red Team keetha3@suscom.net (h)

12 Page 12 of 23 (c) (w) KC Yinger Penn State York Green Team Leader Lead the Green Team (h)

13 Page 13 of 23 Change and Issue Management Approach Introduction Issue management s purpose is to resolve important project related issues before they impede the project s success. Issues are broken into priority levels (low, medium, and high) reflecting the importance of the issue in regards to the impact to the project. Individual issues will be dealt with within each group. Group members should bring any issue to the attention of their team leader. If the team leader can not equitably resolve the issue, he should bring it to the attention of the Project Manager(s). If the Project Manager(s) can not resolve the issue, they will bring the issue to Bill Cantor for resolution. Each group has developed a team contract and that should have the methodology of conflict resolution mapped out within the document. Issue Priority Level Description Low Group Issues: Stakeholder issues Assignment Scheduling Individual Performance Low: This level of issue management will pertain to inter-group issues. Issues will not affect other groups or the overall outcome of the project. Medium Team Issues: Group Leadership Assignment Delegation Group Performance Medium: This level of issue management will pertain to all groups. Issues that affect other groups will involve the project manager and course instructor to find a resolution. High Project Issues: Scope Change Scheduling High: This level of issue management will pertain to all stakeholders. Issues that affect everyone associated with the project will involve the project managers, course instructor, and project sponsor to find a resolution.

14 Page 14 of 23 Issue Detection, Analysis, and Resolution Process 1. Issue is identified and documented by the stakeholder 2. Issue is presented to the stakeholder s immediate supervisor 3. Issue is prioritized by immediate supervisor and select personnel 4. Issue is documented using attached Issue Management Log and Issue Management Document template 5. Depending on priority level certain stakeholders are involved to resolve the issue See Appendix A for Issue Management Forms Change Process Changes in Scope and/or Milestone Dates In order to make a project change, including scope change, or milestone date change, a Project Change request form must be completed (see exhibit A) and submitted to the project manager or assistant. The project managers, the instructor, and potentially sponsor at the YCAAA will review the form. The project manager will schedule a meeting with the change control board, which will be comprised of all team leaders, the project managers, and the Instructor. The project manager will conduct the meeting and present the change to board. The board then will make any additions, corrections or modification to the request, if needed, and if approved, attach the approved form to the. The following topics will be discussed at the change control board meeting: Change requests Approval of completed project deliverables Future project concerns in regards to changes Approval or denial of change requests Changes In WBS and Project Schedule Changes to the WBS or critical path must be approved by a majority vote of the Team Leaders and Project Managers. These changes must be discussed at either the regular weekly Team Leader meeting or at an emergency Team Leader meeting called for by a Project Manager. Minor Changes in WBS and Project Schedule Changes to the schedule and WBS not affecting the critical path need only to be agreed upon by the Project Managers. Team Leaders will be notified of the change via Angel and . Communications Management Approach Joe Royer and Peter Rowell (the Project Mangers) will be the central point of communication between the three IST 420 groups, Bill Cantor and Dianna Benaknin. Information will be relayed to the class by

15 Page 15 of 23 the Project Managers and will primarily be communicated through group leaders and the Angel CMS website. There will be multiple meetings with the YCAAA and related organizations throughout the project and they will include, at minimum, a non-psu person, a Project Manager, and a Team Leader. All group members will be expected to attend all meetings with the outside organizations. Progress Meetings will be held every Monday with the Project Managers and Team Leaders. These meetings will take place in Joe Royer s office. During each meeting, completed work will be compared to the WBS for evaluation. Progress on the project will be determined by the Project Managers based on what was assigned and completed each week. During each meeting, new work may be assigned. The and WBS will be updated to reflect any additions or modifications. Assignments will be communicated to the group through their corresponding group leaders. The evaluation and changes will be communicated to the entire group during weekly Wednesday announcements. These announcements can take place before, during, or after the IST 420 class. Completed work will be uploaded to the Angel website by the requested date, in rough draft form and the Project Managers will then edit and integrate as needed. Meeting minutes for all team meetings will include attendance, discussions, decisions, problems, solutions, assigned tasks, and deliverables. A template has been provided, uploaded on Angel, and each group is expected to have their meeting minutes posted to Angel within twenty four hours of their meeting. The performance and conduct of YCAAA employees will be assessed by the YCAAA through means outside the scope of this project There will be a weekly meeting between the Project Manager(s) and Bill Cantor to gauge progress and communicate any issues that may have surfaced. These meetings will take place in Bill Cantor s office, typically on Wednesday mornings at 9:00am.

16 Page 16 of 23 Organization Chart

17 Page 17 of 23 APPROVALS Sign-off Sheet I have read the above and will abide by its terms and conditions and pledge my full commitment and support for the project. IST Instructor: Project Manager: Asst. Project Manager: Project Team Leader: Project Team Leader: Project Team Leader: Date Date Date Date Date Date

18 Page 18 of 23 Appendix A

19 Issue Management Log Project Title: Project Working Title: Proponent Secretary: Proponent Agency: Prepared by: Issue Number Issue Description Date Identified Assigned To Date Resolution Required Resolution Date Resolved

20 Issue Management Document A. General Information Project Title: Proponent Secretary: Prepared by: Project Working Title: Proponent Agency: Date/ Issue Number (From Issue Log): B. Issue Background 1. Issue Type (check one): Technical (Specify) Non-technical ning Physical Resources Funding Resources Procedural Personnel Resources Other (Specify) Date Issue Identified Date Resolution Required Proposed Assignee Attachments (if any) NO YES (number) 2. Issue Description 3. Potential Impact (if not resolved) 20

21 C. Issue Assignment Date Issue Identified Date Resolution Required Action Assigned To Project Manager Signature D. Issue Resolution Alternatives and Recommendation. 1. Issue Resolution Alternatives 2. Recommendation(s) 3. Estimate of Additional Effort Resources Required Work Days/Costs 4. Signature of Person Making Recommendation Name/Title Signature Date 21

22 E. Management Action and Recommendation Approve Approve with the following changes: Defer Need Additional Information Disapprove Recommended Action Assigned to: Date Resolution Required: F. Approval Signatures Name/Title Signature Date 22

23 Project Change Request Form Submitted by: Position: Date: Requested by: Position: Date: Area Affected: Priority: _ High/Critical _ Medium/Important _ Low/Desirable Descriptive Title: Description of Proposed Change Benefits / Business Jurisdiction for Change Alternatives Impact of Not Doing/Doing Impact on Project Time and Cost 23