MYH Case Study

Wentworth Institute of Technology

Manage Your Health, Inc. Case Study

Author: Dejan Petrovic

Date: October 3, 2007

Manage Your Health, Inc.

MYH Inc. Table of Contents

Introduction

3

Chapter 3  Project categories  Project Management process

5 6

Chapter 4  Summary of four projects  Weighted Scoring Model  Business case  Project charter  Stakeholders analysis

9 13 15 18 19

Chapter 5  Scope Statement  Work Breakdown Structure (WBS)  Work Breakdown Structure – Gantt chart  Scope verification and change control

21 23 24 25

Chapter 6  Work Breakdown Structure – new activities  Project milestones  Updated WBS Gantt chart and Network Diagram  Resource assignment

28 29 30 32

Chapter 7  Project cost estimate  Project cost baseline  Project earn value chart after 3 months

36 37 38

Chapter 8  Quality standards  Progress measurement  Analysis of survey information – Pareto Diagram

40 41 42

Chapter 9  Responsibility assignment matrix and RACI chart  Resource histogram  Issue log: Working effectively with users during testing

44 46 47

Chapter 10  Communication plan  Issue log  Weekly status report  Conflict management

49 50 51 52

Chapter 11  Risk register  Probability/impact matrix  Response strategy

54 56 59

Key terms

60

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Manage Your Health, Inc.

MYH Inc. Introduction

Manage Your Health, Inc. (MYH) is a Fortune 500 company that provides a variety of health care services across the globe. MYH has more than 20,000 full-time employees and more than 5,000 part-time employees. Before deciding which projects to pursue, MYH wants to develop a methodology for managing all information technology projects. Management has decided to develop an approach where suggested project management outputs will be similar based on the size of the project. Furthermore, MYH management updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve the development and delivery of its health care products and services. This document serves to show the work completed by Dejan Petrovic (alias Tony Prince) on the selection and managing one of the proposed projects, which will satisfy the most of the company’s needs defined by the new methodology and strategic plan.

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Manage Your Health, Inc.

MYH Inc.

CHAPTER 3

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project categories Thursday, September 20, 2007

After reviewing information technology projects completed in the past few years, I noticed that MYH, Inc. has a large volume of projects with varying schedules, budgets and complexities. In order to determine the project management methodology that future projects should follow, I focused on five basic characteristics of every project: 1. Project implementation (Is the project add-on to the existing system or separate system?) 2. Time frame (Can the project be implemented within a period of 1 year or more?) 3. Costs (What is the budget for a project?) 4. Project’s goal (Does the project satisfies the key goals of strategic plan?) 5. Technology (What kind of technology is included in the project?) Taking in consideration these five characteristics, I categorized Information technology projects to three major groups: 1. Very business driven (solving a problem, choosing an opportunity or executing a prime directive from management) 2. Time based (< year, 1-2 years, >2 years) 3. Priority/value (low, medium, high) However, I believe the Business Driven categorization is the best one, since it will allow us to best prioritize projects, and make the right choices in project selection.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project Management process Tuesday, September 25, 2007

Project management has 5 stages: - Initiation - Planning - Executing - Monitoring and Controlling - Closing Initiating processes include and authorizing a project or project phase. To initiate a project or just a concept phase of a project, management must define the business need for the project. We also need a project sponsor and a project manager. Initiating phase takes place during each phase of a project. An organization should put considerable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons. An organization may initiate information technology projects for several reasons, but the most important one is to support business objectives. After reviewing the important guidelines Manage Your Health, Inc. (MYH) should include in its project management methodology, I believe main outputs of project initiation should be: - Project Manager assignment - Business Case completed - Project charter completed and signed - Key stakeholders identified Project manager has already been assigned (Tony Prince). Business case needs to contain the following information:  Introduction  Business Objective  Current situation and problem/opportunity statement  Critical assumptions and constraints  Analysis of options and recommendation Project charter needs to contain:  Project Title  Start and Finish dates  Budget information  Project Manager information

    

Preliminary project requirements Budget estimate and financial analysis Schedule estimate Potential risks Exhibits

   

Project Objectives Approach description Roles and responsibilities Comments (if any)

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Manage Your Health, Inc.

MYH Inc.

Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs. There normally is no single “project plan”, but several plans such as the scope management plan, procurement management plan schedule management plan. To account for changing conditions on the project and in the organization, project teams often revise project plans during each phase of the project life cycle. Plans must be realistic and useful, so people knowledgeable with the work need to plan the work. After reviewing planning process through all of the knowledge areas and MYH guidelines, I chose the following outputs for project planning: - A project scope statement - A work breakdown structure (WBS) - Milestones list - Project schedule network diagram - Resource assignments - Activity cost estimates - Cost baseline - Project funding requirements - Quality Requirements - Quality metrics (measurement) - Roles and responsibility matrix - Project organization charts - Communications management plan - Risk register - Probability/impact matrix - Proposal scoring Executing processes include coordinating people and other resources to carry out the project plans and produce the product, service, or a result of the project or phase. They also include work required to introduce any new hardware, software, and procedures into normal operations. The products of the project are produced during project execution and it usually takes the most resources to accomplish this process. The most common output in project execution is a Milestone report. Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the project team meets the project objectives. The project manager and staff monitor and measure progress against the plans and take corrective action when necessary. A common monitoring and controlling process is performance reporting, where project stakeholders can identify any necessary changes that may be required to keep the project on track. Some of the common reports for this stage are: - Issue log - Weekly status report - Conflict management Closing processes include formalizing acceptance of the project or project phase and ending it efficiently. Administrative activities are often involved in this process group, such as archiving project files, closing out contracts, documented lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project. Having all that in mind some of the outputs MYH should use are: - Final product, service or result - Closed contracts

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Manage Your Health, Inc.

MYH Inc.

CHAPTER 4

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Summary of four projects Monday, October 1, 2007

Project 1 Recreation and Wellness Intranet Project Project goal description Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. Allow employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. Track data on employee involvement in these recreational and health-management programs. Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.) Business strategy compliance This project should contribute to reducing internal costs of the company, as one of the strategic key goals. MYH, Inc. pays 20% more that industry average for employer health care premiums. This add-on to the existing Intranet will help employees improve their health and at the same time, lead to lower health insurance premiums. Benefits Net savings of at least $30/employee/year for full-time employees over the next four years. Total financial benefit for 20,000 full-time employees, with $30 saving per employee per year, for 4 years is $2,400,000. Help improve health of our employees.

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MYH Inc.

Project 2 Health Coverage Costs Business Model Project goal description Develop an application to track employee health care expenses and company health care costs. Application an add-on to the current Intranet and must be secure. Application should allow several managers and analysts to access and download selective data for further analysis. The new application must be compatible with an existing system, so it can import data about employee expenses submitted to the company and the company’s costs to the insurance provider. Business strategy compliance This project should contribute to reducing internal costs of the company, as one of the strategic key goals. This add-on to the existing Intranet will help employees improve their health and at the same time will lead to lower health insurance premiums. Benefits Net savings of about $20/employee/year for full-time employees over the next four years. Total financial benefit for 20,000 full-time employees, with $20 saving per employee per year, for 4 years is $1,600,000, minus costs of application development $100.000. Estimated savings $1,500.000. It will help revise polices concerning employee contributions to health care premiums and help us negotiate for lower premiums with insurance companies.

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Manage Your Health, Inc.

MYH Inc.

Project 3 Cross Selling System Project goal description Develop an application that would improve cross-selling to current customers. Business strategy compliance This project should contribute to increasing cross-selling of products. Benefits Increase of profit for $1,000,000 each year in next three years. Costs of development and maintenance would be around $800,000 each year Total earnings would increase for $200,000. It will contribute to better cross-selling performance of our sales representatives.

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Manage Your Health, Inc.

MYH Inc.

Project 4 Web-Enhanced Communication System Project goal description Should enable customers and suppliers to provide suggestions, enter orders, view status and history of orders, and use e-commerce capabilities to purchase and sell their products. Business strategy compliance This project should allow Web-based communication between employees, customers, and suppliers in order to improve development and delivery of health care products and services. Benefits This system should save about $2,000,000 each year for three years after implementation. It will take one year to complete, $3,000,000 to develop and about 20% of development costs ($600,000) each year to maintain.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Weighted Scoring Model Tuesday, October 2, 2007

MYH recently updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve development and delivery of its health care products and service. From four projects in the table, I needed to select one that would be the best for the company.

Recreation and Weight Wellness Intranet Project

Criteria 1. Satisfies business objective 2. Provides positive NPV 3. Can be implemented in 1 year or less 4. ROI within 3 years Weighted Project Scores

35% 30% 15% 20% 100%

Health Coverage Costs Business Model

25 100 100 80 69.75

Cross Selling System

25 70 100 100 64.75

25 25 30 0 20.75

60

70

Web-Enhanced Communication System 25 50 100 25 43.75

Weighted Score by Project Web-Enhanced Communication System Cross Selling System Health Coverage Costs Business Model Recreation and Wellness Intranet Project

0

10

20

30

40

50

80

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Manage Your Health, Inc.

MYH Inc.

In order to select the most appropriate project, I used a Weighted Scoring Model. Weighted Scoring Model is a tool that provides a systematic process for selecting projects based on many criteria. In this case, I used four criteria in selection of a process: 1. To what degree project satisfies business objectives? 2. How big is the Net Present Value (NPV) of the project? 3. Can project be implemented in one year or less? 4. How big is the Return of Investment (ROI) within three years? Since, all four projects cover one instance out of four business objectives, covered in new strategic plan, all projects received 25 points under the 1st criterion. Project 1 has the highest NPV and was graded with 100 points. Right after comes Project 2, followed by Project 4 and at the end Project 3. All projects except Project 3 can be implemented in a year or less. Project 3 extends through a period of three years. After the comparison of ROI within three years for all four projects, it appears that Project 2 (Health Coverage Costs Business Model) has the biggest ROI. Therefore this project got 100 points in this section. A little bit smaller ROI has Project 1 (Recreation and Wellness Intranet Project), so I graded it with 80 points. On the third place, with 25 points is Project 4 (Web-Enhanced Communication System). The only project with a negative ROI is Project 3 (Cross Selling System) that got 0 points under this criterion. This project provides no financial benefits to the company. After taking all of the results in all four criteria, the project with the most points (69.75) is Recreation and Wellness Intranet Project.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Business case Tuesday, October 2, 2007

1.0 Introduction/ Background Manage Your Health’s (MYH) core business goal is to provide a variety of health care services across the globe. MYH’s management believes that company can reduce internal costs and increase business by developing Recreation and Wellness Intranet Project.

2.0 Business Objective MYH’s strategic goals include reduction of internal costs, increasing cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve development and delivery of its health care products and service. The Recreation and Wellness Intranet Project will allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. It will also enable employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this new application, management will be able to track data on employee involvement in these recreational and healthmanagement programs, as well as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for the company.

3.0 Current Situation and Problem/Opportunity Statement MYH already has an Intranet that is connected to the systems that track employee expenses submitted to the company and the company’s costs to the insurance providers. MYH, Inc pays 20% more than the industry average for employee health care premiums, primarily to poor health of its employees. There is an opportunity to provide an application that will help employees improve their health within one year of its rollout, so that the company can negotiate lower health insurance premiums.

4.0 Critical Assumption and Constraints The proposed application must be a valuable asset to MYH. Employees must actively support the project, and it must pay for itself in one year after it is implemented, by reducing internal costs and improving health of the employees. The Project Manager must lead the effort and the project team must include employee representatives, as well as consultants that would lead the company-sponsored recreational activities, health-management classes and programs. The new system must be compatible with the existing Intranet system and should be completed in six-month period and should not exceed the budget of $200,000.

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Manage Your Health, Inc.

MYH Inc.

5.0 Analysis of Options and Recommendation There are three options for addressing this opportunity: 1. Do nothing. Business is doing well, and we can continue without reducing costs. 2. Purchase access to specialized software to support this new capability with little in-house development. 3. Design and implement the new intranet capabilities in-house using mostly existing hardware and software. Based on discussions with stakeholders, we believe that option 3 is the best option.

6.0 Preliminary Project Requirements The main features of Recreation and Wellness Intranet Project include the following: 1. 2. 3. 4. 5.

Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. Allow employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. Track data on employee involvement in these recreational and health-management programs. Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.) Other features suggested by users, if they add value to the business.

7.0 Budget Estimate and Financial Analysis A preliminary estimate for the costs for the entire project is $200,000. This estimate is based on the project manager working about 20 hours per week for six months and other internal staff working a total of 60 hours per week for six months. A staff project manager would earn $60 per hour. The hourly rate for the other project team members would be $70 per hour, since some hours normally billed to clients may be needed for this project. The initial cost estimate also includes $20,000 for purchasing outsourced software and $20,000 for outsourced services. Project benefits are based on a reduction of costs for health insurance premiums paid to insurance company. If each of our employees used this feature of our intranet and improved their health condition, it would save at least $30 per employee per year for full-time employees over the next four years. Therefore, total financial benefit for 20,000 full-time employees, would be $2,400,000. Exhibit A summarizes the projected costs and benefits and shows the estimated net present value (NPV), return on investment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminary financial analysis. All of the financial estimates are encouraging. The estimated payback is within one year as required by project sponsor. The NPV is $1,787,276, and the discounted ROI based on a four year system life is excellent at 894 percent.

8.0 Schedule Estimate The sponsor would like to see the project completed within six months, but there is some flexibility in the schedule. We also assume that the new system will have a useful life of at least four years.

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9.0 Potential Risks We have several risks involved with this project. To foremost risk is a lack of interest in the new Recreation and Wellness Intranet Project. Users need to use the system in order to improve their health. If they are not introduced properly to the new system and are not involved in its development, they might not be aware of the benefits it provides them with. The main business risk is investing the time and money into this project and not realizing the projected benefits.

10.0 Exhibits Exhibit A: Financial Analysis for Recreation and Wellness Intranet Project

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project charter Tuesday, October 2, 2007

Project Title: Recreation and Wellness Intranet Project Project Start Date: September 17, 2007

Projected Finish Date: March 17, 2008

Budget Information: The company has allocated $200,000 for this project. The majority of costs will be company’s internal labor. An Initial estimate provides a total of 80 hours per week. Project Manager: Tony Prince, 555 927 4365, [email protected] Project Objectives: Develop an add-on for Manage Your Health, Inc. intranet site that would allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. Furthermore, the intranet site should support registration for company-sponsored classes and programs to help employees manage their weight, reduce stress, stop smoking, and manage other health-related issues. System must keep track of data on employee involvement in these recreational and health-management programs, as well as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.) Approach:  Research all of the company-sponsored recreational programs, all of the company-sponsored classes and programs that help employees manage their health issues  Research a software to manage user search the intranet for adequate programs and classes  Develop an intranet site using interactive approach, soliciting a great deal of user feedback  Determine a way to measure the value of the intranet site in decreasing the costs of health insurance premiums Roles and Responsibilities

Name

Role

Organization/Position

Contact

Anthony J Dionisio, Jr Tony Prince Sandra Minski Jonathan Shtiel Dave Smith Kevin Strom Steve Buskin Samantha Troy

Sponsor Project Manager Team Member Team Member Team Member Team Member Advisor Advisor

MYH, Inc. , COO MYH, Inc. , consulting manager MYH, Inc. , senior consultant MYH, Inc. , consultant MYH, Inc. , IT department MYH, Inc. , IT department MYH, Inc. , recreation programming instructor MYH, Inc. , health classes instructor

[email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] [email protected]

Sign-off:

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Stakeholders Analysis Tuesday, October 2, 2007

Anthony J Dionisio, Jr

Sandra Minski

Jonathan Shtiel

Dave Smith

Organization

MYH, Inc.

MYH, Inc.

MYH, Inc.

MYH, Inc.

Role on project

Sponsor

Team Member

Team Member

Team Member

Unique facts about stakeholder

COO of the company; experienced in project management, easygoing, but very demanding

Consultant; smart and reliable, but very stubborn

IT System Administrator; very intelligent, but not good with people; knows his job well, but has trouble presenting

Level of interest

Very High

Senior consultant; knows entire health care system and user side of using it; nice European sense of humor Medium to High

Medium

Medium

Level of influence

Very High

Very High

Medium

High - irreplaceable

Suggestions on managing relationships

Meet weekly with him to submit the reports on the project and present the updates concerning the needs and expectations; follow his guidelines

Keep her involved during system design

If you disagree with him, do not start an argument; it will go on for ever

Meet with him during every stage of the project planning and execution; Listen to his suggestions

Kevin Strom

Steve Buskin

Samantha Troy

Organization

MYH, Inc.

MYH, Inc.

MYH, Inc.

Role on project

Team Member

Advisor

Advisor

Unique facts about stakeholder

Instructor; coordinates all of the recreation programs; loves working out and macrobiotic food; cannot stand fast food Low

Instructor; teaches several health care classes; loves interior design (feng shui)

Level of interest

Software developer; real geek; quiet and shy; communicates only through e-mail; doesn't have a cell phone Low

Level of influence

Low to Medium

Medium

Medium

Suggestions on managing relationships

Make him present during outsourced software implementation and adaptation

Has all the info about the company-sponsored programs; let him order some healthy food for your meetings

Wants to share everything she knows about maintaining your health; make her give a free lecture to your team members; it can improve the moral of the team members

Low

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MYH Inc.

CHAPTER 5

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Scope Statement (Draft Version) Sunday, October 7, 2007

Project Title: Recreation and Wellness Intranet Project Date: October 5, 2007 Prepared by: Tony Prince, Project Manager, 555 927 4365, [email protected] Project Justification: Company’s management requested the project to assist the company in meeting its strategic goals. After the analysis, The Recreation and Wellness Intranet Project appeared to be most beneficial for the company. This project involves creation of the add-on to the intranet system that will allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. It will also enable employees to register for companysponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this new application, management will be able to track data on employee involvement in these recreational and health-management programs, as well as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for the company. The budget for this project is $200,000. Estimated benefits are $600,000 each year. Product Characteristics and Requirements: 1. Search option: Users will be able to search for the programs or courses they are interested in. 2. User application: This add-on will allow authorized users to apply for the program or course to which they want to go. 3. User tracking: Company’s management will be able to track the user involvement in these programs. 4. Incentives: This add-on will be able to send incentives to the employees to join the program. Summary of Project Deliverables Project management-related deliverables: business case, charter, scope statement, WBS, schedule, cost baseline, status reports, final project presentation, final project report, lessons-learned report, and any other documents required to manage the project. Product-related deliverables: 1. Program list: This will include listings of all the company-sponsored recreation programs. 2. Course list: This will include listings of all the company-sponsored classes and health programs. 3. Employee profiles: Intranet add-on will provide reports about each employee’s involvement in any of these programs/courses. 4. Employee application form: The online form employees will be able to use to apply for the program/course. 5. Intranet design: An initial design of the add-on interface that will include site-map, suggested formats, appropriate graphics, etc. The final design will incorporate comments from users on the initial design. 6. Intranet site content: Intranet site will include descriptions of programs and courses, application form, search option, employee profile and security. 7. Test plan: The test plan will document how the intranet site will be tested, who will do the testing and how problems will be reported.

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MYH Inc.

Product-related deliverables (continued): 8. Announcement: A plan for announcing the availability of the new intranet add-on. 9. Project benefit measurement plan: It will measure the financial value of the new intranet add-on. Project Success Criteria: Our goal is to complete this project within six months and within a budget of $200,000. The project sponsor, Anthony J Dionisio, Jr, insisted on project paying for itself one year after the intranet add-on is completed and implemented. To meet the financial goal, the intranet add-on must have a strong employee usage. We also need to find the method to capture benefits while the intranet add-on is being developed and tested, and after it is rolled out. If a project takes a little longer to complete, or costs a little more than planned, the company will still view it as a success if it has a good payback.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Work Breakdown Structure Tuesday, October 9, 2007

1.0 Initiating 1.1 Assign project manager 1.2 Prepare business case 1.3 Prepare project charter 1.4 Identify key stakeholders 2.0 Planning 2.1 Hold project initiation meeting 2.2 Prepare scope statement 2.3 Prepare WBS 2.4. Prepare milestones list 2.5 Prepare project cost model 2.5.1 Project cost model estimate 2.5.2 Project cost model baseline 2.6 Prepare project variances, estimates and values 2.7 Identify quality standards/requirements 2.8 Identify progress measurement variables 3.0 Executing 3.1 Prepare list of programs 3.1.1 List of recreational programs 3.1.2 List of health programs and courses 3.2 User inputs 3.3 Intranet add-on content 3.3.1 Course/programs descriptions 3.3.2 Application form 3.3.3 Search options 3.3.4 User profile template 3.4 Intranet add-on design 3.5 Intranet add-on construction 3.6 Intranet add-on testing 3.7 Intranet add-on announcement 3.8 Intranet add-on roll-out 3.9 Project benefits measurement 4.0 Controlling 4.1 Weekly status reports 5.0 Closing 5.1 Prepare final project report 5.2 Prepare final project presentation 5.3 Lessons learned

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Work Breakdown Structure – Gantt chart Tuesday, October 9, 2007

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Scope verification and change control Thursday, October 11, 2007

Even though our project scope is fairly well defined, we do not want to suffer from scope creep – the tendency for project scope to keep getting bigger and bigger. For that reason, we developed a method for scope verification as well as the process for controlling scope changes. Scope verification involves formal acceptance of the completed project scope by the stakeholders. In order to achieve acceptance, we will include customer inspections and sign-off on key deliverables. Project team needs to create clear documentation of the project’s products and procedures to evaluate if they are completed correctly and satisfactorily. The main input for our scope verification are the project scope statement, Work Breakdown Structure, project scope management plan, and deliverables. And our main tool for performing scope verification is inspection. Our sponsor and users (stakeholders) will inspect the work after it is delivered. Our main outputs of the scope verification process will be accepted deliverables, requested changes, and recommended corrective action. Besides scope verification, another important process in project management is scope control. Scope control involves controlling changes to the project scope. Our users might not be sure how they want our intranet add-on interface to look and what functionalities they will really need in order to easily and efficiently use the add-on. Furthermore, our developers might not be sure how to interpret user requirements, and they also have to deal with constantly changing technology. The main goal of scope control is to influence all these factors that cause scope changes, to assure changes are processed according to procedures developed as part of integrated change control, and to manage changes when they occur. The main input to scope control are the project scope statement, project scope management plan, Work Breakdown Structure, performance reports, work performance information, and approved change requests. We incorporated several important tools for performing scope control: change control system, configuration management, replanning project scope and variance analysis. Variance is the difference between planned and actual performance. The outputs of scope control will include requested changes, recommended corrective action, and the updates to the project scope statement, Work Breakdown Structure, scope baseline, organizational process assets, and project management plan. Four factors that are related to scope verification and control, and that determine project’s success are user involvement, clear business objectives, minimized scope and firm basic requirements. Therefore, it is crucial for us to improve user input and reduce incomplete and changing requirements and specifications. Lack of user input leads to problems with managing scope creep and controlling change.

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In order to improve user input, we will do the following: - Develop a good project selection process. Insist that all projects have a sponsor from the user organization. Make project information easily available in the organization. - Include users on the project team. - Organize regular meetings with well defined agendas. Maintain regular interaction with users. Require users to sign-off on key deliverables presented at the meetings. - Regularly deliver something to project users and sponsors. - Promise not to deliver what cannot be delivered in a particular time frame. - Co-locate users with the developers. To reduce incomplete and changing requirements, we will perform the following actions: - Develop and follow a requirements management process that includes procedures for initial requirements determination. - Employ techniques such as prototyping, use case modeling, and Joint Application Design (JAD) to understand user requirements thoroughly. - Put all requirements in writing and keep them current and readily available. - Create a requirements management database for documenting and controlling requirements. - Provide adequate testing to verify that the project’s products perform as expected. - Use a process for reviewing requested requirements changes from a system perspective. - Emphasize completion dates. - Allocate resources specifically for handling change requests.

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CHAPTER 6

27

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Work Breakdown Structure – new activities Friday, October 12, 2007

After reviewing the project’s Work Breakdown Structure (WBS) and Gantt chart, we decided to add four more activities in order to improve project planning and improve functionality of our intranet add-on. The first three components we added to planning process of the project. Those three components are: 1. Determine task resources (2.6.1) 2. Determine task durations (2.6.2) 3. Identify, discuss and prioritize risks (2.8) Determination of task resources is part of the project scheduling. Some of the tasks are broken so the team members have a better understanding of what they have to do and when. Furthermore, team members need to keep their workloads and cost constraints in mind when developing the duration estimates. That is why determination of task durations is so important. The team members provide us with the information how many work hours they will spend on each task, enabling us to create as specific schedule as possible. One more important thing, we have overseen while making the first WBS, was risk assessment. To efficiently represent all the risks, we should make a list of prioritized risks The fourth one, Access Security specification (3.3.5), we added to execution process of the project. After discussion with our stakeholders, we agreed that different security levels need to be built in our intranet add-on. All internal employees already have access to intranet after entering their security information. However, access to Recreation and Wellness part of the intranet needs to be granted only to full-time employees.

28

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project milestones Friday, October 12, 2007

In order to have a better overview of project’s progress, we decided to use milestones. By using the SMART criteria, we decided on 9 milestones within this project: 1. Identify key stakeholders – with this process completed, we are completing the Initiating phase of our project and we can see if we accomplished everything before move on to another phase. 2. Prepare milestone list – up to this point we should have our kick-off meeting, created scope statement and WBS. After this point we are moving to scheduling and cost estimates, so it would be very useful to have everything clearly defined before this point. 3. Identify progress measurement variables – this is the last task in planning phase. At this point we should have completed all the operations involved in planning and be ready for execution phase of the project. 4. List of health programs and courses – in order to go and ask users for their input, we need to have lists of recreational and health programs/courses ready. 5. User inputs – we need to make sure we summarized all of the users comments, suggestions, opinions. That way we will be able to turn to creation of the content of our add-on. 6. Search options – this task is the longest one in defining the content of our Recreation and Wellness Intranet. Upon completion of this task, all other tasks included in this phase should be completed. After this point, we are turning to the process of designing. 7. Intranet add-on design – when we finish the design, we need to get the approval from our stakeholders (users). That way, we will be sure we took all the suggestions and comments into consideration and implemented it in design. After this point, and users’ approval, we can continue toward Intranet add-on construction. 8. Intranet add-on construction – the completion of this phase will give us a final product of this project. At this point we need to know if all the functionalities are included, so we can start testing the product. 9. Intranet add-on testing – this is the final stage of product development. If all the tests are completed successfully, our product, in this case Recreation and Wellness Intranet site can go live after this point. 10. Prepare final project presentation – this is the final point of the project; after this task project is closed.

29

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Updated WBS Gantt chart and Network Diagram Monday, October 15, 2007

30

Initialization Start: 10/1/07 Finish: 10/10/07

ID: 1 Dur: 8 days

Comp: 0%

Assign project manager

Prepare business case

Prepare project charter

Start: 10/1/07

ID: 2

Start: 10/3/07

ID: 3

Start: 10/8/07

ID: 4

Finish: 10/2/07

Dur: 2 days

Finish: 10/5/07

Dur: 3 days

Finish: 10/9/07

Dur: 2 days

Res:

Res:

Identify key stakeholders Milestone Date: Wed 10/10/07 ID: 5

Res:

Planning Start: 10/11/07

ID: 6

Finish: 11/1/07

Dur: 16 days

Comp: 0%

Hold project initiation meeting

Prepare scope statement

Prepare WBS

Start: 10/11/07

ID: 7

Start: 10/12/07

ID: 8

Start: 10/16/07

ID: 9

Finish: 10/11/07

Dur: 1 day

Finish: 10/15/07

Dur: 2 days

Finish: 10/16/07

Dur: 1 day

Res:

Prepare milestones list Milestone Date: Wed 10/17/07

Res:

Res:

ID: 10

Prepare project cost model Start: 10/19/07

ID: 11

Finish: 10/24/07

Dur: 4 days

Comp: 0%

Project cost model estimate Start: 10/19/07

ID: 12

Finish: 10/23/07

Dur: 3 days

Res:

Project cost model baseline Start: 10/19/07

ID: 13

Finish: 10/24/07

Dur: 4 days

Identify, discuss and prioritize risks

Res:

Start: 10/25/07

ID: 18

Finish: 10/26/07

Dur: 2 days

Prepare project variances, est imates and values Prepare project schedule

Start: 10/25/07

ID: 17

Start: 10/19/07

ID: 14

Finish: 10/29/07

Dur: 3 days

Finish: 10/23/07

Dur: 3 days

Comp: 0%

Res:

Identify quality standards/req uirements

Res:

Determine task resources Start: 10/19/07

ID: 15

Finish: 10/23/07

Dur: 3 days

Start: 10/30/07

ID: 19

Finish: 10/31/07

Dur: 2 days

Res:

Res:

Determine task durations Start: 10/19/07

ID: 16

Finish: 10/23/07

Dur: 3 days

Res:

Executing Start: 11/2/07

ID: 21

Finish: 3/24/08

Dur: 102 days

Identify progress measurement variables

Comp: 0%

Milestone Date: Thu 11/1/07

Prepare list of programs Start: 11/2/07

ID: 22

Finish: 11/12/07

Dur: 7 days

ID: 20

Comp: 0%

List of recreational programs Start: 11/2/07

ID: 23

Finish: 11/12/07

Dur: 7 days

List of health programs and courses

User inputs

Milestone Date: Fri 11/2/07

Milestone Date: Tue 11/13/07

ID: 24

ID: 25

Res:

Intranet add-on content Start: 12/11/07

ID: 26

Finish: 12/31/07

Dur: 15 days

Comp: 0%

Course/programs descriptions

Application form

Start: 12/11/07

ID: 27

Start: 12/11/07

ID: 28

Finish: 12/31/07

Dur: 3 wks

Finish: 12/24/07

Dur: 2 wks

Search options Milestone Date: Tue 12/11/07

Project benefits measurement

Start: 12/11/07

ID: 30

Start: 12/11/07

ID: 37

Finish: 12/24/07

Dur: 10 days

Finish: 2/12/08

Dur: 46 days

Res:

Res:

ID: 29

Res:

Res:

User profile template

Access security specification Start: 12/11/07

ID: 31

Finish: 12/17/07

Dur: 5 days

Res:

Intranet add-on design Milestone Date: Tue 1/1/08 ID: 32

Intranet add-on construction

Intranet add-on testing

Milestone Date: Tue 1/22/08

Milestone Date: Tue 3/4/08

ID: 33

ID: 34

Intranet add-on announcement Start: 3/18/08

ID: 35

Finish: 3/24/08

Dur: 1 wk

Res:

Intranet add-on roll-out Start: 3/18/08

ID: 36

Finish: 3/24/08

Dur: 1 wk

Res:

Controlling Start: 10/11/07

ID: 38

Weekly status reports

Finish: 3/24/08

Dur: 118 days

Start: 10/11/07

ID: 39

Finish: 3/24/08

Dur: 23.6 wks

Comp: 0%

Res:

Closing Start: 3/25/08

ID: 40

Finish: 4/1/08

Dur: 6 days

Prepare final project report

Comp: 0%

ID: 41

Prepare final project presentation

Lessons learned

Start: 3/25/08

Start: 3/31/08

ID: 43

Finish: 3/26/08

Dur: 2 days

Milestone Date: Thu 3/27/08

Finish: 4/1/08

Dur: 2 days

ID: 42

Res:

Project: Network_chart_updated Date: Tue 11/27/07

Critical

Noncritical

Critical Milestone

Milestone

Critical Summary

Summary

Critical Inserted

Inserted

Critical Marked Page 1

Marked

Res:

Critical External

External

Project Summary

Highlighted Critical

Highlighted Noncritical

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Resource assignment Tuesday, October 16, 2007

In order to assign hours to my team members, I used several different characteristics: - Expertise of a team member related to the task - The volume of the task that needs to be completed - Duration of the period during which the task must be completed plus buffers Taking these constraints in considerations you can see that most of the stuff in the Initiation phase will be done by Project Manager, Business Analyst and Finance Department. In the Planning phase, all of the team members will take an active part. We will need financial estimates, business analysis, hardware and software requirements, as well as users’ feedback. Later on in Execution process, people from Finance department and Human Resources department will not have such an important role. This part is the part of software developing and design, where network specialist and programmers play the biggest part and take the most of the workload. Furthermore, in Controlling the project’s planning and execution, everyone but people from Finance Dept. and Human Resources will be very involved constantly performing checks and implementing the changes. Finally, at the project Closing, Project Manager will prepare reports about the completion of the project. In doing so, he will need help from Financial Dept. to get all the information about the financial side of the project, as well as from the HR Dept. to find out all about the benefits employees got from using the product.

32

Manage Your Health, Inc.

MYH Inc.

Tony Prince programmer / analyst (PM)

Patrick network specialist

Nancy – business analyst

Bonnie – programmer / analyst

Yusaff – human resources

Casandra – finance department

2 7 4 3

2 5 -

2 12 -

2 3 -

2 -

2 12 -

18

7

14

5

2

14

2

2

2

2

2

2

5

-

-

-

-

-

5 4

3 3

3 1

3 6

4 1

-

4

2

4

2

2

5

3

1

4

1

1

6

8

3

6

4

1

-

8

4

3

4

1

-

7

3

2

3

1

3

5

5

5

5

-

5

6

3

3

5

-

-

3

3

3

3

3

3

60

32

36

38

16

24

2

-

-

-

5

-

2

-

-

-

6

-

7

-

26

32

25

-

1.0 Initiating 1.1 Assign project manager 1.2 Prepare business case 1.3 Prepare project charter 1.4 Identify key stakeholders Initiating – total hours 2.0 Planning 2.1 Hold project initiation meeting 2.2 Prepare scope statement 2.3 Prepare WBS 2.4. Prepare milestones list 2.5 Prepare project cost model 2.5.1 Project cost model estimate 2.5.2 Project cost model baseline 2.6 Prepare project schedule 2.6.1 Determine task resources 2.6.2Determine task duration 2.7 Prepare project variances, estimates and values 2.8 Identify, discuss and prioritize risks 2.9 Identify quality standards/requirements 2.10 Identify progress measurement variables Planning – total hours 3.0 Executing 3.1 Prepare list of programs 3.1.1 List of recreational programs 3.1.2 List of health programs and courses 3.2 User inputs

33

Manage Your Health, Inc.

3.3 Intranet add-on content 3.3.1 Course/programs descriptions 3.3.2 Application form 3.3.3 Search options 3.3.4 User profile template 3.3.5 Access security specification 3.4 Intranet add-on design 3.5 Intranet add-on construction 3.6 Intranet add-on testing 3.7 Intranet add-on announcement 3.8 Intranet add-on roll-out 3.9 Project benefits measurement Executing – total hours

MYH Inc.

Tony Prince programmer / analyst (PM)

Patrick network specialist

Nancy – business analyst

Bonnie – programmer / analyst

Yusaff – human resources

Casandra – finance department

24

-

-

75

-

-

12 20 5

8 7 2

-

45 22 12

-

-

2

22

-

9

-

-

8 30

6 15

-

30 60

-

-

10 3

10 -

10 -

30 -

10 10

10 -

5 20

5 -

-

5 -

32

40

150

75

36

320

88

50

70

47

47

70

-

-

70

47

47

70

0

0

11

-

-

-

2

2

12

-

-

-

2

2

12

6

6

6

-

-

4.0 Controlling 4.1 Weekly status reports Controlling – total hours 5.0 Closing 5.1 Prepare final project report 5.2 Prepare final project presentation 5.3 Lessons learned Closing – total hours

35

6

6

6

4

4

Entire Project - TOTAL HOURS

333

167

139

439

110

92

34

Manage Your Health, Inc.

MYH Inc.

CHAPTER 7

35

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project cost estimate Thursday, October 25, 2007

In process of developing project cost estimate, I took in consideration that project management is continuously done throughout the project in a period of 6 months. Furthermore, project management is performed at the same time as other processes, while all other major groups of processes are performed in a certain order. According to the WBS provided, a specific process group needs to be completed before another process group can be started. Nevertheless, processes within the same group can be performed in parallel manner. Unfortunately, by using the given fixed hourly wages for Project Management ($100) and everyone else ($60), it appears that Project Management takes 48% of the budget. If we were allowed to change that, the value would most likely be around 25-30%.

WBS Items

# Units/Hrs.

Cost/Unit/Hr.

Subtotals WBS Level 1 Totals

% of Total

1. Project Management

950

$100

$95,000

$95,000

47.5%

2. Requirements Definition

195

$60

$11,700

$11,700

5.9%

$34,400

17.7%

$41,100

20.6%

3. Web Site Design 3.1 Registration for recreational programs

170

$60

$10,200

3.2 Registration for classes and programs

170

$60

$10,200

3.3 Tracking system

135

$60

$8,100

3.4 Incentive system

115

$60

$6,900

4. Web Site Development 4.1 Registration for recreational programs

205

$60

$12,300

4.2 Registration for classes and programs

220

$60

$13,200

4.3 Tracking system

155

$60

$9,300

4.4 Incentive system

105

$60

$6,300

5. Testing

160

$60

$9,600

$9,600

4.8%

6. Training, Rollout and Support

120

$60

$7,200

$7,200

3.6%

$200,000

100.0%

Total project cost estimate

200,000

36

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project cost baseline Friday, October 26, 2007

This is the representation of costs for each month. You can see that Project Management costs are equally divided throughout 6-month period. Requirements Definition should be completed in October. Web site design starts in November and lasts till the mid January, when it should be completed and should allow a start of Web Site Development phase. Web Site Development should continue from last week of January to the beginning of March. After development completion, we will start Testing for two weeks, and after all the tests are finished, we will start Training, Rollout and Support processes which should end on April 1, 2008.

WBS Items

October

1. Project Management

15,800

2. Requirements Definition

11,700

November December 15,800

15,800

January

February

March

Totals

16,000

15,800

15,800

95,000 11,700

3. Web Site Design Registration for recreational programs

3,825

3,825

2,550

10,200

Registration for classes and programs

3,825

3,825

2,550

10,200

3,037.5

3,037.5

2,025

8,100

2,588

2,588

1,724

6,900

Tracking system Incentive System 4. Web Site development Registration for recreational programs

3,690

7,380

1,230

12,300

Registration for classes and programs

3,960

7,920

1,320

13,200

Tracking system

2,790

5,580

930

9,300

Incentive System

1,890

3,780

630

6,300

5. Testing

9,600

9,600

6. Training, Rollout and Support

7,200

7,200

36,710

200,000

TOTALS:

27,500

29,076

29,076

37,179

40,460

37

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Project earned value chart Monday, October 29, 2007

This is the given status of the project after three months: Planned value (PV) = $120,000 Earned value (EV) = $100,000 Actual cost (AC) = $90,000 a)

Cost Variance (CV) = EV-AC = $10,000 Schedule Variance (SV) = EV-PV = $20,000 Cost Performance Index (CPI) = EV/AC = 111,111% Schedule Performance Index (SPI) = EV/PV = 83,333%

b) According to these values project is behind the schedule, and estimated time to complete the project is 7.2 months instead of initially planned 6 months. However, costs of the project are lower than expected, and if we continue with this trend, we will complete the project with a budget of around $180,000. c)

According to the CPI value, Estimate at Completion (EAC), where EAC = planned budget / CPI, is $179,820. Therefore, project is performing better considering budget.

d) As I said before, SPI shows us that our project is behind the schedule, and according to the formula: Estimated time to complete = planned time / SPI, it will take us 7.2 months to complete the project. e)

250,000 Budget at Completion (BAC) 200,000

Estimate at Completion (EAC) Planned Value (PV)

150,000

Planned Value (PV)

$

Actual Cost (AC) Earned Value (EV)

100,000

Earned Value (EV) Budget at Completion (BAC)

Actual Cost (AC)

Estimate at Completion (EAC)

50,000

1

2

3

4

5

6

7

8

Month

38

Manage Your Health, Inc.

MYH Inc.

CHAPTER 8

39

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Quality standards Thursday, November 1, 2007

After the meeting with stakeholders and taking in consideration their requests, we developed a list of quality standards: 1. Number of people that used the system to register for Health and Recreational programs and courses We will log online registration processes to monitor how many people used the system for search and registration purposes. Our built-in feature will log all online registrations for programs and courses by username and department. The total number of registered users will then be compared to total number of employees giving us a percentage that we can compare to our requirements. 2.

Number of people on medical leave We will monitor the number of people that took medical leave after 6 months and 1 year of implementation of the system. We expect people to use the system to register for health programs, participate in programs and improve their health condition. Therefore, they will take less medical leaves that before, leading toward decreased healthcare costs. From each department, we will acquire the list and number of people that are on medical leave. We will compare the numbers to the numbers from previous period and in that way be able to see what the percentage of people on medical leave is now and how big it was before system rolled out.

3.

Healthcare costs The main business purpose of the development of the system is a decrease in healthcare costs. Financial department will provide us with healthcare costs for a period of a year after system rolled out. We will compare these results to the results from previous year and to an industry standard.

4.

System response time This was one of the requests made by user. We do not want users to give up, because the system did not respond in timely fashion. Interface, database and reporting must be optimized and fast. A feature in the system will log the system response time. Through analysis of this data we will be able to track system’s performance and work on the improvements if necessary.

5.

User satisfaction We will use surveys to measure user satisfaction. If our employees find the system easy to use and fun, they will continue using it in the future and therefore continue the work on improving their health. We will conduct a user satisfaction survey for the new system one month after the system rolled out. This survey will target the points like ease of use, user-friendliness and fun-to-use factors. The survey will be mandatory for all employees that used the system for registration. We will then go over the results and compare the number of satisfied and very satisfied users to the total number of users that filled the survey.

40

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Progress measurement Friday, November 2, 2007

For different quality standards, we will use different mechanisms for measuring progress. 1.

Number of people that used the system to register for Health and Recreational programs and courses Number of employees that used the system for registration must be between 90-100% two months after the system rolls out.

2.

Number of people on medical leave Number of people that used medical leave should decrease by 50% in 6 months after the system rolls out, and 85% after one year.

3.

Healthcare costs The amount spent on healthcare costs must be decreased by 30% after first year, which will bring the healthcare expenditures of the company to an industry standard.

4.

System response time Access to the Intranet add-on must be fast. Intranet page response time must be under 2 seconds. Listing the content of the course and programs database, must not be longer than 5 second. Generating reports for management must take under 15 seconds.

5.

User satisfaction 98% of system users must respond with satisfy or very satisfied to a user-satisfaction survey that we will conduct in the first month after system rolls out. If there are 97% or less of the satisfied or very satisfied users, we will read the feedback about what needs to be improved that will also be included in the survey.

41

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Analysis of survey information – Pareto Diagram Friday, November 2, 2007

After collecting all completed surveys, we got these results:

Requested Programs/Classes

# of times requested

% of Total

Cumulative %

Weight reduction class

8875

30.4%

30.4%

Walking program

7115

24.3%

54.7%

Stop smoking class

4889

16.7%

71.5%

Soccer program

3297

11.3%

82.7%

Volleyball program

2054

7.0%

89.8%

Stress reduction class

1894

6.5%

96.2%

Softball program

976

3.3%

99.6%

Table tennis program

120

0.4%

100.0%

Total

29220

We can see that most popular programs/classes are Weight reduction class and Walking program. Furthermore, we can see that Table tennis program has the least amount of employees interested in. Here is the graphical representation of data displayed in Pareto diagram:

Cumulative %

#of times requested 10000

100.0%

9000

90.0%

8000

80.0%

7000

70.0%

6000

60.0%

5000

50.0%

4000

40.0%

3000

30.0%

2000

20.0%

1000

10.0%

0

0.0% Weight reduction class

Walking program

Stop smoking class

Soccer program

Volleyball program

Stress reduction class

Softball program

Table tennis program

42

Manage Your Health, Inc.

MYH Inc.

CHAPTER 9

43

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Responsibility assignment matrix and RACI chart Monday, November 12, 2007

In our WBS, Testing phase is divided into these sub-processes: 5. Testing 5.1 Writing a test plan 5.2 Unit testing 5.3 Module integration testing 5.3.1 Registration module integration testing 5.3.2 Tracking module integration testing 5.3.3 Incentives module integration testing 5.4 System testing 5.5 User acceptance testing In order to create Responsibility Assignment Matrix (RAM) and RACI chart, I made these assumptions: 1. Project manager is involved in all processes of testing. He is responsible and is performing in writing a test plan, unit testing and user acceptance testing. He is also performing in integration testing and system testing. 2. Patrick, a network specialist is performing in writing a test plan, integration testing and is responsible for and is performing in system testing. 3. Nancy, a business analyst, is performing only in writing a test plan. 4. Bonnie, a programmer/analyst is performing in writing a test plan. Furthermore, Bonnie is responsible for and performing in all three phases of module integration testing. 5. User representatives are performing in all the testing processes, but not in writing a test plan. 6. Outside consultants are involved in unit, module integration, and system testing.

WBS Testing Activities

OBS Units

5.3.1 P

5.3.2 P

5.3.3 P

5.4 P

P

P

P

RP

P

RP

RP

RP

User representatives

P

P

P

P

P

Outside consultants

P

P

P

P

P

Project manager

5.1 RP

Network specialist

P

Business analyst

P

Programmer/analyst

P

R = Responsible organizational unit

5.2 RP

5.5 RP

P

P = Performing organizational unit

44

Manage Your Health, Inc.

MYH Inc.

Below is a RACI chart (Responsibility, Accountability, Consultation, and Informed roles for project stakeholders) Tony Prince programmer / analyst & project manager

Patrick network specialist

User representatives

Outside consultants

Writing a test plan

R

C

C

C

I

I

Unit testing

R

I

I

A

A

A

I

A

I

R

A

C

I

A

I

R

A

C

I

A

I

R

A

C

System testing

C

R

I

I

C

C

User acceptance testing

R

I

I

I

A

C

Registration module integration testing Tracking module integration testing Incentives module integration testing

Nancy business analyst

Bonnie programmer / analyst

45

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Resource histogram Tuesday, November 13, 2007

In response to the requests from user representatives and outside consulting group, I created a resource histogram to show how many of their employees will be needed for testing and when. Outside consulting group has Senior and Junior testers, while user representatives have workers and managers that will be involved in testing processes. Below is the table with the requirements and a resource histogram.

Week 1 Senior testers Junior testers Workers Managers

Week 2

Week 3

Week 4

Week 5

Week 6

1

1

1

1

1

1

0

0

2

2

2

2

2

0

0

4

4

4

0

0

0

0

2

2

10 9 8 7 6

e lpo eP forebm uN

5 4 3 2 1 0 Week 1

Week 2

Senior testers

Week 3 Junior testers

Week 4

Week 5

Workers

Week 6

Managers 46

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Issue log: Working effectively with users during testing Thursday, November 15, 2007

I have people with different personalities working in the testing team. Some members in my project team are very introverted and strong thinking types, while several members in the users’ group are very extroverted and strong feeling type. This means that these two groups will possibly have trouble in communicating and expressing thoughts, needs, and ideas. Since not all of my team members are introverts, nor all members in the users’ group are extroverts, I will not assign them to the same jobs. Introverted individuals in my group will be assigned jobs that can be performed by an individual. On the other hand, tasks needed to be accomplished by a group of team members will be assigned to extroverts from users’ group. That way, all of them will stay inside their comfort zones able to provide their best performance without wasting time and energy on conflicts with each other. Furthermore, in cases where I need to put some of both groups together, I would allow enough time for the teams to get through the basic team-building stages of forming, storming, norming, performing, and adjourning. That will give them time to get to know each other and understand the way everyone functions. In addition, teams will not be larger than 4 people, because it is much easier to manage groups of moderate amount of people. And at the end, in case the problem still occurs, I will avoid putting blame on people for the problem, but instead I will do all that I can to fix it and encourage them to work together.

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MYH Inc.

CHAPTER 10

48

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Communication plan Friday, November 16, 2007

Communication is a major component of successful project delivery. Without effective communication, vital information may not be exchanged between the project team and other stakeholders. Lack of communication among project team members and stakeholders may prohibit or delay the execution or completion of scheduled tasks. Success is enabled through the effective development and execution of a Communication Management Plan. The Communication Management Plan identifies project stakeholders and the information that is to be exchanged between the project team and stakeholders. In addition, the Communication Management Plan documents the methods and activities needed to ensure timely and appropriate collection, generation, dissemination, storage, and ultimate disposition of project information among the project team and stakeholders. Below you can find Stakeholders communication analysis, presented in a table.

Stakeholders

Document Name

Document Format

Internal Management

Monthly Status Report

Hard Copy

Contact Person

Due Date

Bonnie, Nancy and First of month Patrick Internal Management Weekly Status Report Hard Copy Testing Consultants Mondays at 9am Internal Management Daily Status Report E-mail Bonnie, Nancy, Daily at 8pm Patrick and User workers and managers User Management Monthly Status Report Hard Copy Tony Prince First of month Internal business staff Monthly Status Report E-mail Tony Prince First of month Comments: All emails need an acknowledgement reply or a receipt. All hard copy documents should have the title clearly printed in the header to state the type and content of the document.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Issue log Monday, November 19, 2007

An issue log should be maintained so it records details of the issue, its owner and progress up to final resolution. The owner of the issue is normally the individual in the project team or project board most able to progress the issue to resolution. In our case the owner of the issue log is me, the project manager. Issues must be appropriately managed and controlled. Below you can see an issue log in connection with the testing phase of the Recreation and Wellness Intranet project.

Issue #

Issue Description

Impact on Project

Date Reported

Reported Priority By Assigned To (M/H/L) Due Date Status

1

User is hard to work with and takes control of meetings

Delays completion of tasks and impeding progress

11/18/07

Tony Prince User Manager

M

11/22/07

Open Approach the user and suggest harmonizing down responses and involvement

2

HR employee left No contact in HR the company Department

11/19/07

Tony Prince HR Manager

H

11/28/07

3

Weekly status Challenges reports miss some encountered are information not being reported on time

11/20/07

Tony Prince

H

11/23/07

Open New contact in HR needed immediately Open Resolve by including all issues in all status reports.

All Project Staff

Comments

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Weekly status report Monday, November 19, 2007

Project Name: Recreation and Wellness Intranet Project Team Member Name: Tony Prince Date: 11/19/2007 Reporting Period: 11/18-23/2007 Work completed in this reporting period: Completed stakeholders’ communications analysis to summarize an overview of required communications standards for the project. Created issue log for the most recent issues related to the project. Work to complete in the next reporting period: Write a document that describes suggested approaches for managing conflicts with any hard-to-workwith personnel. What’s going well and why: The project is currently under the budget and it looks like we will continue in the same pace enabling the project stay under budget till the end of the working period. Majority of team members is getting along well and they are completing their work in a timely fashion. What’s not going well and why: It appears that, even most of the tasks are done on time, project will not be completed on the scheduled time. Furthermore, one of the team members steals all the attention at every meeting. This user is extremely vocal with the status of the project. This user is making it extremely hard to work with other stakeholders, since not all stakeholders are able to state their opinion during our meetings. Suggestions/Issues: Approach the above mentioned user and suggest possible solutions to his issues. I must be very careful with the approach and choose the method carefully in order to maintain positive environment within the team. Project changes: Staff of the project must be changed a little. The user posing issues must be resolved or removed from the project staff. Other than that, everything should stay the same.

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Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Conflict management Tuesday, November 20, 2007

As with most of the staffs, our staff experiences some issues, too. We have a hard-to-work-with user that did not contribute to the project in any productive way for several weeks, now. Luckily, everyone else is contributing and has precise and useful influence on the project. Nevertheless, we still need to solve the issue with the aforementioned team member. This user took the lead in the several recent meetings without allowing anyone else to say a word, and not to mention express their complete opinions, concerns, and suggestions. I encountered this issue, and not to mention that it was pointed out to me by other project stakeholders. Most of the stakeholders agree that we need to take action in order to avoid negative impact on the project such as not allowing tasks to be completed, extending the project duration and increasing costs. In order to solve this issue, I proposed two methods: compromising mode and confrontation mode. With compromising approach, we would use give-and-take approach to resolving a conflict. We would bargain and search the solution that brings some degree of satisfaction to the problematic team member and to everyone else. In case that compromising mode fails, we should try with the confrontation one. I would face the conflict and use the problem-solving method to allow us to work through our disagreements. In problem-solving method, we should emphasize the positive sides of person’s suggestions, in order to start on a positive note. However, I would also ask this person to allow others to express their opinions during meetings, too. In case this works, it will allow the team to work through the problem and hopefully make the person realize that not all of his suggestions are right for the project. That way, we would be able to get back on track and complete the project on time.

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MYH Inc.

CHAPTER 11

53

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Risk register Friday, November 23, 2007

Since there is a lot of information included in Risk Register, and the table cannot fit on this page, please turn to the next page for the complete table.

54

Risk Register for Recreation and Wellness Intranet Project Prepared by: Tony Prince, project manager

Date: November 23, 2007

No. Rank Risk Description R3 1 Users being In order to work successfully on the uncooperative project, we need the cooperation from users. If the users are obstructing the project, we will not be able to complete the project, or we will, but with a significant increase in costs and time.

Category People / Organizational risk (Human resources)

Root Cause Triggers Potential Responses Risk Owner Users do not like the There is not enough support from The project manager must schedule a meeting Project Manager change. user management in order to make with the users and user management to set up the users cooperative and explain a positive environment for the project. them the importance of the project.

R1

2

Key team members leaving the company

People / Organizational risk (Human resources)

Getting a better job Project manager realizes that the offer or an employee person wasn’t motivated and the wasn’t stimulated tasks weren’t challenging enough. properly.

R4

3

Team members are not providing good status information

R6

4

R2

5

Defective server

R5

6

Reduced consulting costs

In case we lose a team member, we will lose time by including another person on the team, or in reassigning tasks to the team members. We might also need to find a new representative for that specific group.

In case that reporting is not appropriate, we might omit some important issues in connection with the project. That can cause the problem to arise in later stages of the project, which would require from us to go back to earlier stages and redo our work. This would set us back, delayed the project completion and increased the costs. Late We might underestimate the time completion of necessary for completion of the testing testing phase of our project. That can lead toward delays of the project rollout.

Structure / Communication process risk procedures are not (Communications) defined well.

Structure / process risk (Time)

The project manager realized that while defining communication procedures, team did not go into details and some instructions were omitted.

Probability High

Impact High

Status The Project Manager had a meeting with the users and user management and set up a positive foundation for the project.

Project Manager

Medium

High

The Project Manager will set up a meeting with the team members and reevaluate task assignments in a week.

The project manager needs to ensure all the Project Manager steps in communication procedures are defined. He needs to reevaluate the Communication procedures after they are completed, find potential holes in descriptions, and fix them.

Medium

High

The Project Manager, together with the team members went over all of the communication procedures and added the omitted parts.

Medium

High

The Programmer / Analyst will make sure all reporting is done properly and go in depth of testing plan to make sure everything is included.

Make sure your team members are familiar with the entire project and the big picture, so they can take over in situations like this. Include team members in the task assignments. That way they can choose what to take and what is challenging enough for them.

Certain errors in Due to poor reporting, the project Make sure reporting is done according to well product manager was never aware of defined communication procedures. development were certain issues. not considered when creating the testing plan.

Programmer / Analyst

We might encounter a server failure Technology during developing or even testing (Hardware phase. That might slow us down, technology) increasing the time to complete the project and the costs of repairing the server.

Defective hard drive. Defective products might be a Ensure the supplier provides you with the symptom of a low-quality supplier. adequate warranties and the possibility of a fast replacement of defective parts.

Network specialist

Low

Medium

Organization might be able to negotiate lower-than-average costs for consultants, because of the fact that the consultant group enjoys working with our company on this project.

We have worked with this consulting company before and established a good business partnership.

Project Manager

Low

Low

Financial (Costs)

The project manager and other senior managers did not take in consideration that we've worked with this company before and that we might get discounts.

Make sure the project manager knows the consulting group that will work on this project and the company's history with this specific consulting group.

The Network specialist will make sure there is a contract clause to address a risk of a defective server.

The Project Manager received a report about the consulting group that will work on a project and is prepared for the meeting with them next week to discuss the possible discounts.

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Probability/impact matrix Monday, November 26, 2007

As mentioned in Risk register, we identified 6 risks, and we assigned them a numeric value on a scale 1 to 10 (1 is the lowest, 10 is the highest value) for probability and impact: Risk 1: Key team members leaving the company (probability 4, impact 8) Risk 2: Defective server (probability 1, impact 4) Risk 3: Users being uncooperative (probability 7, impact 9) Risk 4: Team members not providing good status information (probability 4, impact 7) Risk 5: Reduced consulting costs (probability 1, impact 2) Risk 6: Late completion of testing (probability 4, impact 8) In order to list the relative probability of a risk occurring on one side and the relative impact of the risk occurring on the other, I used probability/impact matrix or chart.

Probability

High

Risk 3

Medium

Risk 1 Risk 4 Risk 6

Low

Risk 5

Risk 2

Low

Medium

High

Impact In order to calculate the simple Risk Score, we multiplied the probability and impact value of each risk. The values we’ve got were: Risk 1 – Risk Score = 4*8 = 32 Risk 2 – Risk Score = 1*4 = 4 Risk 3 – Risk Score = 7*9 = 63 Risk 4 – Risk Score = 4*7 = 28 Risk 5 – Risk Score = 1*2 = 2 Risk 6 – Risk Score = 4*8 = 32 To rationalize the values assigned to these 6 risks, I will use the examples of one negative and one positive risk.

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Manage Your Health, Inc.

MYH Inc.

In case of a negative risk (Defective server), I looked at the cause of the problem and it said “Hard drive defect”. Nowadays, the technology and production of hard drives are very advanced and the possibility of a hard drive failure is minimal. Therefore probability of this risk is very low (value 1). However, in case that a hard drive fails, it can be replaced quickly, since hard drives are always available in the market. The effect on the project would be a slight delay until we restored the data and brought the system on-line again. Therefore, impact on the project is medium (value 4). In the situation of a positive risk (Reduced consulting costs), the Project Manager should be a person familiar with the company’s operations and therefore well aware of the consulting companies we worked with. Hence, the probability of not knowing this is very low (value 1). Nevertheless, in case that this situation occurs, this would not impact the project significantly, because these funds would be reassigned to another phase of the project. Having this in mind, the impact on the project is low (value 2). To see these values included in the Risk Register, please turn to the next page.

57

Risk Register for Recreation and Wellness Intranet Project – updated with the Risk Score Column Prepared by: Tony Prince, project manager

Date: November 26, 2007

No. Rank Risk Description R3 1 Users being In order to work successfully on the uncooperative project, we need the cooperation from users. If the users are obstructing the project, we will not be able to complete the project, or we will, but with a significant increase in costs and time.

Category People / Organizational risk (Human resources)

Root Cause Triggers Users do not like the There is not enough support from change. user management in order to make the users cooperative and explain them the importance of the project.

Potential Responses Risk Owner The project manager must schedule a meeting Project with the users and user management to set up Manager a positive environment for the project.

R1

2

Key team members leaving the company

In case we lose a team member, we will lose time by including another person on the team, or in reassigning tasks to the team members. We might also need to find a new representative for that specific group.

People / Organizational risk (Human resources)

Getting a better job Project manager realizes that the offer or an person wasn’t motivated and the employee wasn’t tasks weren’t challenging enough. stimulated properly.

Make sure your team members are familiar with the entire project and the big picture, so they can take over in situations like this. Include team members in the task assignments. That way they can choose what to take and what is challenging enough for them.

R4

3

Team members are not providing good status information

Structure / Communication process risk procedures are not (Communications) defined well.

The project manager realized that while defining communication procedures, team did not go into details and some instructions were omitted.

R6

4

Late completion of testing

In case that reporting is not appropriate, we might omit some important issues in connection with the project. That can cause the problem to arise in later stages of the project, which would require from us to go back to earlier stages and redo our work. This would set us back, delayed the project completion and increased the costs. We might underestimate the time necessary for completion of the testing phase of our project. That can lead toward delays of the project rollout.

Structure / process risk (Time)

Certain errors in product development were not considered when creating the testing plan.

Due to poor reporting, the project Make sure reporting is done according to well manager was never aware of certain defined communication procedures. issues.

Programmer / Analyst

R2

5

Defective server

We might encounter a server failure Technology during developing or even testing (Hardware phase. That might slow us down, technology) increasing the time to complete the project and the costs of repairing the server.

Defective hard drive.

Defective products might be a symptom of a low-quality supplier.

Ensure the supplier provides you with the adequate warranties and the possibility of a fast replacement of defective parts.

R5

6

Reduced consulting costs

Organization might be able to negotiate lower-than-average costs for consultants, because of the fact that the consultant group enjoys working with our company on this project.

We have worked with this consulting company before and established a good business partnership.

The project manager and other senior managers did not take in consideration that we've worked with this company before and that we might get discounts.

Make sure the project manager knows the consulting group that will work on this project and the company's history with this specific consulting group.

Financial (Costs)

Probability High

Impact High

Risk Score Status 63 The Project Manager had a meeting with the users and user management and set up a positive foundation for the project.

Project Manager

Medium

High

32

The Project Manager will set up a meeting with the team members and reevaluate task assignments in a week.

The project manager needs to ensure all the Project steps in communication procedures are Manager defined. He needs to reevaluate the Communication procedures after they are completed, find potential holes in descriptions, and fix them.

Medium

High

28

The Project Manager, together with the team members went over all of the communication procedures and added the omitted parts.

Medium

High

32

The Programmer / Analyst will make sure all reporting is done properly and go in depth of testing plan to make sure everything is included.

Network specialist

Low

Medium

4

The Network specialist will make sure there is a contract clause to address a risk of a defective server.

Project Manager

Low

Low

2

The Project Manager received a report about the consulting group that will work on a project and is prepared for the meeting with them next week to discuss the possible discounts.

Manage Your Health, Inc.

MYH Inc. MEMO

To: From: Subject: Date:

Anthony J Dionisio, Jr, COO MYH Tony Prince, project manager Response strategy Tuesday, November 27, 2007

There are several different ways to respond on negative and positive risks. For negative risks, there are four basic response strategies: 1. Risk avoidance – eliminate a specific threat by eliminating its causes; 2. Risk acceptance – accept the consequences in case a risk occurs; 3. Risk transference – shifting the consequence of a risk and responsibility for its management to a third party; 4. Risk mitigation – reducing the impact of a risk event by reducing the probability of its occurrence. For positive risks, we also have four basic response strategies: 1. Risk exploitation – doing whatever we can to make sure the positive risk happens; 2. Risk sharing – allocating ownership of the risk to another party; 3. Risk enhancement – changing the size of the opportunity by identifying and maximizing key drivers of the positive risk; 4. Risk acceptance – applies to positive risks when the project team cannot or chooses not to take any actions toward a risk. In order to respond to the risks that come with our project, together with my team, I developed a Response strategy. I will use the examples of one negative and one positive risk to elaborate on the Response strategy. As mentioned before, one of the negative risks is a defective server due to a hard drive failure. In this scenario, I chose to use Risk Acceptance strategy. There is no way to avoid, transfer or mitigate the failure of any hardware component. The best choice is to accept the possibility of encountering this event. Therefore, we will make sure that we have a regular backup and additional hard drives in case of a failure. This strategy would delay a project for not more than a day, which is usually more than enough to replace a hard drive, restore the backup, and bring the system on-line. The costs would be equal to the costs of a network specialist for one day (8h * $60/h = $480), as well as the cost of the hard drive (1x SCSI HDD with 320GB of storage = $600). Therefore, total costs of this strategy would be around $1080. For positive risk like the reduced consulting costs, I chose the Risk exploitation strategy. If we make sure the positive risk happens, it will provide us with some extra money to allocate to different phases of the project. In our case, this might shorten the testing time, since we would be able to get more testing personnel from the consulting company and therefore speed up the testing process, and all that for the same amount of money. Depending on a discount, we would be able to save from couple of days to a week or two in the testing phase.

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Manage Your Health, Inc.

MYH Inc. Key terms

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activity – an element of work, normally found on the WBS, that has an expected duration and cost, and expected resource requirements; also called task actual cost (AC) – the total of direct and indirect costs incurred in accomplishing work on activity during a given period, formerly called the actual cost of work performed (ACWP) baseline – the approved project management plan plus approved changes budget at completion (BAC) – the original total budget for a project budget estimate – a cost estimate used to allocate money into an organization’s budget case modeling - a process for identifying and modeling business events, who initiated them and how the system should respond to them cash flow – benefits minus costs or income minus expenses champion – a senior manager who acts as a key proponent for a project closing processes – formalizing acceptance of the project or project phase and ending it efficiently communications management plan – a document that guides project communications compromise mode – using a give-and-take approach to resolving conflict; bargaining and searching for solutions that bring some degree of satisfaction to all the parties in a dispute confrontation mode – directly facing a conflict using a problem-solving approach that allows affected parties to work through their disagreements contingency plan – predefined actions that the project team will take if an identified risk event occurs cost baseline – a time-phased budget that project managers use to measure and monitor cost performance cost budgeting – allocating the overall cost estimate to individual work items to establish a baseline for measuring performance cost control – controlling changes to the project budget cost estimating – developing an approximation or estimate of the costs of the resources needed to complete the project cost performance index (CPI) – the ratio of earned value to actual cost; can be used to estimate the projected cost to complete the project cost variance (CV) – the earned value minus actual cost deliverable – a product or service, such as a report, a training session, a piece of hardware, or a segment of software code, produced or provided as a part of a project directives – new requirements imposed by management, government, or some external influence discount rate – the rate used in discounting future cash flow earned value (EV) – the percentage of work actually completed multiplied by the planned cost, formerly called the budget cost of work performed (BCWP) estimate at completion (EAC) – an estimate of what it will cost to complete the project based on performance to date executing processes – coordinating people and other resources to carry out the project plans and produce the products, services, or results of the project or project phase Gantt chart – a standard format for displaying project schedule information by listing projects activities and their corresponding start and finish dates in a calendar format 60

Manage Your Health, Inc.        

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MYH Inc.

initiating processes – defining and authorizing a project or a project phase issue log – a tool for managing project teams where the project manager documents, monitors, and tracks issues that need to be resolved in order for the project to run smoothly Joint Application Design (JAD) – uses highly organized and intensive workshops to bring together project stakeholders to jointly define and design information systems methodology – describes how things should be done milestone – a significant event that normally has no duration on a project, serves as a marker to help in identifying necessary activities, setting schedule goals, and monitoring progress monitoring and controlling processes – regularly measuring and monitoring progress to ensure that the project team meets the project objectives Myers-Briggs Type Indicator (MBTI) – a popular tool for determining personality preference net present value (NPV) analysis – a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time network diagram – a schematic display of the logical relationships or sequencing of project activities organizational breakdown structure (OBS) – a specific type of organizational chart that shows which organizational units are responsible for which work items Pareto analysis – identifying the vital few contributors that account for most quality problems in a system Pareto diagrams – histograms that help identify and prioritize problem areas payback period – the amount of time it will take up to recoup, in the form of net cash inflows, the total dollars invested in a project planned value (PV) – that portion of the approved total cost estimate planned to be spent on an activity during a given period, formally called the budget cost of work scheduled (BCWS) planning processes – devising and maintaining a workable scheme to ensure that the project addresses the organization’s needs probability/impact matrix or chart – a matrix or chart that lists the relative probability of a risk occurring on one side of a matrix or axis on a chart and relative impact of the risk occurring on the other process - a series of actions directed toward a particular result program – a group of projects managed in a coordinated way to obtain benefits and control not available from managing them individually project – a temporary endeavor undertaken to create a unique product, service or result project charter – a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management project feasibility – the first two phases in a project (concept and development) that focus on planning project life cycle – a collection of project phases, such as concepts, development, implementation, and close-out project scope statement – a document that includes, at a minimum, a description of the project, including its overall objectives and justification, detailed descriptions of all project deliverables, and the characteristics and requirements of products and services produced as part of the project project sponsor – the person who provides the direction and funding for a project prototyping - involves developing a working replica of the system or some aspect of the system 61

Manage Your Health, Inc.     

             

      

MYH Inc.

quality – the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs or the degree to which a set of inherent characteristics fulfill requirements RACI charts – charts that show Responsibility, Accountability, Consultation and Informed roles for project stakeholders rate of performance (RP) – the ratio of actual work completed to the percentage of work planned to have been completed at any given time during the life of the project or activity resource histogram – a column chart that shows the number of resources assigned to a project over time responsibility assignment matrix (RAM) – a matrix that maps the work of the project as described in the WBS to the people responsible for performing the work as described in organizational breakdown structure (OBS) return on investment (ROI) – (benefits minus costs) divided by costs risk – an uncertainty that can have a negative or positive effect on meeting project objectives risk management plan – a plan that documents the procedures for managing risk throughout the project risk owner – the person who will take responsibility for a risk and its associated response strategies and tasks risk register – a document that contains results of various risk management processes, often displayed in a table or spreadsheet format schedule performance index (SPI) – the ratio of earned value to planned value; can be used to estimate the projected time to complete a project schedule variance (SV) – the earned value minus the planned value scope – all the work involved in creating products of the project and the processes used to create them scope control – controlling changes to the project scope scope creep – the tendency for project scope to keep getting bigger scope statement – a document used to develop and confirm a common understanding of the project scope; the first version is often called a preliminary scope statement scope verification – formalizing acceptance of the project scope, sometimes by customer sign-off SMART criteria – guidelines to help define milestones that are specific, measurable, assignable, realistic and time-framed stakeholder analysis – an analysis of information such as key stakeholders’ names and organizations, their roles on the project, unique facts about each stakeholder, their level of interest in the project, their influence on the project, and suggestions for managing relationships with each stakeholder stakeholders – people involved in or affected by project activities status reports – reports that describe where the project stands at a specific point in time systems development life cycle (SDLC) – a framework for describing the phases involved in developing and maintaining information systems triggers – indicators for actual risk events triple constraint – balancing scope, time, and cost goals weighted scoring model – a technique that provides a systematic process for basing project selection on numerous criteria work breakdown structure (WBS) – a deliverable-oriented grouping of the work in a project that defines the total scope of the project

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