EXECUTIVE SUMMARY.

The project is The Supply of Internet Access (Wired and Wireless) to the Valsayn Campus Guild Hall and
Offices of the Cipriani College of Labour and Co-operative Studies (CCLCS). An internet service provider
(ISP) will be outsourced to give twenty four hour internet service to the area around and in the Guild Hall
and Offices area. The Project Champion is The Deputy Director of Student Services of CCLCS while the
Project Sponsor is the representative of the Board of Governors of CCLCS. The Project Manager is the IT
Manager of CCLCS. The customer/ client is the student body through the Guild Executive. Its representative
on the project is the Treasurer.
The Board of Governors of CCLCS has agreed in principle to fund the installation and provision of the
internet access for students and staff at the college. This is being afforded as an alternative to the Wi-Fi
supplied by the college. The latter has struggled to give consistent internet coverage to the students, both
in the Library/ Student Support Centre and the College grounds. This internet service will be provided to
users who are in the vicinity of the Guild area which includes the Cafeteria, Guild Hall, Guild Offices, Guild
Patio area and the area within a 30-metre radius of the Guild Office.
The sponsors have dedicated a maximum of $300,000.00 for the installation and provision of the service for
the first year of operation and the provision of attendant facilities such as furniture, office equipment-
computers, printers, projector, flat screen monitor/ TV. While the provision of these facilities is outside the
scope of this project it is vital for the efficient and effective delivery of wired and wireless internet services
to the student population on a continuous basis. An allocation of $175,000.00 has been set aside for the
installation and supply of the internet service for the first year. This includes the provision of infrastructure
such as erection of poles, running cables from the highway to the Guild Office, internal electrical and cable
wiring, monthly bill of $3,000.00 to the ISP and maintenance of the facility.
The time allocated for the set up and running of the service is three months and must be ready for the start
of the new school year 2014-2015 on September 4
th
2014. This includes the managements sourcing of
computers, furniture and other equipment needed for the smooth running of the internet service on the
Guild premises.

REASONS AND ANALYSIS FOR PROJECT.

Introduce it is a a resolution of a problem see sample
1.1 ORGANIZATIONAL NEED

The subject company for this project is Scaffolding Experts Company Limited (SECL).
The purpose and benefit of this research project entails the construction of a warehouse, which is
geared towards expanding the company storage capacity. The aim of the project is to improve the
efficiency and capability for delivery of SECLs products and or services to a range of clientele.
Scaffolding Experts Company Limited was established in 2006, and commenced its operations in May
2007 under the leadership of it directors. The companys location is based at #70 Longdenville Main
Road, Chaguanas. Its operations are based on the supply of scaffolding equipment for rental use or sale
to its wide range of customers. SECL equipment is second to none meeting the requirements and
specifications of occupational safety and health act (OSHA) and (NEBOSH) British Standards, ensuring
safety and durability. As one of the pioneers
Do introduction and then problem or need statement. Then list options-
then discuss methodology
See extract From the another project a part
1.2 PROBLEM:

There is limited space for stacking material in a particular sequence, utilizing the fork lift
during the offloading process.
The delayed timing for conducting a proper stock check on materials stored within the
warehouse.
Only one truck can be loaded at a time using the fork lift given the limited space to operate
within.
Customers are dissatisfied as a result of delay in delivery of services and products.

1.3 OPTIONS FOR SOLVING PROBLEM:

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

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

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



Formatted: Font: 14 pt
Formatted: Font: 14 pt





1.4 METHODOLOGY

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

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

The steps are as follows:

In carrying out this study, an observation would be made of Scaffolding Experts Company
Limited employees and customers of their services provided.
Meetings would be scheduled and held with random members of their employees and
customer base. These interviews would be informal. Etc
Only a part was taken
Following methodology was sample of questionnaire, findings and analysis of findings with
graphs etc-

EVEN THOUGH yours may not be able to do the extent of research it has to flow and thought has to
go into it.
fix
??Justification for the project- the installation and supply of internet service in the Guild area- comes from
Customer Request and Elimination/ Solving of a Problem. On the one hand the Guild Executive has been
clamouring for upgraded and updated facilities for the student body in the Guild area which includes Guild
Hall, two offices of Guild Executive, Guild Patio, cafeteria and surrounding area to a radius of 30 metres
from the Guild Offices. Senior management of the College has agreed in principle to supply the Guild with
chairs, tables, desktop computers for the offices, flat screen monitor/TV and projector. This was in
response to the Guild Executives continued pressing for adequate facilities to enhance the students
visiting and learning experience on the main campus of the college at Valsayn. Part of this enhancement
involved the provision of a reliable internet service for the students who use the colleges internet service
in one of the three places- the Library, Student Support Service in the East Wing, and the Wireless access
throughout the campus, for students who have wireless- capable devices- laptops, tablets and
smartphones. The Guild has asked for a separate internet access because the colleges internet provision
has been spotty and inadequate for students needs. Students themselves have brought numerous
complaints to the Guild Executive about the lack of a consistent internet access for research, information,
group work and plagiarism checking.
In an attempt to gauge the extent of dissatisfaction by students of the colleges internet availability at
Valsayn campus, the Guild initiated a survey with a questionnaire. One survey was done on the Guilds
website while a number of students were used to do live surveys of students at the college during the day
and in the evening. Among the questions asked were the times that internet is required by students, where
it is required on campus, what was the overall students experience with the college-provided internet
access, and what recommendations were suggested by students. The questionnaire is seen in Appendix 2.1.
Analysis was done on the survey and shows a poor performance rating for this service provided by the
college. In addition the majority of students adopted the position that given the long period of poor service
the college should not be given any more time to better the service it provides. They stated that a new
dedicated source was needed and the place should be centred on the Guild area where students usually
converge before and after classes.
Armed with the information from the survey, which was conducted over one month and targeted part
time/ evening and full time students, the Guild pressed the college admi9nistration to 1) upgrade the
facilities of the Guild area 2) provide a dedicated internet service centred on the Guild area and run by the
Guild Executive, in recognition of the central role the Guild plays in student life.








Appendix 2.1
Survey of Students of CCLCS
On Internet Experience at Valsayn Campus.

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

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

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

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

5) Which device do you own? laptop tablet smartphone

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

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

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

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

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

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

12) On what is your internet access focused? Research %
Course-related information %
Surfing and Social media %
Group Work %
13) What is your overall internet experience?
a) At Library
All internet access is done here
Frequently use the library service
Very infrequently use Library service
Never use Library for internet access
b) At Student Support Services All internet access is done here
Frequently use the library service
Very infrequently use Library service
Never use Library for internet access

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

14) What are your recommendations for improved Upgrade existing service
Internet access on Valsayn campus? Provide new dedicated service
Other recommendations (Specify)
15) Do you see a need for improvement in the existing Yes No
Internet access at Valsayn Campus?

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


1.5 FINDINGS

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

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

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

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



Where is the analysis of findings from the survey
Formatted: Font:
Where is the discussion of these relative to the options being
considered and highlighting of the best option

1.6 INTERPRETATION:

The structure of the questionnaire allowed management to carefully conduct a selection process
between the three possible options being considered, carrying forward the best proposal in keeping
with the organizational needs of the company. The research will show it is more logical to construct a
new warehouse as opposed to the lease agreement of an existing ware house or cancelling the
expansion project and keeping the existing ware house as it is. This analysis clearly revealed
Scaffolding Experts Company Limited acceptance for the construction of a new warehouse on the
property owned by them.

STAKEHOLDER ANALYSIS
College Management College IT Department










Guild Executive

High
P
o
w
e
Low High
Interest

PUT IN A TABLE- RE CHECK SWOT
Internal External
STRENGTHS WEAKNESS OPPORTUNITES THREATS
The company has competent,
enthusiastic and experienced
staff.

Limited storage facility for equipment,
creating congestive work space

Increased the customer clientele
data base, as a result of efficient
delivery of materials and or
service.
Competition from other
established companies on
efficient delivery of products and
or services.
SECL has a large number of
clients who they are committed
to delivering their products or
service on time
Securing sufficient qualified labour and
equipment for the project.
Creating employment for the
community, building a
relationship within the wider
society.
Competitive prices from other
companies on use of scaffolding
equipment and or their services.

One of SECL team members is
nearing the end of his degree in
project management at a
reputable institute.
The concept of a larger warehouse is
new and can be costly.

Form an association with a
reputable international
company, expanding their
service and products to the
regional market.
The government makes changes
to the legislation where they
increase the fines imposed on the
importation of goods and
equipments.
Increase customer relationship
long term, building a good
reputation amongst society
encouraging other companies
to partner with them.
Inadequate procedure for stock taking
of materials
Provide a more efficient and
reliable customer services in
the delivery or products and or
services.
The company reputation is
damaged, as a result of poor
delivery of products and
services.
The company has over six years
experience in the scaffolding
industry.
Poor delivery of products and or
services to clientele which can
negatively impact on current and
futuristic customers. It can also affect
the companys image hindering
potential partners
To become highly competitive
within the local, regional and
international construction
market.
New laws implemented for the
requirement of specific brand of
scaffolding boards, which can
deter the procurement process
















Evening Students











Day College Students


SWOT Analysis of Students' at Valsayn Campus CCLCS
Strengths:
Evening students are the majority of College Attendees. ??
The Majority of Evening Students are at Valsayn Campus??? What are the pt
being made- what are the strengths

Majority of Students are there 2-3 days per week followed by 4-6 days.??
Majority of Students spend 11-15 hours per week on the Valsayn compound??
Students in the majority are desirous of having a functioning internet access??
The IT department of the College is committed to delivering a reliable internet access for Students on Valsayn Campus
Members of the Guild of Students are knowledgeable and willing to do voluntary work at setting up and running a dedicated service based at the Guild Office
The Student Guild is very vocal about Students' rights with regard to internet access on VALSAYN Campus
Demand for a reliable access is high among the Valsayn Campus community
What are the strengths vis a vis the project
Weaknesses:
Day Students make up only a small percentage of the Student Population???
Evening Students have only a small window for internet access 0
justification for a new internet access is difficult with an ISP already in place
Poor internet access for all students ??
Poor connections except at Library and just outside.
Think of the project and your administration of it and determine
the strengths that can support it or the weaknesses that can
hinder its successful completion

Opportunities:- use pestle to determine opportunities and threats
Better internet service to students will increase social activity/ intercourse in and around the Guild Offices- is this in the
external environment

Increased student activity around the Guild area will allow for new social and economic activities run by the Guild- once
internal it is not for here

Better internet access will mean improved research, easier access to lecturers' notes, better connection for group work in real time.
With need for new ISP the Guild can make a case for better internet access by examining the needs of the Students and matching them to what the ISP's can provide.
The new ISP can be given a trial run to determine if the requirements of the Students are being met or are likely to be met.

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

Do pestle and then complete o and t of swot

PESTLE
Factors Opportunity Threats
Political A new government may implement
programs where young people who are
involved in skill training programs can
A change in government can
contribute to the increase in
be employed at small businesses to gain
experience in the world of work.
prices of material and labour
Economic Access to loans can enable the company
which company the company has not
been introduced to purchase new and
bigger equipment.

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




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


STAKEHOLDER ANALYSIS- complete the table
College Management College IT Department










Guild Executive

High
Low High
Interest
Stakeholder Needs & Expectation
to be satisfied
Indicators of
Stakeholder
Satisfaction
Method of
measurement
Client Submit deliverables
on time and to Clients
approval
Client signs off on
Completion Certificate
which should
indicated that they are
please
Completion Certificate
and Customer
Feedback form
Management???
If there is a company
involved and
introduction should
indicate more on it
Project to be completed
within required time
and constraints.
Project on track and
assigned amount of
work is completed.
Monitoring and
controls



















Evening Students











Day College Students



Narrative
Summary of
Objectives


Objectively
Verifiable
Indicators

Means of
Verification

Critical
Assumptions

Comments






Purpose





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

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

Results of
Survey/
questionnaire of
students needs
for internet
access

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



Goal




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

List of
deliverables
offered by the
various ISPs

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

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


Input





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

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

Survey results of
the students
preferences for
various internet
options.

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


Output

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

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

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

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



PRM Research Project
1 TO PROVIDE INTERNET ACCESS TO VALSAYN CAMPUS AT THE GUILD HALL

SCOPE DEFINITIO0N AND STATEMENT.
The Scope Statement is divided into two main parts: a) Deliverables b) Product Characteristics.

Project Objectives:
The completion of the new warehouse will be required to meet the following:
To accommodate the need for future loading and offloading of materials within the facility.
To ensure proper storage of materials on heights, taking into consideration the safety of
personnel using the facility on a daily basis.
To maximize utilization of space while providing adequate circulation paths for personnel and
material handling equipment such as fork lift trucks.

DONT START WITH DELIVERABLES BUT SCOPE

What is in and what is not in the project


The deliverables are broken up into: i) Project Management Related Deliverables ii) Product Related
Deliverables.
a i) This ???consists of meetings, reports, surveys, the scope statement, the WBS and WBS Dictionary,
Scope Baseline and major deliverables listing. It will also include the major Milestones of the project.
a ii), b) ???These include the manuals, access, the speed of the system, the constraints and assumptions
and the exclusions to the scope.
The major deliverable of the project is to provide wired and wireless (WI-FI) internet access for the college
population in and around the Student Guild Hall and offices on a twenty four hour seven days a week basis.
This will allow day and evening/ part time stude3nts unfettered access to the World Wide Web (www),
internet and network printers at the Guild offices. This access will facilitate the research, information
gathering, plagiarism evaluation of assignments and access to social media for group virtual meetings.
An internet service provider (ISP) from either FLOW, Blink Broadband (TSTT), or Green Dot will be used to
install and provide the service on behalf of the project champions, the Guild Executive. The normal
procurement process will be used to select the provider using evaluation criteria set up by the project
team.
The scope statement informs the project team and the sponsors and other stakeholders what exactly is to
be achieved, and by what means. Some items will be procured or outsourced while others will be provided
from the college Department of Works. These items will be identified and itemized in the Work Breakdown
Structure (WBS). In addition, items and scope outside the purview of the project will also be identified. This
is one way of establishing proper project boundaries, eliminate scope creep and controlling the scope of
the project. The WBS Dictionary will help to clarify for the project team what is meant by each item in the
WBS to avoid ambiguity and to9 foster clarity of scope and requirements of the project. The scope
statement, WBS and WBS Dictionary combine to produce the Scope Baseline. This acts as another control
metric for keeping within the scope boundaries and avoiding scope creep. The baseline is the document
that will be referred to throughout the project to clarify any doubtful activities that may enter into the
scope. The baseline will also be used to gauge legitimate authorized changes to the original scope. Changes
to the scope baseline must be authorized by the sponsors of the project or their agent (Project Manager)\
and sign off must take p-lace. It will then be included into the amended scope through change
management control. This keeps the scope tight and prevents unauthorized additions and/ or omissions
from the originally intended scope. This scope baseline forms the basis of all other baselines- schedule, cost
and quality standards for the project. The baseline also helps identify risks in the project and any
outsourcing that will be required.
For the scope statement, the ISP must provide a wireless internet hub/ station in the Guild Office from
where the Guild environs will be served with Wi-Fi access. This hub must be easily accessible to the Guild
executive and its agents authorized to do troubleshooting, monitoring and operation of the wireless service
and hardware. A hub for the wired service must also be provided by the selected ISP. This must be able to
accommodate a minimum of 10 wired computers with enough bandwidth for each to have speeds of 1mb
per second download. There must be 8 stations/ jacks to accommodate this in the Guild Hall area. One will
be in the Guild Office and one in the Guild Presidents office.
The project has several assumptions:
1) The ISP- what is isp is able to prove the product/ service and in a timely manner.
2) The project sponsor is able to provide the funds for the project as needed.
3) The colleges ISP will not interfere with the Guilds setup.
4) The equipment and furniture needed to transform the Guild Hall will be available when the internet
access becomes available, even though these are outside the scope of the project.has it been
promised is it in scope as an exclusion
5) The student population will be made aware of the service via the Guilds Public Relations
Committee and the college administration. Do this it is not an assumption
6) The service can eventually pay for itself with the introduction of downstream activities, such as sale
of food and beverages at the Guild Hall, sale of Guild T shirts, printing of documents, online
purchase of books for students and other items via the Guilds online store.calculate this
7) The service will be better than the service provided by the wireless service of the college and the
wired service of the library and Student Support Centre. If not, then the service will be rejected.???
Ensure this
8) The Guild will supply from its executive persons who will give of their time voluntarily to upkeep
the system and troubleshoot as needed. This is outside the scope of the project and is a voluntary
activity.it should be in scope- scope is what is in and what is not in the project OR the limitation of
the project can be just to set up the project and not have it operational
9) Students in fact want a better access to the internet.-Check this and make sure or no project
Constraints to the project are as follows:
Formatted: Font: Underline, (Asian) Japanese,
(Other) English (U.S.)
1) The internet access must be in place by the first day on the new school year 2014- 2015 on 4th
September, 2014. This must be after the testing of the system. Part of scope- additional
requirements
2) The college has stated that the service must not cost more than $1000.00 per month.
3) The college is prepared to pay half of the cost of the monthly bill for the service, to a maximum of
$500.00 and half to a maximum of $2500.00 for the setup of the service inclusive of any plugs and
connections not provided by the ISP.
4) The Guilds internet setup must not disrupt the colleges provision of Wi-Fi to the student body.
requirements
5) Down time of the i9nternet access by the ISP must not be between the hours of 8am and 9pm
Monday to Saturday. requirements
5)6)
7) Testing of the service must be done during school hours and when school is not on holidays.
requirements
6)8)
9) The college may not be held liable for any claim against the Guilds provision of internet service.
requirements
7)10)
11) The ISP must not use overhead lines to gain access to the Guild area and with flooding a problem at
the college during rainy season, the ISP must secure the trunking for the internet service to prevent
water contamination of the lines. requirements
8)12)
9)13) The product/ service must give a minimum of 2mb download per second and 1mb per
second upload at a consistent bandwidth.
14) The ISP must provide the Guild with controls to filter out objectionable sites/ content and/ or
malicious sites access and deny access to these sites. requirements
10)15)
Monitoring
and
Controlling
Periodic progress meeting held. Completed Progress Report.

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

Project requirement :( continued)
Project
Work Breakdown Structure.
The WBs may be rendered in Table/ Tabular Form or in Chart Form. Both methods are employed for the
project as some members may understand the Chart Form more easily. The lowest level of the WBS is the
work package. Through decomposition, which is done by the project team members, the various
hierarchical levels of the WBS are spelt out for the project. Level 1 will normally be the name or major
concern of the project.- in this case Provision of Internet Access (to the Guild Area of the Cipriani College at
Valsayn, Trinidad Campus). Below this will be the Level 2 breakdown of the work, followed by Level 3 and
going on. The two methods of depicting the WBS follow.
The WBS Dictionary gives an explanation for the WBS so that it is easy to follow. The numbering system/
user accounts are explained, the specific language used for items in the WBS are clarified. The WBS
Dictionary is supplied below for a few tasks. The dictionary describes the task/ work package in detail. It
also includes the project title, WBS number, WBS Name identifier, a description of the work package in the
form of a narrative, the re3sources needed for its completion, project team member/s working on the
package, project champion associated with the package, any assumptions and constraints.
The WBS, WBS Dictionary and Scope Statement together make up the Scope Baseline which is a
management approved document that constrains the project. This scope baseline tells the team what is to
be done and avoided in the project. This document also informs the team how to do many of the other
plans for the project- the Schedule and Budget being the main ones. In fact, the WBS id the basis on which
the Schedule I developed by further decomposing the lowest level of the WBS- the work packages, into
activities. Each work package has a number of activities associated with it and these need to be clearly
identified, listed, and attributes described fully, and the sequenced. This in turn will lend itself to
quantifying the work effort and ultimately costing it. The work identified will have to have quality standards
and will/ may contain known or hidden risks in accomplishing them. These will form the basis of the Quality
and Risk Plans for the project. Stakeholder and Communications Plans will also arise from the work as
reporting systems will be needed to inform management and other stakeholders on the status of the
project. What can be done inside the organization will be so done and what has to be outsourced will form
the basis of the Procurement Plan as this work will be done by people from outside the organization or
from a different branch of the organization. Finally, the baseline will be used to keep the project from freely
expanding beyond the plans of management via unnecessary scope elaboration or scope creep. Any
legitimate alteration to the scope will be managed through Change Control.




Closing Project completed Completed final report.
Acceptance of hand over certificate.
All documents and / or reports must be
complete and handed in within the
timeframe allocated.
All sign off on hand over certificate for
project completion and closure done by
authorized personnel.

Where is the wbs and dictionary

. Scope Monitoring and Control.
Write a description of how scope will be monitored and
controlled
Tools and Techniques to be used:
Variance Analysis- the cause and magnitude of scope variance from the scope baseline.
Outputs from Monitoring and Controlling Scope:
Work Performance Measurements- actual samples of work done to look at efficiency and effectiveness and
accuracy, quality of work done.
Corrective action taken/ chosen and reasons for the action taken
Lessons learned from the scope control exercise.
Change requests
Reports- progress, updates

WRITE HOW YOU WILL DO SCOPE ON THE PROJECT SEE SAMPLE
Scope Monitoring and Control

The Project Manager and the project team will work together to control of the scope of the project.
The project team will leverage the WBS Dictionary by using it as a statement of work for each
WBS element. The project team will ensure that they perform only the work described in the WBS
dictionary and generate the defined deliverables for each WBS element. The Project Manager will
oversee the project team and the progression of the project to ensure that this scope control process
if followed.
If a change to the project scope is needed the process for recommending changes to the scope of the
project must be carried out. Any project team member or sponsor can request changes to the project
scope. All change requests must be submitted to the Project Manager in the form of a project
change request document. The Project Manager will then review the suggested change to the scope
of the project. The Project Manager will then either deny the change request if it does not apply to
the intent of the project or convene a change control meeting between the project team and Sponsor
to review the change request further and perform an impact assessment of the change. If the change
request receives initial approval by the Project Manager and Sponsor, the Project Manager will then
formally submit the change request to the Change






SCHEDULING
1.7 ACTIVITY DEFINITION:

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

SAMPLE
Phases Deliverables Individual Work (Scheduled) Activities
Initiation Formation of project team with
assigned leader.
Select individuals for project team.
Assign project leader.
Develop roles and responsibilities.
Completed and approved project
charter.
Develop project charter document.
Submit project charter to sponsor for approval.
Project charter review by sponsor.
Approval of project charter.

From the Work Breakdown Structure (WBS) we get work packages which is the lowest level of
breakdown of project work in the WBS.
We define activities within each work package through the process of Decomposition which breaks
down the work package of the WBS into individual activities that may be quantified, costed, and
given durations for start and completion for individual tasks.
The activities are also used to be able to better execute, monitor, control and sequence the project
work.
The outputs to decomposition are called activities unlike in the WBS where the outputs are
deliverables.
From identifying and defining activities we collect a list, called the Activity List, Activity Attributes
and Milestone List.
A Template or Expert Judgement are tools used to generate both the Activity List and do the
Decomposition.

IT IS NOT ABOUT THEORY OF SCHEDULING BUT HOW SCHEDULING WILL BE HANDLED SO WRITS AS THAT
DO NOT GIVE NOTES
Scheduling.
Develop Schedule.
This is the planned dates for completing project activities. Computer software is usually used for this such
as Microsoft Project 2007.
Schedule Network Analysis- uses techniques such as Critical Path Method, Critical Chain Method, What- If
Analysis, Resource Levelling etc. to calculate early and late start and finish dates for the activities.
Critical Path Method- uses forward and backward pass analysis to get earliest and latest start/ finish dates
and slack and lag/ lead times. This gives the time period or space within which an activity may be done. It is
not the schedule itself.
Critical Chain- where resources are constrained (limited) this method determines the best time for the
availability of resources to come on the project.
Resource Levelling- this occurs when resources have to be shared among activities or are oversubscribed.
What-If Scenario- this takes into consideration known risks in the project such as strike action, delays in
supplies, equipment, materials delivery, resignations and sickness. These will affect the scheduling of
activities and need to be factored into the schedule.
Schedule Compression
1) Crashing. The time take to accomplish the activities is shortened to cut down on the time taken to
complete the project. Overtime, additional resources-human and material or equipment are introduced to
shorten the duration. This is of benefit only for activities identified on the Critical Path of the project i.e. the
activities that have no slack and cannot be rescheduled or put off.
2) Fast Tracking- this is actually parallel scheduling of activities instead of sequential scheduling. Activities
run concurrently or overlap in order to shorten the duration of the project.

Scheduling.

In Project Scheduling we are attempting to get start and finish dates for each activity
Master/ Milestone Schedule is made in one of three forms.
1) Milestone Charts
2) Bar Charts
3) Network Diagrams- this is a logic network and critical path schedule. It uses AON or Time Scaled
Schedule network diagram in form of a logic bar chart
Each work package coming out of the WBS is planned as a series of related activities.
Schedule Baseline.
This is the accepted and approved-by-management and project team document that forms part of the
project management plan and is used to keep track of the progress of the project relative to the constraint
of time

Scheduling.

Estimate Activity Resources.
All people, material, equipment, supplies and services needed to accomplish each activity are taken into
consideration and identified.
Output:
RBS- Resource Breakdown Structure uses resource calendars to show when resources are available during
the life of the project.
The RBS is divided into:
1) Resource Category- labour, material, equipment, supplies
2) Resource Type- Skill level, Grade level.
Tools and Techniques:
Bottom Up Estimating- activities are looked at from completion backward / upward to further decompose
the activity and estimate the associated resources needed to accomplish the task.

Scheduling.

Schedule Control.
This determines the current status of the project in terms of time as a constraint.
The aim is to influence the factors affecting the schedule and any changes to the schedule baseline.
1) It monitors to determine if the schedule is changing or has changed or is likely to change.
2) It is also used to determine the effect actions taken on the project have on the schedule, whether
planned or unplanned actions.
3) Schedule control also manages the changes to the schedule.
The tools used are inspection, performance reviews, variance analysis, PM software to track planned versus
actual dates, resource levelling, what-if scenarios, lead and lag adjustment, schedule compression,
scheduling tool using manual and automated software to get updated schedule information.
Outputs.
Change requests. Work performance measurements, OPA updates, PM plan updates-schedule baseline,
cost baseline.
Scheduling.
1.8 ACTIVITY SEQUENCING:

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

Activity Sequencing Table:
NO Activity Listing (Description) Activity
Label
(Code)
Immediate
Predecessors
Duration
1 Select individuals for project team. 1 - 1 day
2 Assign project leader. 2 - 1 day
3 Develop roles and responsibilities. 3 1,2 0.5 day
4 Develop project charter document. 4 3 2 days

Sequence Activities- this involves deciding which activity will come first and which will proceed and precede
each.
The tools used for this will be 1) PDM- Precedence Diagram Method, 2) Critical Path Method (CPM), 3)
Network Diagram-AON, AOA.
There are 4 major sequencing arrangements
1) F-S or Finish to Start where a task must finish before another starts
2) F-F or Finish to Finish where one task must finish in order for another to finish.
3) S-F or Start to Finish where one task must start for another to finish
4) S-S or Start to Start where one task must start for another to start.
There are three major dependencies that arise between tasks
a) Mandatory- where the project demands what tasks must be performed first or before others.
b) Discretionary- where the project team decides which tasks will be performed first and which after
based on the needs of the project. This is for when there is no logical reason for determining which
activity will precede which.
c) External- these are tasks which originate from outside the project and for which the project is
dependent. The activity cannot be scheduled by the team and must sequencing is fixed by the
external authority.
Output
1) Network Diagram
2) Critical Path
3) GANTT Chart with Milestones
4) ORGANISATIONAL BREAKDOWN STRUCTURE (OBS)
5)
NAMES ROLE RESPONSIBILITIES CONTACT INFORMATION SIGNATURES
John Stephens Project
Champion
Actively seek project support
from management and
other stakeholders
Assist with the removal of
barriers should they occur and
align resources
745-9925
John @ yahoo.com


Assigned Resources Table:
NO Activity Listing (Description) Assigned Resources
1 Select individuals for project team. Project Manager
2 Assign project leader. S.E.C.L. Management
3 Develop roles and responsibilities. Project Manager
4 Develop project charter document. Project Manager, Secretary
5 Submit project charter to sponsor for approval. Project Manager, Secretary
6 Project charter review by sponsor. N/A
7 Approval of project charter. N/A
8 Drawings drafted by drafting firm. Drafting Contractor, Project Engineer.
9 Drawing reviewed by sponsor. N/A
10 Drawings submitted to statutory body. Drafting Contractor.
11 Develop project proposal and project scope
document.
Project Manager
Scheduling.

Activity Duration Estimating.
This refers to the work period needed to complete the individual activities.
It is based on the scope of work. Project Management Software is usually used for this exercise.
Tools:
1) Analogous Estimating- based on previous similar projects a duration for tasks may be worked out.
2) Parametric Estimating- e.g. number of hours per day, number of days, square footage, etc.
3) Three Point Estimating- most likely, optimistic, pessimistic times for completing tasks.
4) PERT chart.
5) Reserve analysis for contingency planning.
6) Management reserve.

1.9 RESOURCE DURATION ESTIMATING

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

Resource Duration Table:

NO Activity Listing (Description) Assigned Resources Duration
1 Select individuals for project team. Project Manager 1 day
2 Assign project leader. S.E.C.L. Management 1 day
3 Develop roles and responsibilities. Project Manager 0.5 day
4 Develop project charter document. Project Manager, Secretary 2 days
5 Submit project charter to sponsor
for approval.
Project Manager, Secretary 1 day
6 Project charter review by sponsor. SECL Management, Secretary. 1 day
7 Approval of project charter. SECL Management 1day
8 Drawings drafted by drafting firm. Drafting Contractor, Project Engineer. 5 days

Schedule Development

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

Schedule Development Table:


NO Activity Listing (Description) Duration Start Finish
1 Select individuals for project team. 1 day Wed 4/1/15 Wed 4/1/15
2
Assign project leader. 1 day Wed 4/1/15 Wed 4/1/15
3 Develop roles and responsibilities. 0.5 days Thu 4/2/15 Thu 4/2/15
4
Project team developed 0 days Thu 4/2/15 Thu 4/2/15
5
Develop project charter document. 2 days Thu 4/2/15 Mon 4/6/15
6
Submit project charter to sponsor for
approval.
1 day Mon 4/6/15 Tue 4/7/15
Sample of schedule control

Schedule control

This is the actual process that involves ensuring that all activities for the project are executed as
scheduled for the entire project life cycle. A various number of steps must be taken to ensure that
schedule control is effectively done for the entire project to ensure project success. The key to
effective project control is to measure actual progress and compare it to planned progress on a
timely and regular basis and to take necessary corrective action immediately.
The steps taken include:
Firstly it starts with establishing a baseline plan that shows how the project scope will be
accomplished on time and within the budget.
A regular reporting period should be established for comparing the actual progress with the
planned progress. The regular reporting period should be on a basis of two days a week or
once a week depending on the project density.
During the regular meetings held data on actual performance and
information on any changes to the project scope, schedule or budget should be documented.
Variances should be calculated based on the documented data mentioned above, against
what was planned for the project. This is done to determine whether the project is ahead of
time or behind.
If it is noted that the project is behind planned time, changes/ corrective actions towards the
schedule would be made by project team members.
The schedule control aspect of the project is an ongoing event
COST MANAGEMENT
What is the purpose of the plan and how was the budget calculated- what
method
1.10 COST MANAGEMENT PLAN

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

The Accounts Manager will be responsible for managing and reporting to the project manager on the
projects cost throughout the duration of the project. The Project Manager will be responsible
Estimating Project Costs
The more accurate the estimate of project costs is, the better the projects budget will be developed.
Estimating the projects costs is important as:
It enables you to weigh anticipated benefits against anticipated costs to see whether the project
makes sense.
It allows you to see whether the necessary funds are available to support the project.
It serves as a guideline to help ensure that you have sufficient funds to complete the project.
For this project we need not develop and monitor a detailed budget. ????Normally, a project budget is a
detailed, time-phased estimate of all resource costs for your project. The budget is typically developed in
stages from an initial rough estimate to a detailed estimate to a completed, approved project budget.
The projects budget includes both direct and indirect costs. ???
Direct costs for the project include:
Specific materials, supplies, and equipment for the project. Cable wires - electrical and data,
connectors, sockets and ports for connectivity between the equipment to be used in the Guild area
and the ISPs access points.
Subcontracts that provide support exclusively to your project. The telephone poles on which to
hang the data cables. The holes to be drilled for placing the poles.
Indirect costs fall into the following two categories:
Overhead costs: Costs for products and services for your project that are difficult to subdivide and
allocate directly. Telephone charges, electricity
General and administrative costs. Printing, typing and transportation costs.
Creating a Project Budget Using the Top-Down Approach
HOW ARE WE DOING IT FOR THE PROJECTThere are two ways to create a budget for the project: bottom-up
and top-down. To develop a top-down budget estimate decide the total project to cost and then divide that
total cost in the appropriate ratios among the lower-level WBS components until youve allocated amounts
to all the work packages.
Creating a Budget Estimate Using the Bottom-Up Approach
First prepare a rough estimate. In the organizing and preparing stage of the project the detailed budget
estimate is done.
Develop bottom-up estimate:
1. For each lowest-level work package, determine direct costs.
For each lowest-level work package, estimate the direct costs for materials, equipment, travel,
contractual services, and other non-personnel resources.
Consult with procurement department, administrative staff, and finance department to determine the
costs of these resources.
Determine the indirect costs associated with each work package.
Estimate indirect costs as a fraction of the planned direct labor costs for the work package. The
organizations finance department determines this fraction annually by doing the following:
Estimating organization direct costs for the project
Estimating organization indirect costs for the project
Dividing the estimated indirect costs by the estimated direct costs

BUDGET

GIVE BUDGET
Cost of Resource
1.11 COST OF RESOURCE
Table
Assigned Resource Cost Per Use /
Rate
Duration
/Time
Spent
On
Project
Amount
Of Times
Service
was
Required
Total Cost
Per
Resource
Project Manager $1,500.00 per
day
60.5
days
N/A $90,750.00
Secretary $400.00 per
day
14.5
days
N/A $5,800.00
Health and Safety Manager $800.00 per
day
33days N/A $26,400.00



Scheduling.

Activity Duration Estimating.
This refers to the work period needed to complete the individual activities.
It is based on the scope of work. Project Management Software is usually used for this exercise.
Tools:
7) Analogous Estimating- based on previous similar projects a duration for tasks may be worked out.
8) Parametric Estimating- e.g. number of hours per day, number of days, square footage, etc.
9) Three Point Estimating- most likely, optimistic, pessimistic times for completing tasks.
10) PERT chart.
11) Reserve analysis for contingency planning.
12) Management reserve.
Estimating Project Costs
The more accurate the estimate of project costs is, the better the projects budget will be developed.
Estimating the projects costs is important as:
It enables you to weigh anticipated benefits against anticipated costs to see whether the project
makes sense.
It allows you to see whether the necessary funds are available to support the project.
It serves as a guideline to help ensure that you have sufficient funds to complete the project.
For this project we need not develop and monitor a detailed budget. Normally, a project budget is a
detailed, time-phased estimate of all resource costs for your project. The budget is typically developed in
stages from an initial rough estimate to a detailed estimate to a completed, approved project budget.
The projects budget includes both direct and indirect costs.
Direct costs for the project include:
Formatted: Strikethrough
Specific materials, supplies, and equipment for the project. Cable wires - electrical and data,
connectors, sockets and ports for connectivity between the equipment to be used in the Guild area
and the ISPs access points.
Subcontracts that provide support exclusively to your project. The telephone poles on which to
hang the data cables. The holes to be drilled for placing the poles.
Indirect costs fall into the following two categories:
Overhead costs: Costs for products and services for your project that are difficult to subdivide and
allocate directly. Telephone charges, electricity
General and administrative costs. Printing, typing and transportation costs.
Creating a Project Budget Using the Top-Down Approach
There are two ways to create a budget for the project: bottom-up and top-down. To develop a top-down
budget estimate decide the total project to cost and then divide that total cost in the appropriate ratios
among the lower-level WBS components until youve allocated amounts to all the work packages.
Creating a Budget Estimate Using the Bottom-Up Approach
First prepare a rough estimate. In the organizing and preparing stage of the project the detailed budget
estimate is done.
Develop bottom-up estimate:
4. For each lowest-level work package, determine direct costs.
For each lowest-level work package, estimate the direct costs for materials, equipment, travel,
contractual services, and other non-personnel resources.
Consult with procurement department, administrative staff, and finance department to determine the
costs of these resources.
Determine the indirect costs associated with each work package.
Estimate indirect costs as a fraction of the planned direct labor costs for the work package. The
organizations finance department determines this fraction annually by doing the following:
Estimating organization direct costs for the project
Estimating organization indirect costs for the project
Dividing the estimated indirect costs by the estimated direct costs





Logical Framework Analysis




Narrative
Summary of
Objectives


Objectively
Verifiable
Indicators

Means of
Verification

Critical
Assumptions

Comments

Purpose





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

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

Results of
Survey/
questionnaire of
students needs
for internet
access

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



Goal




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

List of
deliverables
offered by the
various ISPs

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

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


Input





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

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

Survey results of
the students
preferences for
various internet
options.

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


Output

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

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

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

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

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Risk Management.

The Risk management of the project is done to identify potential harmful and/or beneficial occurrences in
the project, plan for them using project management tools and techniques, assign resources and owners to
the risks, rank and rate the risks qualitatively and quantitatively and monitor and control the risks to
minimize the negative impacts of these risks and to maximize positive impacts of any risks.
Risk Management Plan has four dimensions:
Risk Identification
Risk Analysis
Risk Responses
Risk Monitoring and Control
These steps are not discreet steps but are iterative and are performed throughout the project. The project
team is always on lookout for new or previously identified threats that may disrupt the success of the
project.
Risk Identification is to be carried out by team members. Once identified as a possible threat or
opportunity, all risks are put in a risk register and classified according to severity (impact) and likelihood
(probability) of occurrence.
Risk Analysis involves giving risks a ranking and a rating based on probability and impact and this results in a
risk score. Qualitative analysis gives probabilities such as unlikely up to 50/59 chance all the way to most
likely will occur. Impact may be qualitatively measured by minor effect to can affect greatly cost, scope or
schedule of project up to project will be catastrophically affected if risk occurs. These may be given scales
from very low to medium to very high. Quantitative risk analysis renders numerical ratings to each risk. This
measures the effect they have on project activities. High score risks are then prioritized and documented
for further analysis and monitoring.
Risk Responses are developed for high and very high category risks. These are assigned to a team member
(owner) to be monitored and triggers are looked for that signify that an event (risk occurrence) has
occurred or is about to occur. The risk response will be predetermined as part of project planning.
All risks deemed detrimental to the project are monitored and controlled by a number of methods
including avoiding which eliminates the risk by eliminating its cause. This normally involves a change in
scope. The risk can be controlled also by simply accepting it as unavoidable or declaring it negligible.
Transferring the risk will involve insurance buying and outsourcing. The risk may be mitigated by preventing
the risk from occurring altogether or by reducing the impact of the risk on project activities and
deliverables. New risks are constantly looked for and assessed and analyzed as they appear. Risks that are
no longer valid are removed from the register. Risk audits determine if adequate responses were applied
and how timely they were and document any risk occurrences and their responses.


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What does the project entail? Is it the start up or into the operations? This has to be defined in scope
Probability and Impact Matrix
ID # Description of Risks
Identified
Probability of Risk Occurring
1-5
Impact of Risk
1-5
Score
1-25
1 Management does not accept
Survey results, wrongly interprets
or ignores them
2
Low
5
High
10
2 Surveyors were dishonest in
carrying out survey, or made up
survey responses
2
Low
4
High
8
3 New ISP does not deliver the
quality bandwidth needed or
does not maintain desired level
3.5
Medium
4
High
14
4 Follow up Projects to supply
Furniture and Equipment do not
materialize
3
Medium
5
High
15
5 Guild Executive cannot get
Student volunteers to upkeep
and run the internet service??
3
Medium
3
Medium
9
6 Malicious/Accidental Damage to
the infrastructure and Viruses
being introduced into system ??
3
Medium
4
High
12
7 ISP does not install the service on
schedule nor does the College
install infrastructure on time.
4
High
2
Low
8

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

Acceptable (Low)..3
Monitor (Medium)..2

Unacceptable (High)1
Risk Register
P
r
o
b
a
b
i
l
i
t
y

Date Raised Risk
Description
Risk Priority Mitigation/
Prevention/
Action

Risk
ID #
Da
te
Person
who
Raised
To
Whom
Raised
Descrip
tion of
Risk
Descript
ion of
Impact
Likelih
ood
Rating
Impact
Rating
Priority
Rating
Actio
n
Own
er
D
at
e
1



2



3



4



5



6



7



8





What are the mitigations actions planned for the project





Risk Ranking/Analysis
Qualitative Risk Analysis
Probability and Impact Scale
Scale Probability Scale Impact
V High

Most likely to occur V High Entire project is affected
High

Likely to occur High Several areas of project are
affected
Medium

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

May occur Low Minor effect on project
outcome
V Low

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

Risk Monitoring and Control





2 QUALITY MANAGEMENT PLAN



inShare1
Formatted: Indent: Left: 0.75", No bullets or
numbering
Quality Management Plan is used to establish the baseline against which project
quality will be measured. It describes the methods and procedures to be used for
establishing, monitoring and verifying project quality.
The Quality Management Plan is divided into, inter alia:
Quality Requirements are the quality aspects of the components that must be monitored and
measured. It offers a measurement method, collection frequency, responsibility for measurement,
the measurement target and goals for improvement. The success of the project depends on the
delivery of a quality product. The objective here is to get the exact meaning of quality for the
product
Quality Criteria
Quality Metrics are used to measure the quality criteria and the means of collecting each
metric, the collection frequency, the person/s responsible, the target or threshold.

Quality Management Activities:
Preventive Activities
Appraisal Activities
Preventive Activities
The techniques used throughout the project life cycle to minimize the cost of appraisal, rework
and error correction later in the life cycle are known as p0reventative activities.
Appraisal Activities
The tests, walk-throughs, audits and reviews done on the project to ensure the required level of
quality are appraisal activities. All quality assurance personnel on the project- the Acceptor, the
Project Manager, team members, external auditors, Steering Committee, sub-contractors and
vendors form part of the Appraisal team. All lines of authority within the team are shown,
description of quality assurance responsibilities, description of the escalation procedure and
sequence for visibility of quality issues not remedied.


uality Target Table:

Project Phase Deliverable Quality Criteria Quality Standard
Planning Architectural Plans approved by
statutory body.
Building design to protect the environment
using an up to date standard.
100 % compliance of the building code and
Trinidad and Tobago Bureau of Standards.
Execution N/A N/A N/A

Substructure
Land scape completed by
surveyor, building clearly marked
out.
The building must be clearly marked out as
on the drawings to allow for future expansion
100 % compliance to Trinidad and Tobago
Bureau of Standards. ISO 14001
Environmental Management Standards.




Excavation works for the
foundation completed
Excavation works to be completed according
to specification on drawings.

100 % compliance to builders code as per
guided by the design specification and the
Bureau of Standards. Soil density tests
performed confirming a satisfactory stability
rating for the soil.
Completion of foundation footing
and block work.
Foundation works inclusive of footing and
block work must be done in accordance with
stamped drawings provided. It must be
stable and able to with stand earthquake
conditions.
Completion of floor slab. Floor slab must be done in accordance to
specification stipulated on drawings. It must
be able to with stand earthquake conditions
100 % compliance to Trinidad and Tobago
Bureau of Standards. Testing of the quality of
concrete to ensure its stability for
accommodating the structure on it.











2.1 SCOPE
The scope of the plan is the quality practices and procedures to be employed in delivering the
required deliverables and product.
2.2 DOCUMENTS
Quality Manual from ISP.
Project Management Plan
IT Departments Standards and Procedures Manual.
QUALITY REQUIREMENTS
The success of the project is dependent upon the delivery of a quality product to the project. The
objective of this section of the Quality Management Plan is to define the exact meaning of
quality within the context of the product.

Product
The product includes system components, documentation (user aids) and training.
The product has the following components:
Operations Manuals from the ISP.
The internet service itself with broadband specifications.
It does not include:
Computers, furniture, equipment not specifically indicated, printers and photo copiers,
specialized software and security infrastructure.
2.3 QUALITY ASSURANCE

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

Quality assurance Table:

Technique Description Frequency
Utilize Skilled
Staff
To ensure that project deliverables are produced to a
sufficient level of quality, we will:
Only recruit and employ suitably skilled staff.
Ensure the staffs allocated to the project have at least
five years experience in building construction.
Appoint a full time Quality Manager.
Not employ temporary or graduate staff.

Throughout the project.
Undertake
Quality
Assurance
Reviews
The Quality Manager will undertake Quality Reviews at the
end of the following stages, to ensure that the project is on
track (i.e. on time and within budget) and has produced
deliverables that meet the quality targets specified:
Planning Phase
Substructure Phase
Superstructure Phase
Services Phase
Finishes Phase
On completion of
activity.

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

Quality Factors
Factor Description Rank
Product Factors
Accessibility That ability of authorized users to access.
Correctness The extent to which the product satisfies its
specifications and fulfils the users objectives.

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

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

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

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

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

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

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


2.42.5 QUALITY CRITERIA
Each Quality Factor translates into one or more system-related Quality Criteria.
The Table below presents the Quality Criteria that define the system-oriented view of each
Quality Factor.

Table of Quality Factors
Factor Criterion Description
Product Factors
Accessibility Penetration The extent to which product is successfully
accessed by its intended users.
Virtuality The extent to which users do not require
knowledge of the physical, logical, or
topological characteristics of product.
Correctness Completeness The degree to which product provides full
implementation of the functions required.
Consistency The degree to which product provides
uniform design and implementation..
Accuracy The degree to which product provides the
required precision.
Efficiency Effectiveness The degree to which product utilizes minimal
resources for its functions.
Virtuality The extent to which users do not require
knowledge of the physical, logical, or
topological characteristics of product
Simplicity The degree to which product defines and
implements its functions in the most non-
complex and understandable manner.
Integrity Security The extent to which product assigns and
utilizes levels of security necessary to control
access.
Auditability The extent to which product maintains an
audit trail of modifications to functions and
data.
Interoperability Commonality The extent to which product has similar
routines and procedures for competitor
Factor Criterion Description
products.
Independence The degree to which is not dependent on
Colleges other internet access utilities.
Maintainability Conciseness The degree to which product implements its
functions with minimal complexity.
Consistency The degree to which product provides
uniform implementation and actions.
Standardization The extent to which product conforms to
industry standards that maximize user
friendliness.
Presentability Image The degree to which product provides a
consistent, attractive identity which is
understood by all users.
Profitability Productivity The extent to which product demonstrates an
improvement in the productivity of those who
use it.
Affordability The degree to which product can be utilized
by all potential users.
Cost vs. Benefit The degree to which the benefits of product
out-weigh the costs.
Reliability Anomaly
Management
The extent to which product can provide for
continuity of operations under, and recovery
from anomalous conditions.
Training The extent to which product provides
familiarization of its functions and operations
to its users.
Process Factors
Financial Performance to The extent to which product is delivered
Factor Criterion Description
Performance Budget according to the contracted costs.
Timeliness Performance to
Schedule
The extent to which product is delivered
according the established schedule.
Resource
Effectiveness
Actual vs.
Required Skills
The extent to which the skill set required by
the project matches the skill set of the
resources assigned to the project.
Future Business
Potential
Customer
Satisfaction
The extent to which end user is satisfied with
the development process, the delivery
personnel, and the level of service provided.

2.52.6 QUALITY METRICS AND MEASURES
This defines, for those Quality Criteria that can be quantified and measured, the precise level of
quality required for the product.
Not all criteria are easily measured. For the criteria that are more subjective, this section also
identifies how to determine whether or not each quality criteria has been met.
Simply measuring the Quality Factors, using the defined Quality Metrics, is insufficient. For
Quality Factors, Criteria, and Metrics to be met, they must be consciously addressed, throughout
the life cycle.
The Table below presents the Quality Metric to be measured to determine whether each Quality
Factor has been achieved:

"Measurement Method" identifies the manual or automated method used to measure the metric.
"Responsibility" identifies the team member responsible for measurement and monitoring of
the Quality Criteria.
"Frequency" identifies the frequency with which the measurement will be collected.
"Target" identifies the quantified target for each Quality Criteria.
"Improvement Goals" identifies quantified progression points to reach the target.
"Quality Activities" identifies preventive and appraisal activities which when performed will
have a direct impact on the achievement of the Quality Factor.

Table of Quality Metrics and Measures
Consistency of Bandwidth Criteria

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

Responsibility: Project Manager

Frequency: Weekly

Target: Meet all scheduled delivery milestones.

Improvement Goals: Reduce weekly fluctuation in the variance between
estimated and actual delivery.
Quality Activities: Weekly Status Reporting.



3 QUALITY MANAGEMENT ACTIVITIES
3.1 PREVENTIVE ACTIVITIES
Effective quality management depends upon preventive techniques which invest effort at the
start of the life cycle, and minimize the cost of appraisal and error-correction activities in later
phases.
The preventive activities and responsible team members are defined in Table below. These
activities must be reflected in the project plans.
Table of Preventive Activities I hope this was not taken word for word from a document
Activity Description Responsibility/Owner
Project Planning Preparation of a complete, standard
Project Management Plan. Review
of plan with Acceptor, and
communication of the plan contents
to all team members.
PM
Quality Management
Planning
Authoring and maintenance of this
plan. Communication of the
Quality Management Plan contents
to all team members.
IT Manager
Staffing Location and assignment, or
recruitment, of qualified staff.
HR Manager
Orientation Comprehensive orientation session
conducted for all team members.
PM
Training Whatever training is required for
team members to achieve
knowledge levels or proficiency
required to complete their tasks.
This includes methodology and
technical training.
PM

Environment Provision to team members of the
environment necessary to create a
quality product: workspace, tools.
Facilities Manager
Standards and Development of standards & Individual sections
Activity Description Responsibility/Owner
Procedures procedures covering all aspects of
the project, including standards.
assigned to team
members.
Records Management Maintenance of a project repository
containing all project documents,
deliverables, and background
material.
PM
Peer Review Review of lessons learned on past
projects (see Quality Manual
section 3.3.1).
PM to obtain information.
Research Search various sources for
information relevant to product.
IT Manager.
Assessment of Supplier
Quality
Assessment of the quality record of
suppliers prior to contracting for
services or products, as defined in
the Quality Manual. Includes
review of previous work, review of
suppliers quality management
program, and checking of
references.
IT Manager.
Sub-contract
Management
Review of sub-contractor proposals
and award of sub-contracts.
PM.
Implementation
Planning
Preparation of an Implementation
Plan describing how the system will
be implemented and what the
contingency plans are should the
implementation be delayed. Review
of the plan with the Project
Champion, and communication of
the plan contents to all team
members.
PM

3.2 APPRAISAL ACTIVITIES- SAME HERE
In addition to the preventive activities, quality will be reinforced by the completion of appraisal
activities which review work products and process throughout the life cycle.
The appraisal activities and responsible team members are defined in Table below on the
following page. These activities must be reflected in the project plans.
Table of Appraisal Activities
Activity Description Responsibility
Metrics Collection
and Assessment
Gather metrics desired; evaluate
performance to target and
improvement goals; report
problems; recommend action for
improvement.
Project Team Members under
IT Manager.

Project Quality
Monitoring
Monitor and report weekly the
progress of all activities defined in
this Quality Management Plan.
Monitor the corrective actions,
recommend product/process
improvements and escalate
problems where necessary.
IT Manager to monitor process
metrics and improvements.
Problem escalation channels
through PM.
In-Process Audits Audits of deliverables to ensure
completeness and consistency of
deliverables.
Comparison of deliverables, down
through the life cycle, to check
correctness and completeness,
Comparison of deliverables to
check consistency.
Guild Exec Secretary.

Deliverable
Walkthroughs
Walkthrough of each deliverable
produced in the development life
cycle. Includes documents, code,
test plans, and other deliverables.
Walkthroughs and reviews follow
standards set in the Quality
Manual. Additional standards and
checklists are contained in the
ISPs Standards & Procedures
Manual.
Author of each deliverable.
Activity Description Responsibility
Deliverable Reviews Review with Student Guild
Executive of each Formal
Deliverable produced in the
development life cycle, and in the
Project Management Plan.
Walkthroughs and reviews follow
standards set in the Quality
Manual. Other standards and
checklists are contained in the
ISPs Standards and Procedures
Manual.
PM to arrange.
Author of the deliverable to
convene.
Internal
Communications
Continuous communication to all
team members of any needed
information, including the current
status and objectives of the team
and the project vision from the
customers perspective.
PM
External
Communications
Communication to external entities
of the status and plans of the
project as needed.
PM
Quality
Management
Sessions
Meetings with team members and
peers to identify trends, develop
solutions to problems and explore
opportunities for improvement.
IT Manager to coordinate.
Unit Testing Testing of each individual unit as
specified in the Quality Manual.
Completed by the author of the
unit.
Integration Testing Testing of integrated executables
and applications, as specified in the
Quality Manual.
Test Team from members of
the Project Team (different
personnel from those who
tested the system).
System Testing Testing of complete project
releases, as described in the Quality
Manual.
Requires the preparation and
System Test managed by IT
Manager.
Activity Description Responsibility
execution of a rigorous test plan
which covers all aspects of the
release:

Walk-through
Follow-up
Verification of sign-off of all action
items on walk-through reports.
PM
Weekly Status
Reporting
Weekly status reports completed by
individual team members.
All team members.
Monthly Status
Reporting
Monthly status report summarizing
the project. Includes metrics to be
used. Also refer to Quality Manual.
Produced by PM.
Project Steering
Committee Meetings
Monthly reviews of project status
and issues. Includes review of the
Monthly Status Report. Also refer
to Quality Manual, and the Project
Management Plan.
Convened by PM.
Decision Requests Refer to Quality Manual. Tracked and managed by the
PM.
Change Requests Refer to Quality Manual. Tracked and managed by the
PM.
Fault Reports Refer to Quality Manual. Tracked and managed by the
PM.
Project Reviews Periodic reviews, as defined by the
Quality Manual.
IT Manager to schedule,
recruit reviewer, and act as
acceptor of review
Contractor
Management
Monitoring of the contractor to
ensure that the methodology and
quality system are being followed.
IT Manager
Acceptance of Detailed review and acceptance of PM. Participants in the
Activity Description Responsibility
Contractor
Deliverables
Formal Deliverables prepared by
contractors.
Includes:
Document review,
Preparation of an Acceptance Test
Plan,
Completion of the Acceptance
Test,
Sign-off.
deliverable review process
should mirror the
responsibilities for deliverable
review.
Invoice Approval Approval of payment of invoices
issued by a contractor.
Manager4 Fiscal Affairs

3.3 DELIVERABLE REVIEW PROCEDURES
All deliverables produced as part of the project will undergo the quality management and review
process defined in this plan.
A more detailed description of the deliverable review process is contained in the Quality Manual,
in the sections on Walkthroughs and Reviews, and Document Control.
Deliverable review responsibilities are defined in Table below:
Deliverable identifies each formal or informal (internal team) deliverable.
Author identifies the principal author of the deliverable.
Reviewers lists the team members who participate in the internal review of each deliverable,
prior to formal testing. Reviewers are indicated in order of precedence, that is, the principal
reviewers are listed first. Optional reviewers are enclosed in brace brackets. The author is a de
facto reviewer; the QAM is a de facto optional reviewer of each and every deliverable.
Acceptor identifies the person who has ultimate sign-off authority for the deliverable.

Table for Deliverable Review Responsibility
Deliverable Author Reviewers Acceptor
Deliverable Author Reviewers Acceptor
Formal Deliverables:
Project Management
Plan
PM IT Manager, Guild Exec
Secretary
Project
Champion
Quality Management
Plan
IT Manager Project Team Project
Champion
System Blueprint IT Manager Facilities Manager, PM PM
Requirements
Definition
IT Manager Project Team PM
Prototypes IT Manager PM Project Team Guild Exec
Secretary
Functional
Specifications
IT Manager PM, Guild Exec Secretary PM
User Aids Guild Exec
Secretary
Project Team IT Manager
Implementation Plans PM IT Manager, Facilities
Manager
Project
Champion
Informal Deliverables:
Standards and
Procedures
IT Manager PM, Project
Champion
Alternatives
Evaluations
Guild
Executive
Secretary
PM, IT Manager Guild Executive
Preliminary Design
Specification
IT Manager PM. Project
Champion
User Aids Design IT Manager,
Facilities
Guild Executive PM
Deliverable Author Reviewers Acceptor
Manager
Detailed Design
Specifications
ISP IT Manager Facilities
Manager
Unit Test Plans ISP IT Manager PM
System Test Plan ISP, IT
Manager
PM Project
Champion

Human Resources.
Skills Competency/main responsibilities Amount
Project Manager To manage the over-all operations and human resources
required for the project from initiation to close out of the
project.
1
Secretary To give support to the project manager in managing and
coordinate all administration duties required for the project
from initiation to close out of the project.
1
Accountants
Manager
To manage, control and coordinate all finances required for the
project, giving updates periodically to the project manager.
1
Put in table
Requirements.
1) IT manager from college, and one assistant from PRM programme.
2) Project Management personnel from the student body of PRM faculty.
3) Facilities Manager from college and one assistant from PRM student body.
4) Treasurer of Guild.
5) HR manager from college and one assistant from HRM student body.
6) Executive Secretary of Guild.
No 1 for advice and manager of project. Acts as the champions representative. This resource will get
the information needed regards the requirements and specifications of the service required- broadband,
bandwidth levels, support.
No 2- will carry out survey/ questionnaire under the direction of the Project Manager, along with
assistant from Facilities Managers department.
No 3- the Facilities Manager decides where hardware and other equipment, cables, electrical fittings will
be placed on the campus to facilitate the wired and wireless access and electricity needs of the project.
No 4- looks over the Guilds assets and seeks the welfare of the guilds interests.
No 5- arranges the availability of human resources needed for the project and beyond.
No 6- is the Guild Executives spokesperson on all matters relating to the Guilds involvement in the
project, relays info between the guild and management and between the guild and the ISP. Is the
reporting person for all matters decided, discussed and changed.
Each of the six members of the team will have an assistant attached to him/her.