2

MG
417 GroupSeven
Coastline Systems Information System Project
Team Project Grading Form

The project is to simulate the initiation, planning, execution, monitoring & controlling, and closing Project
Management processes of managing a systems analysis and design project. Specifications for the project
are provided by the systems analysis and design milestone descriptions. Consider your project
management team as a consulting company that plans and manages the project which is executed by
Coastline employees.
Project Report Contents & Format (in this order)
Letter of transmittal
Title page
Executive Summary (Follow references on business communications.)
Table of contents
List of figures, illustrations, and tables
Introduction
Body with the Project Management process groups:
One page discussion of Initiation process plus process deliverables / outputs
One-two pages discussion of Planning process plus process deliverables / outputs
One-two paragraphs discussion of Executing process plus process deliverables / outputs
One-two paragraphs discussion of Monitoring and Controlling process plus process
deliverables / outputs
One-two paragraphs discussion of Closing process plus process deliverables / outputs
Methods and procedures (Project Management techniques used in the project)
Final conclusions
Appendix
Team #

________

Grade:

________

Grading Form
Points
available
Points
received
Letter of transmittal
Title page
Executive Summary (include results and $ costs and $ benefits)
15
Table of contents
Introduction
Body PM process groups
Initiating
10
Planning
30
Executing
Monitoring and Controlling
Closing
Methods and procedures
10
Discussion of Value Provided by Mentor
Final conclusions
Appendix (to include documents / completed templates - see following page)
Total Score:
100
MG 417 GroupSeven


Letter of Transmittal
prepared by Matt Sledge

Mr. Peter Charles
President
Coastline Systems Consulting
1014 Airport Road
Destin, Florida 32541

June 30, 2012

Dear Mr. Charles,

In this package, you will find our report on the Coastline System Consulting Information System Project. We hope you find it
satisfactory.
The intent and objective of this report is to summarize the decisions made to date, and the current progress on the
Coastline Systems Consulting information system project. We have also filled out the planning teams initial ideas as to the
diirction of the project. The report also details the financial parameters, scope, project authority, work break down, and
future projected parameters for the project.

Respectfully yours,

Shirley Hicks
Project Manager
GroupSeven Consulting
Birmingham, AL 35233

Email : hickss@groupseven.com

Office : 205-563-5623
MG 417 GroupSeven

Coastline Systems
Consulting
Information System
Project Plan
________________________________
June 30, 2012
GroupSeven Partners
Shirley Hicks | Matt Sledge
Cole Smith | Johnathan McCants

2752 Dorset Rd., Unit #12

Birmingham, Alabama 35233
Phone: 205-563-5600
Fax: 205-563-5611

E-Mail: proposals@groupseven.com
Web: www.groupseven.com
MG 417 GroupSeven

Executive Summary
The Coastline Consulting Information System project provides our client with an internal and external user based interface
to access accurate, real time, and reliable status information on the history and current status of their clients and services.
Original Coastline System
Coastline Systems Consultings original client service system was a very fragmented and disconnected system. It was not
accessible to stakeholders or to customers, and caused confusion. More importantly, it guaranteed inefficiencies.
Project Objective
The Coastline Systems Consulting Information System provides an internal and external user-based interface to maintain
accurate and reliable status information on the history and current status of their clients and services.
Project Schedule
The original schedule was ambitious and aggressive. The project schedule proposed a completion date two months after
the start date. The figures we analyzed showed that the project would more realistically; take 2.67 months or in more
direct terms, 83 days. We believe that to be cautious, that we should push that number to 90 days, or a full three months.
While we are not pleased or satisfied with the progress shortfalls, we do believe that finishing a project of this scope in
three months is not unreasonable.
Financial Summary
To date, the project has not exceeded expected costs, but the cost-to-date has not produced progress rate that meets with
the schedule. Targets to date, we have a completion rate of 85% of the original schedule, but since we entered the
execution phase the production rate has dropped to 70.5 %. What these figures show a skewed financial view if you only
look at the cost to date. The progress of the project will add costs not associated in the original budget. We believe that
the budget must increase in conjunction with the schedule increase and will cost the company an additional $45,000 to
$50,000.

GroupSeven Partners
Shirley Hicks | Matt Sledge
Cole Smith | Johnathan McCants

2752 Dorset Rd., Unit #12

Birmingham, Alabama 35233
Phone: 205-563-5600
Fax: 205-563-5611

E-Mail: proposals@groupseven.com
Web: www.groupseven.com
MG 417 GroupSeven


Table of Contents
Executive Summary ..... Error! Bookmark not defined.
Quality Assurance Plan . Error! Bookmark not defined.
List of figures, illustrations, and tables ......................... 3
Organization Chart ..................................................... V
Introduction ............................................................... 4
Responsibility Assignment Matrix .............................. W
Project Management Process Groups ......................... 5
Resource Histogram ................................................... X
Methods and Procedures ........................................... 8
Communication Plan .................................................. Y
Mentor Value ............................................................. 9
Project Description ................................................... BB
Conclusion ................................................................ 10
Change Request Form ............................................. DD
Change Request Form .............................................. EE
Appendices
Change Request Form .............................................. FF
Kickoff Meeting ......................................................... A
List of Prioritized Risks ............................................ GG
Business Case ............................................................. B
List of Prioritized Risks ............................................ HH
Project Charter .......................................................... D
Top 10 Risks .............................................................. JJ
Payback ..................................................................... E
Probability Impact Matrix ......................................... KK
Weighted Decision Matrix ......................................... F
Software Project Management Plan (SPMP) (V3) ..... LL
Team Contract .......................................................... G
Earned Value ........................................................... OO
Scope Statement ........................................................ I
Status Report ........................................................... PP
Statement of Work ...................................................... J
Issue Log ................................................................. QQ
Stakeholder Analysis .................................................. L
Tracking Gantt Chart ................................................ RR
Work Breakdown Structure (WBS) ............................. N
Client Acceptance/Project Completion Form ............ SS
Gantt Chart ............................................................... O
Lessons Learned Report ........................................... TT
Network Diagram .......... Error! Bookmark not defined.

MG 417 GroupSeven


prepared by Shirley Hicks
Figure1 Business Case Financials ........................................................................................................................ Appendix D

Figure 2 Illustration of Payback period ................................................................................................................. Appendix E
Figure 3a Weighted Score by Project data ............................................................................................................. Appendix F
Figure 3b Weighted Score by Project ...................................................................................................................... Appendix F
Figure 4 Illustration of project Gantt chart .......................................................................................................... Appendix O
Figure 5 Illustration of project network diagram .................................................................................................. Appendix P
Figure 6 Project planning organizational chart .................................................................................................... Appendix V
Figure 7 Responsibility Assignment Matrix ........................................................................................................ Appendix W
Figure 8 Resource Histogram ................................................................................................................................ Appendix X
Figure 9 Illustration - Probability Impact Matrix ................................................................................................. Appendix KK
Figure 10 Earned Value chart .............................................................................................................................. Appendix OO
Figure 11 Earned Value calculations ................................................................................................................... Appendix OO
Figure 12 Tracking Gantt chart ............................................................................................................................ Appendix RR

MG 417 GroupSeven

Introduction
prepared by Cole Smith
This report details GroupSeven Systems plans for developing an information system for Coastline Systems Consulting. The
project sponsor Peter Charles has asked us to assist in detailing and outlining a plan for a successful implementation of the
new system. Along with the plans you will find financial analysis, recommendations and procedures, list of figures, mentor
discussion, and conclusion. Under the auspicious lead of project manager Shirley Hicks, and the rest of the GroupSeven
Systems team members, we present our findings.

MG 417 GroupSeven


Project Management Process Groups
The initiating process is the first of 5 process groups in the project management knowledge areas. This process includes
actions to begin projects and the project phases. In order to appropriately initiate the project for our clients at Coastline
Consulting, we needed to identify and understand project stakeholders, create a project charter and hold a kick-off
meeting. Attending at the kick-off meeting from Coastline Systems was the President Peter Charles, programmers Anna
Kelly and Doug Drake, systems administrator Dane Wager, IT consultant Jeff Summers, web designer Travis Munroe, and
bookkeeper Kathy Grey. The project management team from GroupSeven Systems in attendance was the project manager
Shirley Hicks, financial consultant Matt Sledge, technical consultant Cole Smith, and process consultant Jonathan McCants.
The objective of the kick-off meeting was to allow everyone involved to meet, and to attempt to have the project start on a
positive note. A project charter was then devised by Shirley Hicks, setting an objective to implement an effective
information system for Coastline Systems Consulting. The budget was set at $150,000. The project charter formally
recognizes the existence of this project and provides a summary of the projects objectives and management. The next
deliverable was the business case and business case financial analysis completed by Matt Sledge. Matt also completed the
Payback chart for the project which displays the amount of time it will take to recoup the total dollars invested in the
project. The final deliverable for the initiation process was the Weighted Decision Matrix completed by Shirley Hicks. This
provides a systematic process for selecting which option we feel Coastline should go with. Her research concludes that an
off- the -shelf software package would be more beneficial to Coastline than a custom or in- house built option.
The planning process is the second process group in the project management knowledge group. The main purpose of this
process is to guide the project execution. Its broken down into two sections, with this first section focusing on project
integration, scope, time and cost management planning functions. Shirley completed the first deliverable which was a Team
Contract. This document laid the groundwork for how our project team functioned and the rules which we all have agreed
to abide by. All members from GroupSeven Systems and Coastline Systems signed off on the agreement. Shirley then
drafted a Scope Statement. This document helps improve the accuracy of time, cost, and resource estimates. It also details
the product characteristics and requirements for the new CRM system. Johnathan then completed a Stakeholder Analysis in
order to gain a clear understanding of our stakeholders. Next, a Work Breakdown structure was drafted by Cole. This
document broke all the work required for the project into discrete tasks and grouped these tasks into a logical hierarchy. It
was necessary to have this document completed early because it provided a foundation for planning and managing all the
resources and schedules involved. After completing the WBS, Cole took that information and transferred it into the
software tool Microsoft Project, and compiled the projects Gantt chart and network diagram. The Gantt chart is a format
for displaying project schedule information by listing project activities, and their corresponding start and finish dates, in a
calendar format. The network diagram displays the logical relationships in sequence of the project activities. This software
allows us to clearly depict our projects critical path, projecting total project duration. The second section of the planning
process focuses on project quality, human resources, communications, risk and procurement management. The first

MG 417 GroupSeven


deliverable completed within this section was the Quality Assurance plan done by Shirley. This document identifies the
quality standards that are relevant to the project. In this case the software tool called Benchmark Factory, which is a
performance testing tool that allows for database workload replay, industry standard benchmark testing and stress testing.
It works with both Oracle and SQL databases. After this, Shirley completed the project organization chart. This document
identifies the skills each group member has, and the types of people needed to staff the project. The next deliverable was
the Responsibility Assignment Matrix completed by Cole. This document depicts all the WBS tasks and who is responsible
for each tasks. It also breaks down who needed to be informed and consulted about each task. A resource histogram was
then formulated by Jonathan. This chart shows the number of resources assigned to the project over the course of the
duration. It easily shows how each persons time has been allocated. Next is the Communications Management Plan
completed by Shirley. This document is mainly used for guiding project communications and detailing the strengths and
weakness of the employees as well as suggestions on how to keep communication lines open. After this, Shirley completed
the overall project description outlining the problem as well as all of the deliverables needed in order to complete the
project. Shirley then went on to complete a Change Request form detailing two major scope changes with the appropriate
schedule and budget modifications. Cole then completed four deliverables relating to risk events. The first is a list of
prioritized risks listing ten items and ranking them from 1 to 10. Cole took these risks and drafted a risk register. This
document categorizes each risk and lists a description, cause, response, owner, impact, and if the risk occurred during the
project. A Top Ten Risk item tracker was drafted by Cole that highlighted the risks that did happen to occur. Out of the 10
risks, we had 5 that occurred. Three of these risks fell within the same category. The last deliverable within the planning
process was a Probability Impact Matrix done by Cole. This matrix shows the probability of each risk occurring and the
impact these risks have on the project.
The next process group is the executing process. No two projects are ever executed in the same way. This is mainly because
projects involve uncertainty. There was only one deliverable in this process group for GroupSeven Systems to complete.
This was the Milestone Report completed by Cole. This report details all 38 tasks the Coastline employees were to
complete, when they were to complete them, and who was doing each task. These 38 tasks done by Coastline were to be
completed during the same timeframe as GroupSeven Systems was completing the initiation and planning deliverables.
The fourth process group is the monitoring and controlling group. This group involves measuring progress to ensure the
project is meeting objectives and addressing current business needs. The Earned Value Management report was the first
document completed during this phase. It was done by Matt, and it shows how well we were meeting budget and schedule
plans. His projections show that we were going to run $44,412 over budget. The next item is the Tracking Gantt chart
completed by Cole. It showed a snapshot of the project. Cole next completed the status report. The dates ranged from June
11 from July 12. The issue log was the last item in the process group and was completed by Cole. It highlighted the issues
encountered during the project.
The final process group for the project management knowledge areas is the closing process. This phase involves getting
stakeholder and customer acceptance of the final products and services and bringing the project to an orderly end. The
main objective is to verify all deliverables are complete. The first deliverable completed in this phase is the Client

MG 417 GroupSeven

Acceptance Form completed by Cole. It shows Peter Charless acceptance of the project and his satisfaction of the results.
The lessons learned report is the next deliverable, completed by Cole. It highlights the problems that occurred during the
project as well as the lessons learned throughout the project life. The final deliverables for this group are this report and
th
our presentation, which you will see on July 28 , 2012. Our slides were prepared by Matt Sledge.

MG 417 GroupSeven

Methods and Procedures
This section details the methods and procedures used during the project. The methods consisted of 5 project
management process groups as highlighted in our textbook An Introduction to Project Management, Third Edition. The first
of the five groups is the initiating process. This process includes actions to begin the project and the project phases.
Procedures used within this phase consisted of a kick off meeting to allow team members to meet and get to know each
other. Also used was a Business Case as well as supporting financial analysis. Finally a Weighted Decision Matrix was used to
determine project options and the best choice to focus on. Within this phase we used the software tool Dropbox to store
our documents and to easily share with each other what was being done. The next phase is the planning process. This
phase focuses on devising and maintaining a workable scheme to ensure the project will meet its scope, time, and cost
goals as well as organizational needs. This phase took more time and resources than other phases and consisted of a Team
Contract, Stakeholder Analysis, WBS, Gantt chart, identifying risks, Management Plan, and a Cost Estimate. Our mentor
Wayne Harmon provided a lot of valuable information during this phase, specifically identifying risks that are involved with
a project such as this. The next phase is the executing process. This phase focuses on coordinating people and resources to
carry out the project plans and produce deliverables. The project management team compiled a Milestone Report after all
deliverables were completed by the Coastline employees. The next phase is the monitoring and controlling process. It
focuses on measuring progress towards achieving project goals, monitoring any deviation from the plan, and taking
corrective actions to match progress plans with customer expectations. The procedures used within this phase focused on
Earned Value, Tracking Gantt Chart, Status Reports, and Issue Logs. The final phase is the closing process. The procedures
used consisted of a Client Acceptance Form, and a Lessons Learned Report.

MG 417 GroupSeven


Mentor Value
prepared by Johnathan McCants
The mentor assigned to us was Mr. Wayne Harmon. Upon contacting Mr. Harmon, he quickly expressed how eager
he was about working with us. After a brief introduction, he quickly bombarded us with questions regarding project
requirements and deadlines. Mr. Harmon provided us with quick responses to any question he was asked. He provided an
array of ideas that we deemed extremely helpful. They included: a list of risks he believed would surely happen during any
project, ideas regarding different communication directions (internal, external) and even suggesting that initial deadlines
should be revised to earlier dates. Overall, the value of information Mr. Harmon provided was very high. We found his
recommendations extremely valuable and would be delighted to someday work with him again.
MG 417 GroupSeven


Conclusion
10
In conclusion, organizing, proper planning, time management and decision-making is essential for a successful
project. Upon completion of our project, we were over budget by a total of $44,000. Our initial time schedule was
optimistic, as we needed an additional month for full project completion. However, we successfully met all project
requirements and goals. CEO & Project Sponsor, Peter Charles, was very pleased with the new system & gladly accepted it.
Clients also were excited about implementing the new system into their daily use and were eager to sign-off on the client
acceptance/project completion forms. They noted how extremely satisfied they were with the new system. Overall
Coastlines employees and clients deemed the project a complete success despite the mishaps.
.
MG 417 GroupSeven
Kickoff Meeting
Appendix A
June 23, 2012

M EETING O BJECTIVE:
To begin the process of determining requirements for Coastline
Systems Consultings new integrated information system.
A GENDA :

Attendee introductions
Peter Charles, President
(project sponsor)
Jeff Summers Shirley

Hicks
IT Consultant
Project Manager
GroupSeven Systems
Anna Kelly
Analyst/Programmer & Project Lead
Travis Munroe
Web Content Designer
Matt Sledge
Financial Consultant
GroupSeven Systems
Dane Wagner
Systems Administrator
Kathy Grey
Receptionist/Bookkeeper
Cole Smith
Technical Consultant
GroupSeven Systems
Doug Drake
Analyst/Programmer
Johnathan McCants
Process Consultant
GroupSeven Systems
Background of project
Currently, there is poor coordination between different Coastline Systems Consulting departments and
consultants regarding client equipment status, service calls and client equipment records of installation.
Different departments (hardware, consultants, programmers and bookkeeping) are maintaining their own
records, each of which isnt easily accessible to the other departments.
Not all client service calls are being recorded for billing.
Equipment histories not easily accessible
No way to track time spent on individual installation and maintenance projects.
No way for management to review service requests for quality analysis.

Review of project-related documents
Discussion of project organizational structure
GroupSeven to plan the project.
Coastline Systems Consulting staff to create the system for its own use.
Discussion of project scope, time, and cost goals
Scope: To be determined with further research.
Time: Two months. June 1 July 28th, 2012.
Estimated budget: $150,000
List of action items from meeting

The next meeting will be held on Monday, June 8, 2012.

MG 417 GroupSeven
Business Case
Appendix B
June 5, 2012

INTRODUCTION / B ACKGROUND
Coastline Systems Consulting is a small IT firm with expertise in offering custom solutions in networking, software
and hardware. The firm offers an informal environment to its technicians and receptionist/bookkeeper.
B USINESS O BJECTIVE
Coastline is looking to expand its business by building strong relationships with new and existing clients. The
company currently has process inefficiencies that prevent it from maintaining and establishing these relationships.
C URRENT S ITUATION A ND P ROBLEM /O PPORTUNITY S TATEMENT

Currently Coastline Consulting doesnt have a designated process for clients to submit service requests. Existing
and new clients call any and all employees to request assistance. Employees have the option to handle request on
their own or hand them off to another employee. If clients decide to contact the receptionists to submit request;
she has no way to know which technicians have existing relationships with their respective clients. For this reason,
the receptionist is forced to assign a technician at random. Also, Coastline lacks a central record-keeping system to
which it would be able to track client setup and any previous work done. Because of this, technicians often make
multiple trips to clients sites. Additionally, because of lack of an automated time tracking system, technicians
currently track their time within individual spread sheets. This makes the process of invoicing different clients very
difficult.
C RITICAL A SSUMPTION A ND C ONSTRAINTS

Current assumptions are that clients would not be provided proper training on how to use the new system and
implementing it into day-to-day use. Also, given that Coastline employees are actually building the new system,
the constraint is whether or not employees would be able to simultaneously work on the new system and client
work
A NALYSIS O F O PTIONS A ND R ECOMMENDATIONS

1.
2.
3.
Coastline could outsource the project. Exploring this option allows minimal work to be done by Coastline and
provides a solution to their problem. The project wouldnt have a negative influence on day-to-day business.
However, it doesnt allow for much customization.
Coastline could choose to ignore the problem. Clients are satisfied with the current process.
Coastline could build its own system to address its specific problem. Because the system is built in house;
Coastline would know the inner workings.
P RELIMINARY P ROJECT R EQUIREMENTS
Major project requirements include:

1. Proper training for Coastline employees on how to use the new system. Training also required for client
employees
2. Must be usable with smart phones, tablets and desktop / laptop computers. User interface should be simple
and available.
3. Set requirements regarding the hardware needed to use the new system (i.e. amount of RAM).

MG 417 GroupSeven

Appendix C
B UDGET E STIMATE A ND F INANCIAL A NALYSIS

The preliminary estimate of cost would be $150,000. This is an estimate of cost and will change. The Financial
Analysis located in Figure 1 gives a brief description of estimated cost. It also projects net present value (NPV),
return on investment (ROI) and the year at which payback would occur. The estimated numbers should impress
stakeholders; who in turn would provide strong financial backing regarding the project. The NPV is $46,948 and
discounted ROI is 26%.
S CHEDULE E STIMATE
Project sponsors and stakeholders would like the project to be completed within two months. Project assessment
would be determined after employee training of the new system.
P OTENTIAL R ISKS
There are several risks regarding this project. They include:
1. Project may never reach cost benefit and doesnt improve on current process.
2. Clients may not like new system (Doesnt meet clients needs)
3. New system may be a radical change for older employees. Adaption to new system could hamper daily
business.
4. Potential for disruptions prior to implementing software system.

Coastline Systems Consulting Information System Financial Analysis
Created by: Matthew Sledge
Date: June 3, 2012
Note: Change the inputs, such as interest rate, number of years, costs, and benefits. Formulas are entered
in the Excel file. Be sure to double-check the formulas based on the inputs.
Discount rate
7.5%
Assume the project is completed in Year 0

Costs
Discount factor
Discounted costs
Benefits
Discount factor
Discounted benefits
Discounted benefits - costs
Cumulative benefits - costs
ROI
Year
0
150,000 $
1.00
150,000
0 $
1.00
0
(150,000)
(150,000)
1
10,000.00
0.93
9,302
2
4,000
0.87
3,461
3
4,000
0.80
3,220
4
4,000
0.75
2,995
5
4,000
0.70
2,786
6
4,000
0.65
2,592
7
4,000
0.60
2,411
8
4,000
0.56
2,243
35,500.00 $ 37,500.00 $ 38,000.00 $ 39,500.00 $ 40,000.00 $ 40,000.00 $ 40,000.00 $ 40,000.00

0.93
0.87
0.80
0.75
0.70
0.65
0.60
0.56
33,023
32,450
30,589
29,578
27,862
25,918
24,110
22,428
23,721
(126,279)
28,989
(97,290)
27,369
(69,922)
26,582
(43,339)
25,076
(18,263)
23,327
5,063
26%
Payback before Year X
Assumptions
Total cost will be $150,000.00 in first 6 months
Prime rate remains 3.25% through 7 years
That System is in use for 8 years
Maintenance costs will not exceed $4,000 in any given year after the first year expense of $10,000

Figure 1 - Financials
21,699
26,763
20,185
46,948
Total
179,011
225,958
46,948
NPV
MG 417 GroupSeven


Project Charter
Appendix D
Project Title: Coastline Systems Consulting Information System

Project Start Date: June 1, 2012
th
Projected Finish Date: July 28 , 2012
Budget Information: $150,000

Project Manager: Shirley Hicks

Project Objectives:
1. Implement an effective Information System (IS) for Coastline Systems Consulting.

Approach:
1. Determine Coastline Systems Consulting information system requirements.
2. Determine whether a custom-built or off-the-shelf software information system will best suit Coastline System
Consultings needs.
3. Purchase or billed out the system
4. Transfer existing databases into the new database
5. Develop help system for Coastline Systems client and staff use, along with training and tutorial modules.
6. Test and launch system.
Roles and Responsibilities
Role
Name
Organization/Position
Contact Information
Sign-off
Project Sponsor
Peter Charles
Coastline Systems
Consulting President
charlesp@coastlinesc.com
813-234-5347
Project Lead
Anna Kelly
Coastline Systems
Analyst/Programmer
kellya@coastlinesc.com
813-234-5374
Project
Champion
Dane Wagner
Coastline Systems System

Administrator
wagnerd@coastlinesc.com
813-234-5348
Client IT
Champion
Jeff Summers
Coastline Systems, summersj@coastlinesc.com

IT Consultant
813-234-5349
Developer
Doug Drake
Coastline Systems,
Analyst/Programmer
draked@coastlinesc.com
813-234-5351
User Interface
Design &
Development
Travis
Munroe,
Coastline Systems,
Web Content Designer
munroet@coastlinesc.com
813-234-5357
Financial
Requirements
Kathy Grey
Coastline Systems,
Receptionist/Bookkeeper
greyk@coastlinesc.com
813-234-5360
Project
Manager
Shirley Hicks
GroupSeven Systems,
Project Manager
hickss@groupseven.com
205-563-5623
Financial
Analysis
Matt Sledge
GroupSeven Systems,
sledgem@groupseven.com
205-563-5624
Technical
Specifications
Cole Smith
GroupSeven Systems,
smithc@groupseven.com
205-563-5630
System Design
Johnathan
McCants,
GroupSeven Systems,
Process Consultant
mccantsj@groupseven.com
205-563-5631
MG 417 GroupSeven

Payback
Year
0
1
2
3
4
5
6
7
8
Appendix E
Costs
150,000
10,000
4,000
4,000
4,000
4,000
4,000
4,000
4,000
Benefits
$
$
$
$
$
$
$
$
0
35,500.00
37,500.00
38,000.00
39,500.00
40,000.00
40,000.00
40,000.00
40,000.00
Cum Costs Cum Benefits

150,000
0
160,000
35,500
164,000
73,000
168,000
111,000
172,000
150,500
176,000
190,500
180,000
230,500
184,000
270,500
188,000
310,500
Payback
600,000
500,000
400,000
300,000
200,000
100,000
0
Payback
Year
Cumalative Cost

Figure 2 Illustration of payback period
Cumulative Benefit
MG 417 GroupSeven

Weighted Decision Matrix
Weighted Decision Matrix for Coastline Consulting

Systems Information System
Created by: Shirley Hicks
Weighted Decision Matrix for Coastline Consulting

Systems Information System
Created by: Shirley Hicks
Appendix F
Date: 10 June 2012

Criteria
Custom
A. Unified database with customer
Informati Off-theservice request, installed hardware, client
on
shelf
service history subsections.
Weight SystemB. Easy-to-us
software user interface with
Date: 10 June 2012

Custom
Informati Off-theon
shelf
Weight System software
40%
90
90
Criteria
A. Unified database with customer
universal accessibility
10%
70
90
service request, installed hardware, client
D. Staff training
15%
20
30
service history subsections.
40%
90
90
D. Online easily-accessible tutorials/help
15%
25
90
B. Easy-to-us user interface with
E. Employee time tracker software &
universal accessibility
10%
70
90
billing integration.
10%
20
20
D. Staff training
15%
20
30
F. Service history and billing integration
10%
50
70
D. Online easily-accessible tutorials/help
15%
25
90
Weighted Project Scores
100%
56.75
70.5
E. Employee time tracker software &
billing integration.
10%
20
20
F. Service
history
and
billing
integration
10%
F50
igure 3a 70
Weighted Score by PWeighted
roject data Score

by Project
Weighted
Project Scores
100%
56.75
70.5

Weighted Score by Project

Off-the-shelf
software
Off-the-shelf
software
Custom
Information
System
Custom
Information
System
10
20
30
40
50
10
20
60
70
80
30

Figure 3b Weighted Score by Project

40
50
60
70
MG 417 GroupSeven

Team Contract
Appendix G
Project Team Members Names and Sign-off:

Name
Title
Company
Sign-off on Team Contract
Peter Charles
President
Anna Kelly
Dane Wagner
Analyst/Programmer &
Project Lead
Systems Administrator
Jeff Summers
IT Consultant
Doug Drake
Analyst/ Programmer
Coastline Systems
Consulting
Coastline Systems
Consulting
Coastline Systems
Consulting
Coastline Systems
Consulting
Coastline Systems
Consulting
Coastline Systems
Consulting
Coastline Systems
Consulting
GroupSeven
Systems
GroupSeven
Systems
GroupSeven
Systems
GroupSeven
Systems
Travis Munroe Web Content Designer

Kathy Grey
Shirley Hicks
Receptionist/
Bookkeeper
Project Manager
Matt Sledge
Cole Smith
Johnathan
McCants
Process Consultant
MG 417 GroupSeven
Appendix H

Code of Conduct: As a project team, we will:
1.
2.
3.
4.
Work proactively to anticipate potential problems and work to prevent them.

Keep other team members informed regarding project matters.
Focus on what is best for the whole project team.
See the team project through to completion.
Participation: We will:
1.
2.
3.
4.
5.
Be honest and open during all project activities.

Provide the opportunity for equal participation.
Be open to new approaches and consider new ideas.
Keep discussion on topic and minimize distraction.
Let the project manager know well in advance if a team member may have trouble meeting a deadline for a given
task or has to miss a meeting.
Communication: We will:
1.
2.
3.
4.
5.
Decide as a team on the best way to communicate various information.

Focus on solving problems, not blaming people.
Present clear and concise ideas.
Keep discussions on track and have one discussion at a time.
Have the project manager or designated person make meeting arrangements, including phone and video
conferencing, as needed.
Problem Solving: We will:

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Encourage everyone to participate in solving problems.

Use constructive criticism.
Work to build on each others ideas.
Bring in outside experts when necessary.
Meeting Guidelines: We will:
Plan to meet once a week on Tuesday mornings for an hour to an hour and a half.
Arrange for telephone or video conferencing for all participants as needed.
Hold other meetings as needed.
Send out a meeting agenda one day before the actual meeting.
Record meeting minutes and send them out via e-mail within 24 hours of all project meetings, focusing on
decisions made, action items and issues from each meeting.
11. Document major issues and decisions related to the project and send them out via e-mail to all team members and
the project sponsor.
MG 417 GroupSeven
Scope Statement June 12, 2012
Appendix I
Project Justification:
Coastline Consulting Systems has separate, systems for tracking client service requests, client hardware
information employee time, and billing. It has no management tools for customer service, quality analysis, or to
identify areas for improvement.
Product Characteristics and Requirements:

1.
Client web interface for use for service requests, individual service history, hardware records and to check current
account billing.
2. Analyst/Programmer web interface with assigned service tickets, all client service histories, installed software, and
hardware records and time entry interface.
3. IT web interface with assigned service tickets, all client service histories, installed software, and hardware records
and time entry interface.
4. Reception/bookkeeping web interface with service request function, all client service histories, all installed
software and hardware records, and time entry interface.
5. Management web interface with access to current service requests, all client service histories, all installed
software and hardware records, and analysis tools.
6. Records database
7. Help system
8. Training and tutorial system.
9. Onsite and remote backup.
10. Mirrored server for cold start.
Summary of Project Deliverables

Project management-related deliverables: business case, charter, team contract, 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.
1.
2.
Product-related deliverables: research reports, design documents, software code, hardware, etc.
Web-based information system consisting of:
a. Database
b. User interface with controllable levels of access to different parts of the database
c. Help system
d. Training and tutorial system.
Database and administrative documentation
Project Success Criteria:

1.
2.
3.
4.

Functional database with subsections for client contact and address data, general notes, client service history,
client service call status, client hardware records, staff time entries, and service codes, which runs with no crashes
in a one month period.
Well-designed, secure, functional web interfaces for clients, staff and management with functions as detailed in
Product Characteristics and Requirements.
A help system that helps users answers questions about the system.
Tutorials and training for use by both the Coastline Systems staff and their clients.
MG 417 GroupSeven
Statement of Work June 14, 2012
Appendix J
Scope of Work:
Develop an Information System that will track service requests, equipment inventory, billable hours, and
generate totals for invoicing computer configurations, status updates for jobs completed and current jobs.
This system will also track the days from request to assignment resolution which will help determine the
amount current problems costs the company. The system will run on a Dell PowerEdge Server using Windows
server 2000. This will host the SQL database that customers and employees will access. Each technician uses a
Dell notebook that uses Pentium III and 4 processors, 128-512 MBs of RAM and 10 to 50 GB hard drives. The
Bookkeeper, Kathy Grey uses a Dell Optiplex that runs on a Pentium 4 processor with 256 MBs of RAM with an
80 GB hard drive. All employee laptops run on Windows XP. Customers will need an internet capable machine
to access the web based interface in order to submit work orders. Alternately, thy may contact Kathy Grey to
setup appointments.
Location of Work
The primary work location will be the Coastline Systems Consulting main, office where all hardware is located
and all development will be performed. Any user can access the web based application from any internet
capable smartphone, tablet, or computer using Internet Explorer or Safari.
Period of Performance:
th
The project will officially start when the kick off meeting is held on June 4 , 2012. Target project completion
th
date is July 28 2012. The project is budgeted for 40-hour weeks as long as it remains on schedule. Coastline
Systems Consulting will perform the majority of the development work at their home office.
Deliverables Schedule:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Deliverables that are necessary for the success of this project are;
Kickoff Meeting Meeting held at the beginning of the project so that stakeholders can meet each other,
review the goals of the project, and discuss future plans.
Business Case document providing financial justification for investing in the project.
Business Case Financial Analysis see above.
Project Charter document formally recognizing the existence of a project and provides summary of the
projects objectives and management.
Payback Chart amount of time it will take to recoup total dollars invested in the project.
Weighted Decision Matrix tool that provides systematic process for selecting projects based on many
criteria.
Team Contract helps promote teamwork and clarify team communications.
Scope Statement includes a product scope description, product user acceptance criteria, and detailed
information on all project deliverables.
Stakeholder Analysis details related to the identified project stakeholders.
Statement of Work document that describes the goods and services to be purchased. Describes the work in
sufficient detail to allow prospective suppliers to determine if they are capable of providing the goods and
services required.
Work Breakdown Structure deliverable oriented grouping of the work involved in the project that defines
the total scope of the project.
Gantt Chart provides a standard format for displaying project schedule information by listing project
activities and their corresponding start and finish dates in a calendar format.
Network Diagram schematic displaying the logical relationships among, or sequencing of, project activities.
Quality Assurance Plan includes all the activities related to satisfying the relevant quality standards for a
project.

MG 417 GroupSeven


Appendix K
16. Project Organization Chart graphical representation of how authority and responsibility is distributed within
the project.
17. Responsibility Assignment Matrix maps the work of the project as described in the WBS to the people
responsible for performing the work.
18. Resource Histogram column chart that shows the number of resources required for or assigned to a project
over time.
19. Communications Management Plan document that guides project communications.
20. Project Description describes the project to be done in detail.
21. Change Request Form form for requesting project changes.
22. List of Prioritized Risks details the highest to lowest risks involved.
23. Risk Register document that contains results of various risk management processes displayed in a table for
spreadsheet format.
24. Top 10 Risk Item Tracking tracks the top 10 risks.
25. FRP Outline document used to solicit proposals from prospective suppliers.
26. Cost Estimate estimation of project cost.
27. Probability Impact Matrix shows the probability of the risk even occurring and the impact or consequence if
the risk does occur.
28. Project Management Plan document used to coordinate all project planning documents and to help guide a
projects execution and control.
29. Milestone Report report detailing the significant events of a project.
30. Earned Value Data and Chart integrates scope, time and cost data to determine how well the project is
meeting scope, time and cost.
31. Tracking Gantt Chart gantt chart that compares planned and actual project schedule information.
32. Status Report describes where the project stands at a specific point in time.
33. Issue Log document to monitor and track issues that need to be resolved for effective work to take place.
34. Client Acceptance Form document signifying the completion of work.
35. Lessons Learned Report culmination of all lessons learned from all employees involved.
Applicable Standards:
GroupSeven Systems is committed to providing a thorough and complete consulting service that fulfills all client
needs. Work is not considered finished until the client signs an acceptance form and is satisfied with the work.

Acceptance Criteria:
Coastline Consulting will decide the work is acceptable by: signing a customer acceptance form, reviewing a
transition plan, and receiving a written contract closure notice. They will be given time to review the plan provided
to them and to decide if the time frame and work to be done is reasonable and confirm that they can meet the
deadlines.

Special Requirements:
Each technician will need to complete a 3-day training course that will include a test on using the new system. This
is to ensure a real increase in efficiency when the system is implemented. Face-to-face meetings will be used when
they are deemed necessary. Otherwise, all meetings with take place online, and through voice chat.

MG 417 GroupSeven
Stakeholder Analysis June 16, 2012

Stakeholders
Peter Charles,
Project sponsor
&
Coastline CEO
Distinctive Specifics
Focused on
business, requires
an executive
summary, calm by
nature
Excitable,
enthusiastic,
requires detailed
information, very
driven.
Project Involvement
Medium.
Gives broad direction
and
budget authorization
Level of Influence
Client.
Must approve budget
and scope changes.
High
Will be leading internal
client team in
developing their
information system.
A little bit grumpy,

expert regarding
hardware costs and
system
requirements.
Warms up as plans
solidify.
Jeff Summers, Friendly,
IT Consultant
personable, familiar
with user needs.
Likes to be
prepared.
Ben Logan, Quiet, personable,
IT Consultant
very observant.
Medium.
Will be installing and
administering system
once installed.
High
Responsible for
planning execution of
the project within
their available man
hours.
Low
Anna Kelly,
Project Lead
Dane Wagner,
System
Administrator
Appendix L
Get input when software

proposals drawn up to
ensure that any required
server upgrades are done.
Low
Give clear direction and

advance notice regarding
changes in schedule has
small children.
Low
Easy to work with.
Low
Has an impressive
memory.
Travis Munroe,
Web Content
Designer
Medium. Will be
responsible for testing
the database

Quietly enthusiastic, High. Will be doing most
smart, meticulous.
of the initial
development planning,
along with Anna Kelly.
Wild guy outside of High. Responsible for UI
work. Very focused interface and training
when on task.
system development.
Low
Kathy Grey,
Receptionist/
Bookkeeper
Friendly, organized,
knows the clients
well.
Low. Familiar with client

preferences regarding
billing and invoicing.
Low
Shirley Hicks,
Project
Manager
A bit anxious,
perfectionist, good
communicator,
absurdist sense of
humor.
Calm, cool and
collected.
High.
High
Be prepared when laying

out work. Not keen on
doing things twice because
someone else was lazy.
Consult regarding likely
client interface
preferences, selecting beta
testers.
Be prepared for meetings.
Keeps good records.
High. Budgets, planning

and money guy.
Medium
Give clear plan, step back.
Doug Drake,
Analyst/Progra
mmer
Matt Sledge,
Financial
Consultant

Medium. Will be
responsible for unit
testing the user
interfaces.
Management Strategy
Provide clear, summarized
data, along with decision
choices, financials and the
projected effect of the
decision.
Provide guidance
regarding development
benchmarks, timelines &
planning.
MG 417 GroupSeven

Cole Smith,
Technical
Consultant
Johnathan
McCants,
Process
Consultant
Appendix M
Quiet, efficient.
High. Leading technical

team planning.
Medium.
Likes clear communication.
Quietly humorous,
likes to think
through work
before starting.
High. Leading User

interface and training
team.
Medium.
Likes clear communication.

Needs to be reminded
regarding deadlines.
MG 417 GroupSeven


Work Breakdown Structure (WBS) June 15, 2012
Initiation Process
1.1 Kickoff Meeting
Appendix N
2.20 Project Management Plan

Executing Process
3.23 Output Designs

3.24 Input Designs
1.2 Business Case
3.1 Request for System Services
3.25 Interface Designs
1.3 Business Case Financial

Analysis
3.2 Problem Statement Matrix
3.26 Use Case
3.3 Project Feasibility Assessment

Report
3.27 Object Robustness Diagram
1.4 Project Charter

1.5 Payback Chart
3.4 Statement of Work
1.6 Weighted Decision Matrix
3.5 Gantt Chart
Planning Process
2.1 Team Contract
2.2 Scope Statement
2.3 Stakeholder Analysis
3.28 Sequence Diagram

3.29 Class Diagram
3.30 Build and Test Network
3.6 Problems, Opportunities,

Objectives, and Constraints Matrix
3.7 System Improvement
Objectives and Recommendations
Report
3.31 Build and Test Databases

3.32 Install and Test New Software
Packages
3.33 Write and Test New Programs
3.8 Fishbone Diagrams
3.34 Conduct System Test
2.5 Work Breakdown Structure
3.9 Use-Case Glossary
3.35 Prepare Conversion Plan
2.6 Gantt Chart

2.7 Network Diagram
2.8 Quality Assurance Plan
2.9 Project Organization Chart
2.10 Responsibility Assignment
Matrix
2.11 Resource Histogram
2.12 Communications
Management Plan
2.13 Project Description
2.14 Change Request Form
2.15 List of Prioritized Risks
2.16 Risk Register
2.17 Top 10 Risk Item Tracking
2.18 Cost Estimate
2.19 Probability Impact Matrix
3.10 Actor / Use-Case Model

Diagram
3.11 Fully Documented Use Case
Narrative
3.12 Entity Definition Matrix
3.36 Install Databases

3.37 Train System Users
3.38 Convert to New System
3.39 Milestone Report
Monitoring / Controlling Process
3.13 Context Data Model
4.1 Earned Value Data and Chart
3.14 Key-Based Data Model

3.15 Fully Attributed Data Model
rd
3.16 Logical Data Model in 3

Normal Form
4.2 Tracking Gantt Chart

4.3 Status Report
4.4 Issue Log
3.17 Activity Diagram
Closing Process
3.18 Potential Object List Analysis
5.1 Client Acceptance Form
3.19 Class Diagram
5.2 Lessons-Learned Report
3.20 Candidate Matrix
5.3 Prepare Report
3.21 Feasibility Matrix
5.4 Presentation
3.22 Physical Database design
MG 417 GroupSeven
Gantt Chart June 15, 2012
Appendix O

Figure 4 Illustration of project Gantt chart

MG 417 GroupSeven
Network Diagram June 15, 2012
Appendix P

Figure 5 Illustration of project network chart

MG 417 GroupSeven
Quality Assurance Plan June 15, 2012,
Appendix Q
1.0 Draft Quality Assurance Plan

1.1 Introduction
This quality assurance plan lays out the testing and acceptance criteria for Coastline Systems Consultings new
information system.

1.2 Purpose
The purpose of the Quality Assurance Plan is to ensure the delivery of a functional information system that:
a. Meets the defined needs of Coastline Systems Consulting
b. Is easy to use on multiple devices
c. Fast and responsive with no delays.
d. Easy to maintain.
e. Doesnt crash under normal or heavy use
f. Can be recovered quickly in case of weather or civil disaster and operated from a back-up facility.

1.3 Policy Statement
Unit testing will be conducted at the end of each development cycle before proceeding to the next
software development step.

1.4 Scope
a. The following parts of the system shall be tested:
b. Database for:
i. Client service history
ii. Client hardware records
iii. Time tracking & billing

c. User portals with universal accessibility for:
i. Management
ii. System administrator
iii. IT Consultants
iv. Analyst/Programmers & UI
v. Bookkeeper/Admin
vi. Clients

d. Help system
e. Training and tutorial system
f. Outside User Acceptance
g. Internal User Acceptance

2.0 Management
2.1 Organizational Structure
2.2 Roles and Responsibilities

Role
Name
Email
Phone
Technical Monitor
Doug Drake
draked@coastlinesc.com
813-234-5351
Project Lead
Anna Kelly
kellya@coastlinesc.com
813-234-5374
Quality Assurance Team
Ben Logan
loganb@coastlinesc.comm 813-234-5350
Dane Wagner
wagnerd@coastlinesc.com 813-234-5348

MG 417 GroupSeven


3.0 Required Documentation

Document name
Functional/Business Requirements
QA/Test Record
Appendix R
Purpose
Describes how the software must perform.
Describes the test procedure used and results achieved.

4.0 Quality Assurance Procedures

Tool
Description
Website
Software package that checks database and website speed under a variety of conditions,
benchmarking
with a variety of devices.
Benchmark Factory
Device testing
Test interaction on desktop/laptop, tablet and smartphones.
User testing
During development and with observers, a small group of users will iteratively test the user
interfaces, help files, training materials and tutorials from desktop/laptops, tablets and
smartphones.

4.1 Walkthrough Procedure
Database: during testing, use a standardized set of data entries and trace their effect on database entries.
User interface: Test with desktop/laptop, tablet and mobile devices.

4.2 Review Process
4.2.1 Review Procedures
Quality assurance and testing results shall be reviewed by the development team members at
their weekly meetings and shall be applied to the next development cycle.
4.3 Audit Process
4.3.1 Audit Procedures
Quality assurance and testing procedures shall be subject to audit by an outside review agency
selected by the client when requested by the client, as per contract.
4.4 Evaluation Process

Determined Result Criteria
Excellent
Good response time. Performs as expected. Easy to use interface. Passes all unit tests.
Good
Medium response time. Performs as expected. Interface functional. Passes all unit tests.
Meets standard
Medium response time. Performs as expected. Interface awkward. Passes all unit tests.
Fails
Long response time. Interface awkward. Fails some unit tests.

4.5 Process Improvement
As part of process improvement throughout the project, team members are to record and pass to the
Project Manager any improvements in implementation and testing processes.

MG 417 GroupSeven


Appendix S

5.0 Problem Reporting Procedures
5.1 Noncompliance Reporting Procedures

Severity
Description
Major
Total or significant absence of objective evidence of conformance with designated criteria.
To be reported using Major Non-compliance Report to Project Manager. Action required.
Minor
Applies where minor non-conformances are observed.
For example, the inadequate implementation of a procedure.
To be reported using Minor Non-compliance Report to Project Manager, Required action to be
determined by Quality Assurance Lead.
Trivial
Applies where a non-conformance is insignificant or an isolated lapse of operating discipline. It can be
recorded as an observation. To be recorded in the Non-compliance log. Required action to be
determined by Quality Lead.

6.0 Quality Assurance Metrics

Metric
Standard
Reliability
Under normal and heavy use, site must remain functional, with no slowing in response
time or data processing.
Maintainability
Databases must be scalable and built for future expansion.
User interfaces must be structured so as to separate visual appearance from
functionality so that user interfaces can be modified and/or adapted to future uses.
Efficiency
The system must respond quickly under normal to heavy data processing loads.
Normal is defined as 20 users.
Heavy is defined as 100 users.
Size
Although set to run initially at 100 Mb, can scale to 3 Tb.
Security
SQL database must pass the follow tests:
1. Absinthe automated SQL injection tool
2. AppDetective for Microsoft SQL Servervulnerability assessment tool
3. Automagic SQL Injector automated SQL injection tool
4. ForceSQL password cracking tool
5. GFI LANguard Network Security Scanner vulnerability assessment tool
6. LanSpy Windows enumeration tool
7. NGSSquirrel for SQL Server vulnerability assessment tool
8. Metasploit penetration testing/exploit tool
9. Microsoft Baseline Security Analyzer (MBSA) security configuration assessment
tool
10. QualysGuard vulnerability assessment tool
11. discovery and password cracking tool
12. SuperScan port scanner and Windows enumeration tool
13. WebInspect SQL Injector automated SQL injection tool
Accessibility
The information system must be usable with smartphone, tablet and standard
computers. It must also be accessible to blind, deaf or handicapped users.

Appendix
Quality Assurance Check List Forms
Quality Assurance Plan Approval
High-Level Project Plan QA/Test

MG 417 GroupSeven

Appendix T
Quality Assurance Plan Approval

The undersigned acknowledge they have reviewed the Project Quality Management Plan and agree with the approach it
presents. Changes to this Project Quality Management Plan will be coordinated with and approved by the undersigned or
their designated representatives.
Signature:
Name:
Title:

Peter Charles
President, Coastline Systems Consulting
Date:

Role:
Project Sponsor
Signature:
Print Name:
Title:

Anna Kelly
Analyst/Programmer, Coastline Systems Consulting
Date:

Role:
Project Lead
Signature:
Print Name:
Title:

Dane Wagner
Systems Adminsistrator, Coastline Systems
Date:

Role:
Signature:
Print Name:
Title:

Jeff Summers
IT Consultant, Coastline Systems Consulting
Date:

Role:
Signature:
Print Name:
Title:
Role:

Ben Logan
IT Consultant, Coastline Systems Consulting

Date:

Signature:
Print Name:
Date:

Title:
Analyst/Programmer, Coastline Systems Consulting

Role:

Doug Drake
MG 417 GroupSeven

Signature:
Print Name:
Date:
Travis Munroe
Title:
Web Content Designer, Coastline Systems

Consulting

Date:

Role:

Kathy Grey
Receptionist/Bookkeeper, Coastline Systems
Consulting

Signature:
Print Name:

Shirley Hicks
Date:

Title:
Role:
Project Manager, GroupSeven Systems

Signature:
Print Name:

Matt Sledge
Date:

Title:
Financial Consultant, GroupSeven Systems

Date:
Cole Smith
Technical Consultant, GroupSeven Systems
Role:
Signature:
Print Name:
Title:

Johnathan McCants
Process Consultant, GroupSeven Systems
Date:

Role:
Role:

Signature:
Print Name:
Title:
Role:

Signature:
Print Name:
Title:

Appendix U
MG 417 GroupSeven
Organization Chart June 3, 2012
Appendix V

Figure 6 Project planning organizational chart

MG 417 GroupSeven
Responsibility Assignment Matrix June 22, 2012
Appendix W
Responsibility Assignment Matrix for GroupSeven Systems

Prepared by: Cole Smith

WBS Activities
OBS Units
Shirley Hicks
Johnathan McCants
Matt Sledge
Cole Smith
Date:
1.1
6/22/12
1.2
1.3
2.2
2.3
R
R
I = Informed
2.6
2.7
2.8
R
2.9
2.10
2.11
2.12
R
R
R
2.14
2.15
2.16
2.17
2.18
2.19
2.20
R
R
R
3.39
4.1
4.2
4.3
4.4
5.1
5.2
R
R
5.3
Shirley Hicks
Johnathan McCants
Matt Sledge
Cole Smith
2.1
2.5
2.13
Shirley Hicks
Johnathan McCants
Matt Sledge
Cole Smith
1.6
R
2.4
Shirley Hicks
Johnathan McCants
Matt Sledge
Cole Smith
1.5
Key: R = Responsible C = Consultation
Shirley Hicks
Johnathan McCants
Matt Sledge
Cole Smith
1.4
R
R
R
R
5.4
R
R
R
R

Figure 7 Responsibility Assignment Matrix

MG 417 GroupSeven

Resource Histogram June 26, 2012

Appendix X
Resource Histogram for Coastline Systems Consulting Information Sy

Prepared by:
Resource
PM
IT
FN
Date: July 26,
Meaning
Week 1 Week 2 Week 3 Week 4 Week 5
Project Manager
1
1
1
1
1
Information Tech
1
2
2
3
3
Financial Team
1
1
1
3
3
User Interface &
Training
0
0
1
2
3
UIT
Number of People
Johnathan McCants
12
10
8
6
4
2
0
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
UIT
FN
IT
PM

Figure 8 Resource Histogram

MG 417 GroupSeven
Communication Plan 26 June 2012
Appendix Y
prepared Shirley Hicks
1. Introduction
This plan details communications channels for the Coastline Systems Consulting Information System Project

2. Collection and filing structure for gathering and storing project information
Master copies of all documents will be stored in the GroupSeven GitHub
Repository and will be backed up nightly on the GroupSeven documents backup drive.
Documents will be stored within the following file structure:
Project Name: CoastlineSCDevDocs
PMDocumentation
System (code)
DatabaseDesign (code)
UXDesign (code)
Web
ClientSide
Analyst
Support
Financial
Management
IT
SystemDocumentation
Help
Training
Tutorials
Quality Assurance
BenchmarkTestResults

Records of communication: To be maintained in Outlook and backed up nightly on both GroupSeven Consulting
and Coastline Systems Communications servers.

3. Distribution structure (what information goes to whom, when, and how)

Communications Due date/
Stakeholders
name
Frequency
Producer
Delivery method
Project steering
Weekly status
Tuesday morning, Shirley
Hard copy
committee
report
9 am
Hicks
Short meeting.
Project Sponsor
Bi-weekly status Wednesday
Anna Kelly Hard copy
and Champion
report
morning at 10 am
face-to-face meeting.

Affected Coastline Project
June 15,
Anna Kelly Memo, email, intranet site and
Systems Consulting announcement
July 15,
and Dane
announcement at department
employees
July 28.
Wagner
meetings.

Project Team
Weekly status
Tuesday
All team
Short meeting.
report
afternoon, 2 pm
members
Selected Clients
Project
June 17
Anna Kelly Webinar, email, phone, testing
announcement
July 17
sessions.
All Clients
Project
August 3
Anna Kelly Email.
announcement

MG 417 GroupSeven


Appendix Z
4. Format, content, and level of detail of key project information

1. Make sure people understand your communications. Use common sense techniques to check comprehension,
such as having them explain what you mean in their own words. Dont overuse/misuse e-mail or other
technologies. Short meetings or phone calls can be very effective.
2. Use GroupSeven Consultings templates as much as possible for written project communications.
3. Use the titles and dates of documents in e-mail headings and have recipients acknowledge receipt.
4. Prepare and post meeting minutes within 24 hours of a meeting.
5. Use checklist where appropriate, such as reviewing product requirements, testing quality assurance and
conducting interviews
6. Ensure corporate facilitators are available for all important meetings, such as kickoff meetings and supplier
negotiations.

5. Production schedule and resources for producing key project information

Project Team
WBS
Gantt Chart
Business Case Scope
Charter Contract
Statement
6/7/12 6/11/12
6/15/12
6/18/12
6/5/12
6/12/12

7. Method for updating the communications management plan
Revisions to this plan will be approved by the project manager. The revision number and date will be clearly marked
at the top of the document.

8. Escalation procedures
Issues should be resolved at the lowest level possible. When they cant be resolved, affected parties should alert
their immediate supervisors of the issues. If it is critical to the project or extremely time-sensitive, the issue should
be brought directly to the project manager. If the project manager cannot resolve the issue, he or she should bring it
to the project steering committee or appropriate senior management, as required.

9. Stakeholder communications analysis

Stakeholders
Distinctive Specifics
Involvement
Authority
Management Strategy
Peter Charles,
Focused on business,
Low.
Client.
Provide clear summarized
Project sponsor
requires an executive Gives broad
Must approve
data, along with decision
summary, calm by
direction and
budget and scope
choices, financials and
nature
budget
changes.
the projected effect of
authorization
the decision.
Anna Kelly,
Excitable, enthusiastic, Major.
High.
Provide guidance
Project Lead
requires detailed
Will be leading
Responsible for
regarding development
information, very
internal client team planning execution benchmarks, timelines &
driven.
in development of
of the project
planning.
their information
within their
system.
available man
hours.

MG 417 GroupSeven

Dane Wagner,
System
Administrator
Jeff Summers,
IT Consultant
Ben Logan,
IT Consultant

A little bit grumpy,
expert regarding
hardware costs and
system requirements.
Warms up as plans
solidify.
Friendly, personable,
familiar with user
needs. Likes to be
prepared.
Quiet, personable,
very observant.
Medium.
Will be installing
and administering
system once
installed.
Low.
Get input when software

proposals drawn up to
ensure that any required
server upgrades are
done.
Medium. Will be
responsible for unit
testing the user
interfaces.
Medium. Will be
responsible for
testing the database
and universal
accessibility testing.
High. Will be doing
most of the initial
development
planning, along with
Anna Kelly.
High. Responsible
for UI interface and
training system
development.
Low.
Low.
Give clear direction and

advance notice regarding
changes in schedule has
small children.
Easy to work with.
Low.
Has a long memory.
Low
Low
Be prepared when laying

out work. Not keen on
doing things twice
because someone else
was lazy.
Consult regarding likely
client interface
preferences, selecting
beta testers.
Be prepared for
meetings. Keeps good
records.
Doug Drake,
Analyst/Program
mer
Quietly enthusiastic,
smart, meticulous.
Travis Munroe,
Web Content
Designer
Wild guy outside of

work, very focused
when on task.
Kathy Grey,
Receptionist/
Bookkeeper
Friendly, organized,
Low. Familiar with
knows the clients well. client preferences
regarding billing and
invoicing.
A bit anxious,
High.
perfectionist, good
communicator,
absurdist sense of
humor.
Calm, cool and
High. Budgets,
collected.
planning and money
guy.
Quiet, efficient.
High. Leading
technical team
planning.
Quietly humorous,
High. Leading User
likes to think through
interface and
work before starting.
training team.
Shirley Hicks,
Project Manager
Matt Sledge,
Financial
Consultant
Cole Smith,
Technical
Consultant
Johnathan
McCants, Process
Consultant
Appendix AA

10. Glossary of terms
Escalation procedures
Stakeholder communications analysis

High
Medium
Give clear plan, step back.
Medium.
Likes clear
communication.
Medium.
Likes clear
communication.
Needs to be reminded
regarding deadlines.
MG 417 GroupSeven
Project Description June 27, 2012
Appendix BB
prepared by Shirley Hicks & Cole Smith
Objective:
Create a internet-based, platform-independent, customer relationship and information management system for
Coastline Systems Consulting.

Scope:
Currently, Coastline Systems staff maintain independent records for customer service & change requests, customer
equipment, time tracking. This results in:

1. Duplicate or missed requests due to lack of specific method of customer service requests.
2. Incomplete customer setup information leading to repeat trips to customers locations at company expense at the
rate of $75/hour.
3. Unrecorded service history causing wasted time due to repeated service and maintenance.
4. Lack service request history causing difficulty in monitoring employee and company performance.
5. No integration between service history and billing systems, increasing complexity and cost of accounting.
$25/week
6. Current business processes lead to confusion and miscommunication between employees and clients.

Assumptions:
1. The information management system will be an internet-accessible database hosted on the Coastline Systems
Consultings server.
2. The system must:
a. be secure.
b. be accessible 24 hours a day, 365 days a year.
3. Coastline Systems Consulting staff will be doing all installation/build and customization in-house.

Cost:
Estimated budget: $150,000

Schedule:
(add dates once Gantt chart is complete) May need to review this section may not be needed in this form)

Task
Estimate State Date Estimated duration
1.0 Initiation Process

1.1 Kickoff Meeting
6/4/12
1 day.
1.2 Business Case
6/5/12
1 day.
1.3 Business Case
6/6/12
1 day.
Financial Analysis
1.4 Project Charter
6/7/12
1 day.
1.5 Payback Chart
6/8/12
1 day.
1.6 Weighted Decision
6/11/12
1 day.
Matrix
2.0 Planning Process

2.1 Team Contract
6/11/12
1 day.
2.2 Scope Statement
6/12/12
1 day.
2.3 Stakeholder Analysis
6/13/12
1 day.
6/14/12
1 day.
2.5 Work Breakdown Structure
6/15/12
1 day.
2.6 Gantt Chart
6/18/12
1 day.
2.7 Network Diagram
6/19/12
1 day.
2.8 Quality Assurance Plan
6/20/12
1 day.

MG 417 GroupSeven

2.9 Project Organization Chart
2.10 Responsibility Assignment Matrix
2.11 Resource Histogram
2.12 Communications Management Plan
2.13 Project Description
2.14 Change Request Form
2.15 List of Prioritized Risks
2.16 Risk Register
2.17 Top 10 Risk Item Tracking
2.18 Project Cost Estimate
2.19 Probability/Impact Matrix
2.20 Project Management Plan
3.0 Executing Process
3.1 Milestone Report
4.0 Monitoring / Controlling
Process
4.1 Earned Value Data and
Chart
4.2 Tracking Gantt Chart
4.3 Status / Progress
Reports
4.4 Issue Log

5.0 Closing Process
5.1 Client Acceptance Form
5.2 Lessons-Learned Report
5.3 Prepare Report
5.4 Presentation
6/21/12
6/22/12
6/25/12
6/26/12
6/27/12
6/28/12
6/29/12
7/2/12
7/2/12
7/3/12
7/3/12
7/6/12

7/9/12

1 day.
1 day.
1 day.
1 day.
1 day.
1 day.
1 day.
Half a day.
Half a day.
Half a day.
Half a day.
3 days.

3 days.

7/10/12
1 day.
7/11/12
7/12/12
1 day.
1 day.
7/13/12

7/20/12
7/23/12
7/24/12
7/28/12
1 day.

1 day.
1 day.
4 days.
10 minutes.
Appendix CC
MG 417 GroupSeven


Change Request Form __________________
Appendix DD
Project Name: Coastline Systems Consulting Information System

Date Request Submitted:
Title of Change Request
Change Order Number:
Submitted by:
Change Category: [ ] Scope [ ] Schedule [ ] Cost [ ] Technology [ ] Other

Description of change requested:

Events that made this change necessary or desirable:

Justification for the change/why it is needed/desired to continue/complete the project:

Impact of the proposed change on:
Scope:
Schedule:
Cost:
Staffing:
Risk:
Other:

Suggested implementation if the change request is approved:

Required approvals:

Name/Title
Date
Approve/Reject

MG 417 GroupSeven
Change Request Form July 3, 2012
Appendix EE

Date Request Submitted: July 3, 2012
Title of Change Request: Universal Accessibility Requirement
Change Order Number: 0001 - A
Submitted by:
Travis Munroe, Web Content Designer, Coastline Systems Consulting,
munroet@coastlinesc.com, 813-234-5357
Change Category: [ ] Scope [ ] Schedule [X] Cost [ ] Technology [X] Other

Universal accessibility required in publicly accessible sections of web site.
Impacts client dashboard
- service request page
- billing and current accounts page
- equipment log
Incorporation of WAI-ARIA best practices into the interface design.
To be incorporated into the CSS and HTML files and template system

Compliance with Americans with Disabilities Act (2008)

We have one client with two blind staff who use the JAWs browser to navigate websites.
One client with a partially paralyzed programmer using voice activated commands.
Access for both groups enhanced by implementing WAI-ARIA standards in mark-up system.

Scope: No change
Schedule: Additional four days required for testing.
Coding 2 days
Testing 1 day
Changes 1 day
Cost: $4,000
Staffing: Travis Munroe, Coastline Systems Consulting
Risk: Low
Other:

Required approvals:
Name/Title
Date
Approve/Reject
Shirley Hicks, Project Manager

Anna Kelly, Project Lead, Coastline Systems

Consulting

MG 417 GroupSeven
Change Request Form June 27, 2012
Appendix FF

Date Request Submitted: July 15, 2012
Title of Change Request: Development Schedule change
Change Order Number: 0002 - A
Submitted by: Anna Kelly, Project Lead, Coastline Systems Consulting, kellya@coastlinesc.com, 813-234-5374
Change Category: [ ] Scope [X] Schedule [X] Cost [ ] Technology [ ] Other

Change schedule from six weeks to 2.5 months.

Coastline Systems Consulting Staff is unable to implement and test new information system
within original two month time frame at the same time as doing revenue-generating work.
As a result, completion rates are not meeting original schedule.

Extended schedule required for actual completion of work, as well as allowing for additional user testing.

Scope: No change
Schedule: Start date: June 17, 2012 (no change)
Revised target completion date: August 30, 2012
Cost: $45,000
Staffing:

Anna Kelly, Project Lead, Coastline Systems Consulting,
Dane Wagner, Systems Administrator, Coastline Systems Consulting,
Jeff Summers, IT Consultant, Coastline Systems Consulting,
Ben Logan, IT Consultant, Coastline Systems Consulting,
Doug Drake, Analyst/Programmer, Coastline Systems Consulting,
Travis Munroe, Web Content Designer, Coastline Systems Consulting,
Kathy Grey, Receptionist/Bookkeeper, Coastline Systems Consulting,
Risk: Low
Other:


Required approvals:

Name/Title
Date
Approve/Reject
Anna Kelly, Project Lead,
July 16, 2012

Peter Charles, Project Sponsor & President,
July 16, 2012


MG 417 GroupSeven
List of Prioritized Risks June 17, 2012

Ranking
1
2
3
4
5
6
7
8
9
10
Appendix GG
Potential Risk
Resource risk of chosen employee not delivering work on time.
Risk of selected employee for a particular task not being qualified.
Risk of falling behind schedule.
Risk of being over budget.
Labor disruptions.
Employee becoming sick.
Server crash.
Natural disasters.
Travel costs.
Civil or terror disruption.
MG 417 GroupSeven
List of Prioritized Risks June 20, 2012

No. Rk.

Risk

Description Category
Appendix HH

Root Cause
Potential
Responses
R23 1
Employee An employee Resource Wasn't allotted Reschedule

not
could fail to Risk
enough time in
delivering deliver part
the schedule.
work on of the project
time.
on time.
R16 2
Non
Selected
Resource Oversight of
qualified employee
Risk
employee
employee. could turn
qualifications.
out to be not
qualified for
their
particular
task

Risk Owner

Prob. Impact Status
Shirley Hicks,
Project Manager
Med. High
1.Find someone Shirley Hicks,

else to fill role. Project Manager
Med. High
2. Take time to
instruct
employee.
R13 3
Falling
Problem
Resource A number of
1.Reschedule
behind could occur Risk
things could
schedule. to cause the
cause a schedule
project to
delay.
become
delayed.
Shirley Hicks,
Project Manager
Med. High
R35 4
Over
budget.
Shirley Hicks,
Project Manager
Med. High
R18 5
Labor
Employees Resource Employees could 1. Attempt to
disruption could go on Risk
feel they have get an
s.
strike or be
unfair wages and agreement.
called to the
go on strike.
military.
Shirley Hicks,
Project Manager
Low High
R42 6
Employee Employee
Resource Virus or terminal 1. Accept
All members
Low High
illness.
could
Risk
illness.
project delay. involved in project.
become ill
2. Find
causing a
someone else
delay in the
to fill role.
project.
R5
Server
crash
Problem
Resource
could occur Risk
causing the
project to run
over budget.
A number of
1. Rebudget
things could
cause budget to
be higher.
Company
Informatio Power outage, 1. Access data All project members Med. High
server could n Risk
hardware failure. that was saved and clients.
crash causing
in another
data loss.
location.

MG 417 GroupSeven
R32 8
Natural
disaster
Natural
Environm Tornado,
1. Salvage as
disaster such ental Risk earthquake,
much as
as a tornado,
flood, hurricane. possible.
flood,
hurricane
could affect
the project.
R3
Travel
costs
Traveling to Resource
meet clients Risk
could cause
the budget to
be inflated.
R19 10 Civil or
terror
disruption
s.
Driving or flying
on multiple
occasions to
meet out of
state or out of
country clients.
All members
Low High
involved in project.
1. Setup
Shirley Hicks,
meetings
Project Manager
through Skype
or other online
utilities.
An
Resource A crazed lunatic 1. Pray
unexpected Risk
calling himself
civil or terror
"The Joker"
crisis could
could come into
affect the
our office and
project.
shoot all
employees.
Appendix II
N
Low Med.
All members
Low High
involved in project.
MG 417 GroupSeven

Top 10 Risks June 20, 2012
Risk
Event
This Month
Last Month
Number of Months in Top 10
Risk Resolution Progress
R42
Employee Matt Sledge was

ill for half a week.
R13
Delayed schedule due to

illness.
R18
Employee Perry Taylor has

been deployed to Iraq.
R18
Employee Frank
Delathouder went on strike
and quit the team.
R19
Project Manager Shirley

Hicks had family visiting
from out of town and
disappeared for a week.
R18
Employee Perry Taylor has

quit the team.
Appendix JJ
MG 417 GroupSeven

Probability/Impact Matrix for

Coastline Consulting
Probability Impact Matrix June 27, 2012
Appendix KK
high
Probability
Risk 9
medium
Risk 5
Risk 6
Risk 8
Risk 10
low
low
medium
Impact

Figure 9 Illustration - Probability Impact Matrix

Risk 1
Risk 2
Risk 3
Risk 4
Risk 7
high

MG 417 GroupSeven


Software Project Management Plan (SPMP) (Version 3) July 4, 2012
Appendix LL
Introduction
Project Overview
Coastline Systems Consulting currently initiates incoming service requests by a simple age-old method - whoever
picks up the phone or receives an email first starts the paperwork. Each department maintains its own records
with no way of quickly checking on the status of work. This often results in duplicated work and wasted effort.

By developing a centralized database with client service histories and contact records, records of client hardware
and software installations and time tracking records with web-based user-group specific dashboards, it should be
possible to streamline company record-keeping, reduce duplicate effort, make better use of technician time,
deliver better results and increase customer satisfaction.

Project Deliverables
Server-based database.
Web-based user interface system with customizable restricted-access user groups.
Help system.
Training and tutorial system.

Evolution of the SPMP
The first proposal was simply for a client service request system, but the staff at Coastline Systems Consulting
quickly realized that adding records of installed hardware and software, a means of recording time and technician
effort, and client self-service areas could lead to significant reductions in service costs.

Reference Materials
None.

Definitions and Acronyms
No project specific definitions on acronyms.

Project Organization
Process Model
Iterative development model

Organizational Structure
Anna Kelly, Information System Development Lead
Database Development
Doug Drake, Dane Wagner
Interface Development
Travis Munroe, Anna Kelly
Help System & Training Development Team
Ben Logan, Anna Kelly
Testing, Database Jeff Summers
Testing, Interface Kathy Grey
Quality Assurance Team
Jeff Summers, Kathy Grey

Organizational Boundaries and Interfaces
The boundaries and interfaces between the project team members are as follows:
The different roles shall interact with each other.
Each group will talk regularly to ensure all project deliverables are on schedule.
MG 417 GroupSeven


Appendix MM
Each team member shall be at the meeting to interact with other team member and discuss the
progress.
Documentation will be created by each team member as the work is done, in correlation to
skeletal plans written by the help system & training development team.
The quality assurance team will work with the testing team to ensure the problems and bugs are
being recorded and addressed.

Managerial Process
Planning, Tracking and Reporting requirements
All development shall be coordinated and monitored by the Project Lead. Reporting to be done by individual team
members as issues arise.
The Project Lead will be responsible for tracking completion rates and budgets.

Assumptions, Dependencies, and Constraints
The information system development project will be done in and around Coastline Systems Consultings regular
work during regular business hours. Work schedules may slide if outside work gets busy.

Prioritizing Requirements:
All requirements will be designated as 1, 2 or 3 for mandatory, desirable or nice-to-have, respectively. Emphasis
shall be placed on meeting all mandatory requirements, followed by desirable and then nice-to-have
requirements.

Risk Management
The technical risks of this project are to be dealt with through careful delineation of the project,
use of well established web-based portal development techniques, a standardized database type
(SQL) and careful documentation, testing and quality control.
The management risks posed by an inexperienced project lead are to be dealt with by careful
planning, use of a mentoring relationship between the project lead and the company president
and sponsor, Peter Charles, use of planning tools, and close adherence to GroupSeven
Consultings project plan and execution advice.
The financial risks are to be dealt with through use of a project management cash flow analysis
package.
Contractual and legal risks on this project are minimal as the work is being done in-house.
The personnel risks for this project include an inexperienced Project Lead (compensated by
depth of experience among other staff members), possible family emergencies, unqualified
personnel, illness, labor disruptions, personnel leaving the firm, and death.

Monitoring and Controlling Mechanisms
Project Lead will check in with project team members at least once a day to identify problems, solve problems and
update the job status board.

Staffing Plan
See the Organizational Structure on previous page.

Technical Process
Methods, Tools, and Techniques
Software development environment Eclipse IDE.
Software development process build out software plan and UML diagrams in Visio 2010. Import using Argo UML
to Eclipse for expansion and completion.
Version control to be handled through the Coastline Systems Consulting GitHub repository.
Use Eclipse Test Unit for testing and quality control.
Software Documentation
Software will be commented to clearly indicate purpose of each section in a manner that can be understood by a
non-technical person, with a link to a stub help file within the software development environment.

MG 417 GroupSeven


Appendix NN
Project Support Functions

Configuration management PHP databases to match specifications detailed by Coastline Systems Consulting Systems
Administrator
Web interface to adhere to W3C best practices and recommended development standards.
Quality Assurance, verification and validation site performance to be verified by use of Benchmark testing
software.

Work Packages, Schedule, and Budget
Work Packages
See Milestone chart (Appendix XX) for schedule and task breakdown.
Dependencies
See Project Gantt chart (Appendix XX) for schedule and task breakdown.
Resource Requirements
See Project Gantt chart (Appendix XX) for schedule and task breakdown.
Budget and Resource Allocation
The Resource Histogram (Appendix XX) for allocation.
Schedule
th
th
The entire project is to be completed in six weeks, starting on June 17 2012 and finishing on July 30 2012.

MG 417 GroupSeven

Earned Value June 20, 2012
Appendix OO

!'#$%$$$!!
!'$$%$$$!!
456!
!&#$%$$$!!
756!
!!!6)8)19:;+!<19**+=!>91)+!?<>@!
!&$$%$$$!!
!!!6)8)19:;+!5AB)91!6CDB!?56@!
!!!6)8)19:;+!49E*+=!>91)+!?4>@!
!#$%$$$!!
!"!!!!
()*+!&",!
()*+!-"&.!
()*+!&/"'0! ()*+!'#!"!()12!
&!
()12!'!"!-!
()12!&$!"!&/!
()12!&,!"!'#!
()12!'#!"!3&!

Figure 10 Earned Value chart

Earned Value Calculations for Project Name

Prepared by:
Date:
Note: Change the entries to meet your project needs. This data is from Figure 7-4 of Schwalbe's text Information Technology Project Management, Fourth Edition.
Also make sure the formulas work properly based on the data you enter.
Activity
Initiating
Planning
Executing
Information Management System
Web Interface
Data Base
Help System
Training and Tutorial System
Train users
EAC
BAC
Monthly Planned Value (PV)
Cumulative Planned Value (PV)
Monthly Actual Cost (AC)
Cumulative Actual Cost (AC)
Monthly Earned Value (EV)
Cumulative Earned Value (EV)
Project EV as of July 1
Project PV as of July 1
Project AC as of July 1
CV=EV-AC
SV=EV-PV
CPI=EV/AC
SPI=EV/PV
Estimate at Completion (EAC)
Estimated time to complete
June 1-8
3,000
1,000
June 9-16
3,000
3,000
June 17-24
June 25 - July 1
July 2 - 9
July 10 - 17
July 18 - 25
July 25 - 31
4,000
8,000
4,000
3,000
8,000
8,000
4,000
5,000
8,000
7,000
5,000
5,000
5,000
7,000
5,000
5,000
4,000
6,000
16,000
19,000
4,000
10,000
26,000
45,000
2,000
7,000
14,000
22,000
2,000
9,000
23,000
45,000
4,000
6,000
11,040
13,680
4,000
10,000
21,040
34,720
34,720
45,000
45,000
(10,280)
(10,280)
77.156%
77.156%
194,412 (original plan of $150,000 divided by CPI)
10.37 (original plan of 8 eight day periods divided by SPI)
25,000
70,000
25,000
95,000
22,000
117,000
3,000
7,000
5,000
8,000
10,000
194,412
150,000
33,000
150,000
4,000
6,000
4,000
2,000
$
$
$
$
To Date Planned
Actual
PV
% Complete % Complete
6,000
100
100
4,000
100
100
100
75
100
75
32,000
100
83
43,000
100
90
27,000
100
80
28,000
100
80
10,000
100
50
RV
100%
100%
133%
133%
83%
90%
80%
74%
40%
EV
6,000
4,000
26,560
43,000
27,000
28,000
10,000
144,560

Figure 11 Earned Value calculations

MG 417 GroupSeven


Status Report July 12, 2012
Appendix PP
Reporting Period: June 11 July 12

Title of Change Request: Development Schedule change

Work completed this reporting period:
Team contract, scope statement, stakeholder analysis, statement of work, WBS, Gantt chart, network diagram,
quality assurance plan, project organization chart, responsibility assignment matrix, resource histogram,
communications management plan, project description, change request form, list of prioritized risks, risk register,
top 10 risk item tracking, cost estimate, probability impact matrix, project management plan. The coastline
employees completed all of their deliverables during this time frame as well.

Work to complete next reporting period:
Earned value data and chart, tracking Gantt chart, issue log, client acceptance form, lessons learned report,
prepare report and the presentation.

Whats going well and why:
Communication between group members has picked up substantially with the amount of work that is being due.
We are using our mentor successfully and being provided quality, valuable information from him. Overall,
everything is on course.

Whats not going well and why:
Weve had two group members quit, leaving us with four people. Team member workload has increased due to
fewer people. Budget costs appear to be increasing and we are potentially behind schedule. At the time of writing
this I cant confirm but it looks like a good possibility.

Suggestions/Issues:

Make time constraints conservative and not optimistic.

Project changes:

Universal accessibility now required.
MG 417 GroupSeven

Issue Log
Prepared by: Anna Kelly, Project Lead Date: July 13, 2012

Issue Issue
Impact on
Date
Reported
#
Description
Project
Reported By
1 Current
Estimated 4 06/30/12 Johnathan
external user additional
McCants
interface design days required
in compliance for
with Americans implementati
with Disabilities on.
Act.

2

3
Appendix QQ
Assigned Priority
To
(M/H/L) Due Date
Travis
07/07/12
Munroe

Status
Comments
25%
Major omission
complete
Etc.
MG 417 GroupSeven
Tracking Gantt Chart June 30, 2012
Appendix RR

Figure 12 Tracking Gantt chart

MG 417 GroupSeven

Client Acceptance/Project Completion Form June 20, 2012
Appendix SS


I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on behalf of our
organization. My (Our) signature(s) attest to my (our) agreement that this project has been completed. No further work
should be done on this project.

Name
Title
Signature
Date
Peter Charles
President

June 20, 2012

Was this project completed to your satisfaction?

[X] Yes [ ] No
Please provide the main reasons for your satisfaction or dissatisfaction with this project.
The project results have met and exceeded my expectations. GroupSeven Systems worked diligently alongside
members from Coastline throughout the duration of the project. GroupSeven Systems, under the leadership of
Shirley Hicks, planned the project exceptionally well and we at Coastline were able to execute it with minimal
issues. We thank everyone involved for their hard work.

Please provide suggestions on how our organization could improve its project delivery capability in the future.
One suggestion would be to try and allocate time more efficiently. A lot of the work came down to crunch time.
Also, we underestimated the amount of traffic the new web-based client service information request system
would generate. Being able to plan and potentially have a contingency plan in place order to deal with the increase
in business in the future would be beneficial.

Thank you for your inputs.

MG 417 GroupSeven
Lessons Learned Report July 23, 2012
Appendix TT
Project Sponsor: Peter Charles

Project Dates: June 4 July 28
Final Budget: $194,412

Did the project meet scope, time, and cost goals?
The project successfully met scope and goal; however, we were over-budget by $44,412. We were also one month
late completing all required work.

What was the success criteria listed in the project scope statement?
The following statement outline the project scope and success criteria:
a. Functional database with subsections for client contact and address data, general notes, client service
history, client service call status, client hardware records, staff time entries and service codes which runs
with no crashes in a one month period.
b. Well-designed, secure, functional web interfaces for clients, staff and management with functions as
detailed in Product Characteristics and Requirements.
c. A help system that helps users answers questions about the system.
d. Tutorials and training for use by both the Coastline Systems staff and their clients.

Reflect on whether or not you met the project success criteria.
Success criteria were met due to a new, functional database being implemented for employees and customers
alike. The customer response system works as intended, giving customers the ability to report problems directly to
us through a web-based utility. The training tutorials for staff and clients effectively provided the intended results.

In terms of managing the project, what were the main lessons your team learned?
The main lessons we learned include the following:
1. Good communication was absolutely important for the success of the project. There were many tasks that
needed to be completed for the project to be successful. Being able to communicate effectively between
the GroupSeven employees and Coastline employees was crucial in order to gauge where we were
throughout the life of the project.
2. The weighted decision matrix proved very useful in deciding which route the Coastline people should take
to develop the CRM system. The matrix provided valuable details in determining that an off- the-shelf
software package would be the best option.
3. Good planning proved to be very beneficial in the long run. By using Microsoft Project for our Gantt chart,
we were able to easily track the progress of the project, who was doing what, and when each deliverable
was due.
4. Having two employees quit during the middle of the project proved to be problematic. This issue created
more work for the remaining team members at GroupSeven Systems and caused some stress. However,
due to good communication and determination, we were able to complete everything on time.

Describe one example of what went right on this project.
Our mentor, Wayne Harmon proved to be a valuable ally in completing the project. The combination of his skill,
experience, and insights provided us at GroupSeven Systems the necessary information in completing the project.

Describe one example of what went wrong on this project.
Communicating only through email early in the project life was an issue for the development of the project. This
mode of communication was slower than voice calls or face to face meetings. Based on our experience, we would
suggest writing and composing a scenario before starting.

MG 417 GroupSeven


Appendix UU
What will you do differently on the next project based on your experience working on this project?
Make time constraints conservative and not optimistic. Its important to talk initially and find out who has
experience with the field and who has the most experience. Peer examples are very beneficial. Having the option
to look at what has been completed in the past when reviewing what is expected helps a lot. Have more than one
person available for the class. Real life events will occur but its hard to plan for them.

2

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2

Uploaded by

Copyright:

Available Formats

MG

Coastline Systems Information System Project

Team Project Grading Form

Project Report Contents & Format (in this order)

Executive Summary (include results and $ costs and $ benefits)

List of figures, illustrations, and tables

Body PM process groups

Monitoring and Controlling

Methods and procedures

Discussion of Value Provided by Mentor

Appendix (to include documents / completed templates - see following page)

Coastline Systems Information System Project

prepared by Matt Sledge

2752 Dorset Rd., Unit #12

prepared by Matt Sledge

2752 Dorset Rd., Unit #12

Coastline Systems Information System Project

Executive Summary ..... Error! Bookmark not defined.

Quality Assurance Plan . Error! Bookmark not defined.

List of figures, illustrations, and tables ......................... 3

Organization Chart ..................................................... V

Responsibility Assignment Matrix .............................. W

Project Management Process Groups ......................... 5

Resource Histogram ................................................... X

Methods and Procedures ........................................... 8

Communication Plan .................................................. Y

Mentor Value ............................................................. 9

Project Description ................................................... BB

Change Request Form ............................................. DD

Change Request Form .............................................. EE

Change Request Form .............................................. FF

Kickoff Meeting ......................................................... A

List of Prioritized Risks ............................................ GG

Business Case ............................................................. B

List of Prioritized Risks ............................................ HH

Project Charter .......................................................... D

Top 10 Risks .............................................................. JJ

Probability Impact Matrix ......................................... KK

Weighted Decision Matrix ......................................... F

Software Project Management Plan (SPMP) (V3) ..... LL

Team Contract .......................................................... G

Earned Value ........................................................... OO

Scope Statement ........................................................ I

Status Report ........................................................... PP

Statement of Work ...................................................... J

Issue Log ................................................................. QQ

Stakeholder Analysis .................................................. L

Tracking Gantt Chart ................................................ RR

Work Breakdown Structure (WBS) ............................. N

Client Acceptance/Project Completion Form ............ SS

Gantt Chart ............................................................... O

Lessons Learned Report ........................................... TT

Network Diagram .......... Error! Bookmark not defined.

Coastline Systems Information System Project

List of figures, illustrations, and tables

prepared by Shirley Hicks

Figure1 Business Case Financials ........................................................................................................................ Appendix D

Coastline Systems Information System Project

prepared by Cole Smith

Coastline Systems Information System Project

Project Management Process Groups

prepared by Cole Smith

Coastline Systems Information System Project