ODESSA MOBILE TECHNOLOGY PROJECT

ODESSA MOBILE TECHNOLOGY PROJECT

Project Plan
Odessa Mobile
Technology Project
Author: Debbie Whitson
Creation Date: 7/10/03
Last Revised: 7/10/03
Version: 1.0

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INTRODUCTION

Purpose of Plan

The Odessa Mobile Technology project plan will give meaning to the project,
including project goals and objectives. In addition, the plan will be completed as an
agreement between the meetings: the project sponsor, the steering committee, the
project manager, the project team and other personnel involved in, or potentially
affected by, the project.

The Project Plan defines the following:

 Project purpose
 Business and project goals and objectives
 Scope and expectations
 Roles and responsibilities
 Assumptions and constraints
 Project management approach
 Ground rules for the project
 Project budget
 Project timeline
 The conceptual design of new technology

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Project Approach

The goals and commercial goals of this project are focused on delivering
portable innovation:

For example:

Phase I: Secure agreement with vendors

Phase II: Order/Install Equipment
Phase III: Install/Test Software
Phase IV: Conduct Hardware/Software Testing
Phase V: Conduct Training

Phase X: Secure Equipment

Define the phases in more detail.

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GOALS AND OBJECTIVES

Business Goals and Objectives

The business goals and objectives for this project will focus on implementing
mobile technology that:

 Improves officer, firefighter and citizen safety.

 Facilitates coordination and information sharing both internal and external to
the participating organizations.
 Enhances the ability and effectiveness of staff to perform their jobs.
 Facilitates coordinated crime prevention and reduction.
 Provides high levels of data security.
 Provides an open, flexible, reliable technology base for the future.
 Facilitates the electronic capture of data at its source.
 Is easy to use.
 Eliminate redundant data entry throughout the organization.

Project Goals and Objectives

Sample project goals and objectives:

 Ensure that end users have input into the design process.
 Accomplish project business goals and objectives within defined budget and
time parameters.
 Minimize impact to standard business operations within the affected units.
 Craft a favorable and secure agreement between the Department and the
selected vendor.

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SCOPE

Scope Definition

The Project will introduce new mobile technology; including the following:

 35 mobile devices
 Digital CAD dispatch software
 Car to car messaging
 Internet access (?)
 Automated field reporting software
 GPS/AVL for automated dispatch

Including the following interfaces:

 CAD
 RMS
 AFR
 TLETS/NCIC/NLETS

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Items Beyond Scope

The project does not include the following:

 Devices in supervisor vehicles

 Desktop hardware upgrade or replacement
 Printers

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Risk Assessment

The Basic Risk Assessment (next page) aims to identify, identify, organize and
record a moderation approach that faces the perceived dangers before the
project starts.

The risk assessment must always be monitored and updated throughout the life
of the project. The monthly status reports are retrieved in the status report (see
Communication Plan) and can be corrected by the project manager.

As the project authority needs to establish discharge approaches (in terms of the
risk assessment effect, the project's ability to identify them and the ability to
mitigate them), it is important to allow time for each committee meeting. Point
out, point out new dangers and discuss relief measures.

The Project Manager will forward the required changes and opportunities to the
Steering Committee on a monthly or as often as possible basis, as conditions
dictate.

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 Initial Project Risk Assessment

Risk Risk Level Likelihood Mitigation Strategy

L/M/H of Event
Project Size
Person Hours H: Over 20,000 Certainty Assigned Project Manager,
engaged consultant,
comprehensive project
management approach and
communications plan
Estimated Project Schedule H: Over 12 months Certainty Created comprehensive project
timeline with frequent baseline
reviews
Team Size at Peak H: Over 15 members Certainty Comprehensive communications
plan, frequent meetings, tight
project management oversight
Number of Interfaces to H: Over 3 Certainty Develop interface control
Existing Systems Affected document immediately
Project Definition
Narrow Knowledge Level M: Knowledgeable of Likely Assigned Project Manager(s) to
of Users user area only assess global implications
Available documentation M: More than 75% Likely Balance of information to be
clouds establishment of complete/current gathered by consultant
baseline
Project Scope Creep L: Scope generally Unlikely Scope intially defined in project
defined, subject to plan, reviewed monthly by three
revision groups (Project Manager and
Steering Committee) to prevent
undetected scope creep
Consultant Project L: Well defined Unlikely Included in project plan, subject
Deliverables unclear to amendment
Vendor Project M: Estimated, not Somewhat Included in project plan, subject
Deliverables clearly defined likely to amendment

Cost Estimates Unrealistic L: Thoroughly Unlikely Included in project plan, subject

predicted by industry to amendment as new details
experts using proven regarding project scope are
practices to 15% revealed
margin of error
Timeline Estimates M: Timeline assumes Somewhat Timeline reviewed monthly by
Unrealistic no derailment likely three groups (Project Manager
and Steering Committee) to
prevent undetected timeline
departures

Number of Team Members L: Team well versed in Unlikely Project Manager and consultant to
Unknowledgeable of business operations identify knowledge gaps and
Business impacted by technology provide training, as necessary
Project Leadership
Steering Committee L: Identified and Unlikely Frequently seek feedback to ensure
existence enthusiastic continued support
Absence of Commitment L: Understands value & Unlikely Frequently seek feedback to ensure
Level/Attitude of supports project continued support
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Management
 Risk Risk Level Likelihood Mitigation Strategy
L/M/H of Event
Absence of Commitment L: Understands value & Unlikely Frequently seek feedback to ensure
Level/Attitude of Users supports project continued support
Absence of Mid- L: Most understand Unlikely Frequently seek feedback to ensure
Management Commitment value & support project continued support
Project Staffing
Project Team Availability M: Distributed team Somewhat Continuous review of project
makes availability likely momentum by all levels.
questionable Consultant to identify any impacts
caused by unavailability. If
necessary, increase committmment
by participants to full time status
Physical Location of Team M: Team is dispersed Likely Use of Intranet project website,
prevents effective among several sites comprehensive Communications
management Plan
Project Team’s Shared M: Some have worked Somewhat Comprehensive Communications
Work Experience creates together before likely Plan
poor working relationship
Weak User Participation on L: Users are part-time Unlikely User Group Participants
Project Team team members coordinated by full time employee
Project Management
Procurement L: Procurement Unlikely N/A
Methodology Used foreign Methodology familiar to
to team team
Change Management L: Well-defined Unlikely N/A
Procedures undefined
Quality Management L: Well-defined and Unlikely N/A
Procedures unclear accepted
Software Vendor
Number of Times Team H: Never Certainty A comprehensive vendor
Has Done Prior Work with evaluation and selection process
Vendor Creates Foreign (incorporated into Project Plan) will
Relationship be employed to predict and define
the relationship between the
department and the vendor
Team’s Lack of Knowledge M: Conceptual Somewhat Comprehensive vendor evaluation
of Package understanding likely and selection process incorporated
into Project Plan will assist the
team in better understanding the
package offering(s)

Poor Functional Match of L: Minimal Unlikely Although a package has not yet
Package to Initial System customization required been selected, the Consultant has
Requirements compared the initial requirements
with available functionality and
determined that a functional match
to the initial requirements is very
likely. Vendor selection will be
based, in part, on how well the
proposed application matches
defined functional specifications.
Team’s Involvement in L: High involvement in Unlikely Comprehensive vendor evaluation
Package Selection Impacts selection and selection process incorporated
Success of Implementation into Project Plan 8
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ASSUMPTIONS

Project Assumptions

The following assumptions were made when preparing the project plan:

Representative OPD representatives can change business tasks to take

advantage of the utility, which offers new portable innovations.

The management of Gerência will ensure that the project colleagues are as
expected available to meet the project's tasks and objectives.

The Steering Committee is involved in the useful implementation of the project

plan (ie approved cycles and, if necessary, appropriate meetings).

If the expected change is not detected within the deadline set in the project,
project delays occur.

Colleagues Project colleagues will follow the communication plan.

Administration The middle and high administrative administration will promote

the support and the "purchase" of the goals and objectives of the project.

City The city will guarantee an innovative structure that can reinforce the new
portable innovation.

Each project member retains the rules set out in this plan.

Plan The project plan may change as new data and problems are discovered.

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 Project Constraints
The partners discuss the identified boundaries of the project;

Sources The sources for project grants are limited and not possible.

The idea of legal requirement means that the accessibility of the assets is inconsistent

Related Projects
None known.

Critical Project Barriers

In contrast to the dangers, the fundamental obstacles to the project are unrealistic problems that
can be damaged by project stimulation. In this project are the following basic obstacles:

Abolition of project funds

Natural or natural warfare.

In this case, the project plan is invalid.

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Project Management Approach

Project Roles and Responsibilities

Role Responsibilities Participant(s)
 Ultimate decision-maker and tie-breaker Insert Name
Project
 Provide project oversight and guidance
Sponsor
 Review/approve some project elements

 Commits department resources Insert Names

Steering
 Approves major funding and resource
Committee
allocation strategies, and significant
changes to funding/resource allocation
 Resolves conflicts and issues
 Provides direction to the Project Manager
 Review project deliverables

Project  Manages project in accordance to the Debbie Whitson

Manager project plan
 Serves as liaison to the Steering Committee
 Receive guidance from Steering Committee
 Supervises consultants
 Supervise vendor(s)
 Provide overall project direction
 Direct/lead team members toward project
objectives
 Handle problem resolution
 Manages the project budget

Project  Understand the user needs and business To be identified by Steering

Participants processes of their area Committee
 Act as consumer advocate in representing
their area
 Communicate project goals, status and
progress throughout the project to
personnel in their area
 Review and approve project deliverables
 Creates or helps create work products
 Coordinates participation of work groups,
individuals and stakeholders
 Provide knowledge and recommendations
 Helps identify and remove project barriers
 Assure quality of products that will meet
the project goals and objectives
 Identify risks and issues and help in
resolutions

Subject  Lend expertise and guidance as needed To be identified by Steering

Matter Committee
Experts

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Issue Management

The data included in the project plan is likely to change as the project
progresses. Keep in mind that any progress in the project plan will affect one of
the three most important success factors, even if the change is correct and
necessary: available time, available resources (financial), personal quality or
project quality. The possibility of making changes to the project plan (taking into
account the quality of the project and the assets) should be facilitated by the
monitoring procedure. If a distinction is made that affects the scope of the
project, the plan, staff, or cost, the project manager will report the problem. The
project manager reviews the change and decides on the impact of the project
and forwards the problem, together with a recommendation, to the Steering
Committee for review and selection. Upon receipt of the application, the Steering
Committee will agree on whether it supports, rejects or modifies the application,
depending on the data available at the project site, the recommendation of the
project manager and its own criteria. If the Steering Committee cannot agree to
change or refuse changes, the problem will be sent to the Project Sponsor,
together with a summary of the problem, to achieve serious goals. If required
during the election campaign or due to lack of agreement, the project sponsor
will investigate the problem or issues and make a final decision to support or
refrain from changes. Upon approval or withdrawal (by the Steering Committee
or the Project Sponsor), the Project Manager will inform the Applicant of the
change made. There is no intrigue procedure there.

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 Communications Plan
The dissemination of project information is crucial to the success of the project.
Project members need information about the status of the project and its
implications. They are also interested in participating. The more people are
informed about the progress of the project and how it will help them later, the
more likely they are to be interested and beneficial. This plan provides a
framework for training, involvement and purchase of all members during the
project. This correspondence plan is aimed at the following target groups:

 Project Sponsor
 Steering Committee
 Project Manager
 User Group Participants
 Subject Matter Experts

Communications Methodology
The communications methodology utilizes three directions for effective
communication:

From top to bottom it is important that all members of this project feel the official help
and guidance for these efforts. The official initiative of the association must speak with
an encouraging voice about the project and what it shows all involved. This will change
the practical framework with the possibility of effectiveness. Employees should not
speak directly to all grades of the association, but must listen to all pay grades of the
association.

The progress of the project, which is now applying community council practices to the
planned practices of tomorrow, is driven by secure and assertive management that
focuses on dreams and is geared to quantifiable goals that have a unique character.

The basis for ensuring the initial investment and safety of the workforce in relation to
the behavior of the proposed changes in life will be essential to communicate the way
in which the arrangements were made. If, in the opinion of the association, the
proposed Steering Group has made the proposed changes, this will be an obstacle.
However, when it is understood that all members have been informed, the recognition
seems even more exciting.

In order to achieve insurmountable improvements, comprehensive support is needed at

all levels where progress needs to be made. At this level (as at all levels), the specific
benefits of finding and communicating change need to be sought. The individual
participation of individuals is required to practice the project at the meeting.

The following exchange area is a summary of the matching events created for
this project;

Monthly Monthly Status Reports the Project Manager submits Monthly Status
Reports to the Steering Committee. The reports contain the data attached to the
project plan;

- Summary of the tasks performed in the previous month.

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- Summary of tasks reserved for the following month

- Summary of status and problem objectives

Monthly Steering Committee Meeting These status meetings are held once a
month and are chaired by the project manager. Everyone is interested in the
Steering Committee meeting. The project manager sends the status report to all
members of the group who arrive before the pickup time so everyone can
preview it. Bi-monthly Project Team Status Meetings These status meetings take
place monthly. All members of the project team are invited to be interested in the
meeting. The project manager sends the status report to everyone in the group
who precedes the meeting so that anyone can examine it in advance. User
group users can use the site and experts in the field to update each month
according to the outline of the project manager. The data will be presented on
the project website.

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