PM10G Participant Handout V1.0

PM10G Case Study Handout
PM10G Participant Handout

Table of Contents
Module 1 Case Study Handout .................................................................................................. 3
Module 4 Case Study Handout ................................................................................................12
Module 5: Case Study Handout ...............................................................................................15
Module 7 Case Study Handout ................................................................................................31
Module 8: Case Study Handout ...............................................................................................33
Module 9: Classroom Activity Handout ...................................................................................35
Module 10: Case Study Handout .............................................................................................36
Module 12: Project Management Personal Action Plan .........................................................46
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© 2017 IBM Corporation
Module 1 Case Study Handout
Name of project: AiOne Wireless LAN Upgrade Project
Background:
AiOne is an established smartphone manufacturer. Recently, the company has
experienced rapid growth due to their successful smartphone launches. As a result,
it has emerged to be a major player in Africa, Europe, and Asia-Pacific. Global
growth in AiOne has led to a rise in recruitment and investment.
However, this sudden growth has also led to several internal issues. One of the
major issues that AiOne is experiencing is related to network connectivity. They are
dependent on their Local Area Network or LAN for their network requirements, and
their Wireless Local Area Network or WLAN capability is limited and outdated. It is
not adequate for the present needs and future requirements of AiOne.
To address this issue, AiOne has signed an agreement with IBM to implement
wireless upgrades and enhancements to provide complete wireless network services
and coverage at AiOne offices and facilities.
Scope:
The scope of the WLAN Upgrade project involves providing AiOne with best-of-breed
wireless network coverage that delivers an easy-to-use customer experience. The
deal with IBM will help AiOne gain:
• Increased WLAN capacity.
• Improved network availability.
• Broader guest access.
• Enhanced security.
• Mobile device access.
The project involves implementing wireless upgrades for half a million employees in
Europe in the next two quarters. Depending on the success of the project, AiOne will
decide whether to request IBM to implement wireless upgrades in Africa and Asia-
Pacific regions.
Goals and objectives:

Going forward, Wi-Fi will become a primary service, and we need to ensure we are
not preventing the business from working smarter by investing in refreshes and
upgrades now.
The goal of the project is to provide all AiOne offices across Europe with reliable Wi-
Fi signal, coverage, and speed. This will allow AiOne employees mobility across
different office locations.
It is important to have good Wi-Fi coverage now as it future-proofs the infrastructure.

AiOne wants to deploy laptops and mobile devices in the future; having good Wi-Fi
coverage and network is mandatory for deploying these devices.
The project objectives are:
3
• Implement WLAN upgrades across AiOne offices in Europe.

• Upgrade old Wi-Fi devices to new ones to boost network and connectivity.
• Ensure AiOne employees can access mobile devices using WLAN.
• Provide support to AiOne employees for one year after the upgrade.
Requirements:
AiOne wants the following services from IBM:
• Migrating from the old WLAN infrastructure to the new model.
• Implementing a new visitor WLAN service for visitors, clients, and stakeholders.
• Connecting all local AiOne internal sites to a new visitor WLAN service.
• Providing tech support to AiOne for one year after the WLAN upgrade.
Benefits:
Through this agreement, AiOne will be able to avail the following benefits:
• Enable employees to access a robust and reliable wireless network to help them
do their daily work and access tools and services, including email, chat, meetings,
and intranet.
• Tackle and meet the growing demand for a stable network that will cater to half a
million employees.
• Increase network speed, boosting productivity.
• Enable employees to access their mobile devices in office.
• Save cost in the long run from the sunset of on-premise network infrastructure.
Timeline:
AiOne requires IBM to start work on the project from October and expects IBM to
complete the WLAN upgrades by end of March.
Reference:
IBM’s internal WLAN upgrade project in Europe will act as a reference for the project
and will be showcased to the project stakeholders.
Challenges:
• The project caters to half a million AiOne employees.
• The project timelines are tight. AiOne does not want to waste time and expects
WLAN upgrade to be deployed in the next six months.
4

AiOne LAN Upgrade Project Social Contract Template
What do we value?
What is important?
What is the team structure?
What could make this team powerful?
What can we expect from one another?
What are negative experiences we want to avoid?
End of document
5
AiOne LAN Upgrade Project Team Charter Template
Introduction
Purpose
Scope
Plan for review and agreement
Team performance objectives
Team structure
Rules of behavior
Behaviors
Timeliness
Respect
Commitment
Openness
Availability
Others
Rules of engagement
Meeting protocols
Decision making
6
Discussion protocols
Escalation procedure
End of document
7
Case study 3-1

AiOne Wireless LAN Upgrade Project Committee
To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

From: Chief Information Officer, AiOne Company
Title: Expectations for AiOne Wireless LAN Upgrade Project
Date: 1 September
Hi,
Thank you for taking up this project.
As you know, our current WLAN capability is not adequate for the present needs and
future requirements due to the rapid growth of AiOne. Therefore, we plan to
implement wireless upgrades and enhancements to provide complete wireless
network services and coverage and to deliver an easy-to-use customer experience
at AiOne offices and facilities.
Besides, we’re planning to provide laptops and mobile devices to our employees. We
hope the WiFi coverage and network could allow AiOne employees mobility across
different office locations, as well as provide increased capacity, improved availability,
broader guest access, and enhanced security.
Regards,
Chief Information Officer
AiOne Company
8
Case study 3-2

AiOne Wireless LAN Upgrade Project Overview and Objectives
Network Infrastructure Lead AiOne Company

Going forward WiFi will become a primary service, and we need to ensure we are
not preventing the business from working smarter by investing in refreshes and
upgrades now.
The goal of the project is to provide all AiOne offices across Europe with reliable
WiFi signal, coverage, and speed. This will allow AiOne employees mobility across
different office locations.
It is important to have good WiFi coverage now as it future-proofs the infrastructure.
AiOne wants to deploy laptops and mobile devices in the future and having good
WiFi coverage and network is mandatory for deploying these devices.
Objectives:
• Implement WLAN upgrades across AiOne offices in Europe.
• Upgrade old WiFi devices to new ones to boost network and connectivity.
• Ensure AiOne employees can access mobile devices using WLAN.
• Provide support to AiOne employees for one year after the upgrade.
Scope:
The scope of the WLAN upgrade project involves providing AiOne with best-of-breed
wireless network coverage that delivers an easy-to-use customer experience. The
deal with IBM will help AiOne gain:
• Increased WLAN capacity.
• Improved network availability.
• Broader guest access.
• Enhanced security.
• Mobile device access.
The project involves implementing wireless upgrades for half a million employees in
Europe in the next two quarters. Depending on the success of the project, AiOne will
decide whether to request IBM to implement wireless upgrades in Africa and Asia-
Pacific regions.
9
Benefits:
Through this agreement, AiOne will be able to avail the following benefits:
• Enable employees to access a robust and reliable wireless network to help them
do their daily work and access tools and services, including email, chat, meetings,
and intranet.
• Tackle and meet the growing demand for a stable network that will cater to half a
million employees.
• Increase network speed, boosting productivity.
• Enable employees to access their mobile devices in office.
• Save cost in the long run from the sunset of on-premise network infrastructure.
10
Case study 3-3

AiOne Wireless LAN Upgrade Project Requirements and Challenges

From: Technical Lead
Title: Requirements and Challenges for AiOne Wireless LAN Upgrade Project
Date: 8 September
Here are the requirements for the AiOne Wireless LAN Upgrade Project.
Requirement 1: Due to the rapid growth AiOne recently, a number of sites around
Europe need to be upgraded to the latest wireless hardware with some locations
requiring increased coverage.
• Connecting all sites to a new WLAN service
Requirement 2: AiOne wants to deploy laptops and mobile devices in the future and
having good WiFi coverage and network is mandatory for deploying these devices.
• Migrating from the old WLAN infrastructure to the new model
Requirement 3: Apart from device and infrastructure refresh, currently available
wireless network providing Internet access for company’s guests will be replaced by
an enhanced solution. Once the new WLAN service is generally available, it will be
applied on the sites across the region.
• Connecting all local AiOne internal sites to a new visitor WLAN service
Requirement 4: Provide tech support to AiOne for one year after the WLAN
upgrade.
Meanwhile, some challenges need to be taken into consideration:

• The project caters to half a million AiOne employees.
• The project timelines are tight. AiOne does not want to waste time and requires
IBM to start work on the project from October and expects IBM to complete the
WLAN upgrades by end of March.
Regards,
Technical Lead
IBM
11

Case study 4-1
AiOne Wireless LAN Upgrade Project Epics and Deliverables

From: Iteration Manager
Title: Epics and deliverables for AiOne Wireless LAN Upgrade Project
Date: 15 September
Based on the requirements, here is a summary of some epics that we discussed

yesterday:
1. Implement support function. We need to migrate about 1,000 old WLAN
infrastructure to the new model. It refers to newer Wireless LAN controller
code and increased bandwidth and user capacity.
2. Set up a new visitor WLAN service. It’s required to build a new visitor
WLAN service and get it into production. The new authentication
infrastructure gives more flexibility and increased functionality (new
sponsor portal, semi-self-provisioning), more capacity, better bandwidth
(no more bandwidth limitations as before), better security, and client
integration.
3. Migrate to the new WLAN service and the old WLAN sunset. We need to
migrate all sites (about 219 sites) to the new WLAN service.
4. Introduce WLAN and visitor WLAN in small sites. It refers to the
installation of WLAN and visitor WLAN in the office area in small sites.
Some small locations did not have any WLAN coverage. With the
increase of non-Ethernet-carrying laptops, the only way to connect is via
WLAN. This epic will close the WLAN coverage gap.
5. Connect visitors, clients, and stakeholders to the new visitor WLAN
service.
In order to prepare this ability, we need to install the latest templates and
interconnect the various client centers using WLAN VPN technology.
Regards,
Iteration Manager
IBM
12
Case study 4-2

AiOne Wireless LAN Upgrade Project Product Backlog

From: Technical Lead
Title: Product backlog for AiOne Wireless LAN Upgrade Project
Date: 20 September
Hi,
As I mentioned earlier, this project requires the involvement of ABC

telecommunications corporation, and the WLAN PM from ABC company is the single
point of contact. Besides, network teams need to support WAPs refreshing, visitor
and mobile WLAN migration, and enhanced WLAN management and new
technology.
Here is a summary of product backlog that we discussed in the meeting earlier:

• Implement support function on 83 sites
• Installation of 36 networking devices in AiOne’s data centers to support the
required network connections
• Migration of 219 sites to the new WLAN service
• Enabling the new WLAN service on 5 sites
• Connecting 17 centers of visitors, clients, and stakeholders to the new visitor
WLAN service
Regards,
Technical Lead
IBM
13
Case study 4-3

AiOne Wireless LAN Upgrade Project User stories for First epic

Title: First epic decomposition
Date: 24 September
Based on our discussion yesterday, here is the detailed decomposition for

the first epic:
Epic 1: Exchange the old WLAN infrastructure to the new model
Product backlog: Implement support function on 83 sites
Technical feature associated with Epic 1: New Wireless LAN Controller code and
increased bandwidth and user capacity
User stories:
• As end-user (working on [Athens] and customer visiting it), I want the old
WLAN infrastructure in [Athens] to be migrated to enable the new Wireless LAN
Controller code in order to have an improved Wi-Fi service capacity and
security.
• As end-user (working on [Duesseldorf] and customer visiting it), I want the old
WLAN infrastructure in [Duesseldorf] to be migrated to enable the new Wireless
LAN Controller code in order to have an improved Wi-Fi service capacity and
security.
• As end-user (working on [Wroclaw] and customer visiting it), I want the old
WLAN infrastructure in [Wroclaw] to be migrated to enable the new Wireless
security.
• As end-user (working on [NOISY-LE-GRAND E5K] and customer visiting it), I
want the old WLAN infrastructure in [NOISY-LE-GRAND E5K] to be migrated to
enable the new Wireless LAN Controller code in order to have an improved Wi-
Fi service capacity and security.
• As end-user (working on [Warwick] and customer visiting it), I want the old
WLAN infrastructure in [Warwick] to be migrated to enable the new Wireless
security.
Regards,
Iteration Manager
IBM
14
Module 5: Case Study Handout

As part of the wireless upgrade project, upgrades for Germany need to be
implemented by end of fourth quarter. For this activity, you need to perform the
following tasks:
• Read the inputs that follow after the instructions.
• Identify four to five probable risks.
• Analyze probability and impact for each risk.
• Use the risk graph to identify the top three risks.
• Develop a risk response plan for the top three risks.
Heavy snowfall poses threat to holiday season

Weather Correspondent
Berlin, November 28: The weather department is predicting heavy snowfall in Berlin
sometime around late December or early January. This poses a serious threat to the
Christmas and new year celebrations. As people across the country look to celebrate
the holiday season with friends and family and have made elaborate plans, the
government has instructed relevant authorities to be prepared for the worst. Berlin
authorities have recently met to discuss the probable scenarios and the appropriate
steps to combat them. They have promised swift action and preventive measures in
the event of heavy snowfall. We have complete trust in them, and we hope snowfall
will not affect the upcoming holiday season. We will keep you updated about the
latest on weather.
15
To: IBM Project Manager

AiOne Wireless LAN Upgrade Project
From: Daniel Schmidt

IBM Project Manager
SAP Implementation Project
Subject: Systems, Applications, Products (SAP) implementation project
Germany: Lessons learned
1. Issue: The architect of the team was severely sick halfway through the project.
There was no backup for the architect. A new architect joined the team; however,
he took time to get acclimatized to the project requirements. This halted the
progress of the project for three weeks.
Lesson learned: There should be a backup for every member in the team.
Everyone in the team should be prepared to take up any role at any given point of
time. All team members should be on the same page as far as project status is
concerned.
2. Issue: The initial scope of the project only included implementation of SAP in the
offices located in Germany. However, midway through the project, the
stakeholders requested to add training to be part of the scope. This derailed
project plans and estimations.
Lesson learned. During the analysis phase, interview the stakeholders in detail.
Ask a wide array of questions to cover probable scenarios that the stakeholders
are not aware of. This can help prevent modifications to the scope of the project
at a later stage.
3. Issue: Power problems on the client site hampered project work for two days. The
entire project team had no option of continuing work. This impacted the project
timelines.
Lesson learned. Always build buffer time in project plan to prevent any
unforeseen events from impacting the project timeline.
4. Issue: A lot of initial planning was based on a document that the IBM bid
committee had written 10 years ago. Some estimates in the document were off
by as much as 300 percent.
Lesson Learned: Do not rely on estimates and planning documents that others
provide you, especially if they are older than six months. Do your own estimation.
16

From: George Anderson

IBM Project Manager
Mobile Application Development
Subject: Experience of working in Germany
When you are working in Germany, it is essential that you have members in the
project team who can understand the German language. It can be an added benefit
that will boost your project. Not all locals in Germany are well versed in English, and
the language barrier can be a crucial factor when it comes to communication while
working on the project. Issues such as miscommunication of project tasks,
misunderstanding of scope, and inappropriate expectations can hamper progress.
So, I will advise you to consider including a couple of team members who can
understand German. You can reach out to me if you need further help.
To: Martin Scholz

Project Manager
FastTrack Services
From: IBM Project Manager

Subject: Final reminder to respond to IBM’s order
This is my fifth email in the past two weeks. I had shared order details in the email
dated 14 November. Since then, I have tried to contact you via email, phone, and
fax. However, I am yet to get a confirmation or reply from your team. Please reply to
this email, otherwise I will reach out to other vendors.
Government announces tax rebates for foreign investors

Business correspondent
Frankfurt, 15 November: Germany is the largest economy in Europe, and it has been
continuously trying to strengthen its economy through various initiatives. Recently,
the government has announced attractive tax rebates for overseas investors. Any
company willing to invest in Germany can avail this offer. In the past few months,
Germany has seen some big investment announcements in the manufacturing and
IT sectors, and many companies are interested in exploring the German market. This
initiative by the government will encourage prospective investors, boost economy,
and lead to job creation.

From: Robert Moore
17
Senior Software Developer

Subject: Family emergency; leaving for California
I just received a call from my brother in California. My mom, who is approaching 80
years of age, fell while climbing stairs and broke her right leg. She has been
hospitalized, and is awaiting a surgery on her right leg in the next 48 hours. This
leaves me no option but to leave for California without any delay. I have already
booked my tickets, and I am leaving for the airport shortly.
I will call you later after reaching California. Once I reach there, I will assess the
situation and let you know when I will be able to resume work. Sorry for the
inconvenience caused due to my sudden departure. I will be sending a detailed
email about the status of the work assigned to me.

From: Christina Schneider

Senior Marketing Manager
Technobuzz Solutions
Subject: Special offer for IBM
We have come to know from a trusted source that you and your team are working on
a wireless upgrade project in Germany. We are a reputed vendor based out of
Frankfurt and have worked with some leading IT organizations in the past. We would
like to offer our services to your team; working with us will be beneficial for your
team. At present, we are offering 30% discount for providing hardware. No other
vendor in Germany can offer you hardware at this price.
We are providing this discount as a special offer to develop a working relationship
with IBM. In fact, once this deal goes through, we will send you on an all-expense-
paid trip to France for a week, along with your team. This is a standard practice that
we follow for all deals. We look forward to your reply, and hope this is the beginning
of a long-term working relationship.
18

From: Peter Schulz

IBM Operations Manager
Berlin office
Subject: Renovation work in Berlin offices
Currently we are renovating two of the five offices in Berlin. The renovation work has
been in planning stage for a couple of years, but was not implemented due to
budgetary constraints. However, this year we have been allotted the budget to go
ahead with the work. The renovation work has commenced from September and will
continue till the end of the first quarter of next year. This will help us modernize the
facilities and utilize the available space to accommodate seating arrangements for
more employees.
Initially we had allotted two boardrooms for the wireless upgrade project. However,
due to the renovation work, we had to make some alterations to our plan. Looking at
the rooms available to us, we can offer you two meeting rooms with seating
arrangement of 20 persons for your project.
If you think that these rooms will not be sufficient for your team, then please inform
us. In fact, it will be better if you can provide us with a detailed list of your team
members visiting Berlin. Also, mention the approximate duration of the project.
Based on this information we can analyze the available resources and try to come up
with an alternate arrangement for your project.
Swine flu on the rise; 100 hospitalized in Berlin

Health Correspondent
Berlin, 8 November: There has been a gradual rise in the number of patients affected
by swine flu. In the past two weeks 100 cases of swine flu have been reported.
Those affected have been hospitalized and are in critical condition. Swine flu is
highly contagious and spreads through airborne respiratory droplets, skin-to-skin
contact, saliva, and contaminated surface. Health experts are urging citizens to opt
for the swine flu vaccine that provides protection from the flu for a period of one year.
There is no reason to panic; however, it is advisable to contact your doctor if you
have muscle pain, dry cough, high fever, runny nose, or sore throat. Always
remember that early detection is a key factor in treating swine flu.
19

From: Stefan Weber

Civil Engineer
Baker Constructions
Subject: Looking forward to meeting you!
I heard from Schmidt that you will be visiting Germany in December. I think it is the
best time to visit Germany. Do not forget to visit the Christmas markets. They are
one of the prime attractions of Christmas in Germany. Some of the famous
Christmas markets are held in cities of Augsburg, Dresden, Erfurt, Frankfurt,
Nuremberg, and Stuttgart. These markets are situated in the town square. They are
known for food and seasonal items and are accompanied by traditional singing and
dancing. My favorites are traditional Christmas cookies such as Lebkuchen and
Magenbrot. You can also find handmade items, toys, books, Christmas tree
decorations, and ornaments at a Christmas market. Do let me know when you here; I
will accompany you to the markets.

From: Benjamin Brown

Tester
Subject: Interesting fact about Germany
I got to know about this interesting fact when I visited Germany last year. Do you
know that it’s almost impossible to get a glass of tap water in a German restaurant
even if you ask for it? This has nothing to do with safety. Tap water in Germany is
safe to drink, but Germans usually don’t drink it. The only water you can get at a
restaurant is bottled water or soft drink. The German word for tap water is
Leitungswasser, which means plumbing water. One of my biggest cultural mistakes
in Germany was offering a German friend of mine a glass of ordinary tap water and
being surprised when my friend wouldn’t take a sip. So, when you go to a restaurant,
order mineral water or soft drinks, and never offer a German friend a glass of tap
water.
20

From: Julia Lehmann

IBM Center Head
Berlin office
Subject: Key business tips to keep in mind
I wanted to share some business tips; these will help you while working in Germany.
• You should always plan meetings well in advance. This will allow people to add
meetings into their schedules and do any necessary preparatory work.
• Punctuality is very crucial in Germany. You should arrive on time and be ready to
start. Arriving early could be considered as much of a misstep as being late, as it
shows poor planning. Never arrive more than a few minutes before the scheduled
time.
• Germans have a habit analyzing and reviewing information in detail before
coming to a decision. You should have ready access to facts and information to
aid this process.
• Be patient with people, and do not rush them to take a decision. You may appear
as overtly aggressive to them.
• Avoid surprising German colleagues with unexpected information or change in
plan. This will not allow them to plan their work.
Let me know if you need more help. You can also call me on my mobile.
21
Risk graph
HIGH
IMPACT
LOW HIGH
PROBABILITY
22
Risk response plan

No. Risk Risk plan
23
The wireless upgrade project needs you to come up with estimates for upgrades
across Europe. For this activity, you need to perform the following tasks:
• Read the project quotations, resource billing, and other inputs.
• Identify the resources for each task.
• Estimate resource hours.
• Apply costs to the hours.
• Calculate the total cost.
Project quotations
Item Price
Telecom vendor quote for site survey and 5000$
installations
Order of 50 devices 20000$
Resource billing
Resource Bill per hour
Project manager 40$
Service manager 20$

Network architect 40$
Network support engineer 30$
Ordering team 20$
Network quality analyst team 20$
24
Inputs for estimates of various sprint tasks
Kickoff call
Kickoff call is the opportunity to energize the project team and establish a common
purpose toward completing the project work.
The participants of this call will include:
• Project manager.
• Site manager of location where Wireless Access Points (WAPs) will be installed.
• Local provider or vendor who will perform cabling tasks.
• Network engineer assigned by the telecom vendor.
Some of the topics covered in the kickoff call are:

• Project member introductions and their roles.
• Project assumptions and risks.
• Key success factors.
WLAN site survey

The WLAN site survey determines the optimal positions of the WAPs. WAP is a
networking hardware device that allows a Wi-Fi-compliant device to connect to a
wired network. This is done using best practice knowledge and a predictive survey
tool.
Site Survey (SS) determines a precise number of WAPs required for complete Wi-Fi
coverage and their optimal location or position. SS is performed based on the floor
plans of the location.
Network design
The network design is provided by a telecom vendor. It uses the proposed WAP
positions of the WLAN site survey that was done earlier. Based on the number and
the position of the WAPs, the supplier decides on the connection type and defines
the requirements for the infrastructure. The telecom vendor provides the
Infrastructure Requirement Sheet. It specifies the physical network infrastructure
requirements, including tasks required to be performed at the location of installation.
This includes the task of laying in-house cables from LAN room to the spot where
new access points will be located.
Order of 50 devices
Once SS is completed and the exact number of WAPs is determined, the ordering
process can be initiated. Order template needs to be filled out with all required
details. Then the order is placed in the ordering system to the vendor. The lead time
to deliver hardware is four weeks and it is couriered to the location where WAPs will
be installed.
25
Installation of 20 devices
A total number of 20 WAPs need to be replaced and upgraded to new models.
WAPs are going to be repositioned as per the SS. The new model comes with new
brackets. Brackets will need to be mounted on the ceiling, and then WAPs can be
installed using these new brackets.
Any installation of network devices, including WAPs, needs to be performed
following the change management process. A change ticket needs to be raised in
the change system and requires approval.
Administrative effort for service management

Service management is involved in reviewing the change requests that were
proposed by the telecom vendor. They evaluate the impact of the change and make
sure that the installation is done in a compliant manner adhering to IBM's standards.
Testing of devices
Device testing involves the following activities:
• A range of tests are done to ensure that devices can correctly connect to and
communicate over the new network.
• Network access for the IBM team and visitors is tested to ensure that correct
functionality is in place for each user group.
• Administrative functions are tested to ensure that the new access points can be
remotely accessed and managed correctly.
• Any problems found are reported and tracked to resolution with the relevant
supplier.
• When the vendor has completed testing of devices and resolved any outstanding
issues, an IBM Acceptance test is performed by an IBM team to validate that the
new WAPs are functioning as expected.
Once it is confirmed that the Wi-Fi service is working well, the installation can be
marked as complete.
26
Handover to steady support

After installation is done, testing is complete, and documentation by the telecom
vendor is over, the service responsibility is handed over to IBM's network team. The
telecom vendor has the responsibility of managing devices, and it needs to ensure
that devices are correctly added to the network management tools. The network
team offers the following services:
• Provide monitoring of in-scope network components to detect troubles.
• Provide proactive monitoring of network components and generation of alerts as
needed.
• Provide hardware component trouble monitoring that includes hardware troubles,
power supplies, processors, and blades.
• Perform alert monitoring.
• Perform trouble validation.
• Conduct review of system logs and other available monitoring data.
• Notify IBM of trouble after telecom vendor validation as per the local Problem
Management Process.
27
Playing the planning poker game

Choose any of the following cards while playing the planning poker game.
28
Planning poker table for estimates

Telecom Network Order Installation Administrative Testing Handover
Kickoff vendor design of 50 of 20 effort for of to steady
call site devices devices service devices support
survey management
Steps for playing planning poker

• The PM will provide a short overview of the sprint task.
• The team members will ask questions regarding assumptions and risks.
• The PM will note down the questions or queries raised by the team members.
• Next, the team members will choose the card suitable for the task and will
privately message the card number to the PM by using the chat function.
Note: This is a private activity for the team members. Team members will not
share their card number with other team members.
• Once everyone has communicated their choices to the PM, the PM will announce
the results.
• Team members with high or low numbers should explain the reasons for their
sizing estimates.
• This process of planning poker will be repeated until consensus is reached and
estimates are finalized.
29
• The above-mentioned steps will be repeated for all sprint tasks.
Complete the estimate template
After the planning game is over and consensus on estimates is reached for all sprint
tasks, the PM will fill up the estimate template with the help of the team.
Estimate template
Sprint tasks Resource Hours estimate Total cost
estimate
Kickoff call
Telecom vendor
site survey
Network design
Order of 50
devices
Installation of 20
devices
Administrative
effort for service
management
Testing of devices
Handover to
steady support
30
AiOne Wireless LAN Upgrade Project Epics and Tasks

Title: Epics and associated tasks
Date: 20 November
Here is a summary of tasks that we need to do in each epic.
Epic 1: Exchange the old WLAN infrastructure to the new model

• Carry out the WLAN site survey
• Get design and infrastructure requirements
• Contract site preparation and installation
• Get the site ready
• Deliver devices
• Exchange devices
Epic 2: Complete the new visitor WLAN service build and get it to production
• Deliver network devices
• Install hardware
• Certification and template
• Implement final configuration
• Failover testing
• Connect pilot sites
• Handover into production
Epic 3: Migration to the new WLAN service and the old WLAN sunset
• Get the design ready
• Activation of the new WLAN service and disabling of the old WLAN access
• Decommission of wireless controllers
Epic 4: Introduce WLAN and visitor WLAN in small sites

• Carry out WLAN site survey
• Deliver devices
• Install devices
31
Epic 5: Connect visitors, clients, and stakeholders to the new visitor WLAN
service
• Deliver devices
• Install devices and perform network configuration change
Regards,
Iteration Manager
IBM Company
32

You have received a change request for the wireless upgrade project. The details of
the change request are given below. You need to perform the following tasks during
this activity:
• Read the change request description.
• Read the project quotations and resource billing.
• Discuss the impact of change request on your team.
• Complete the change request log.
Change request description

The initial plan for the wireless upgrade project involved installation of 50 devices
across Europe. However, the client has requested for the installation of another 20
devices. They also want the installation to be completed a week earlier than the
proposed completion date.
The sudden change has been attributed to unexpected business requirements for
the client because of which they need the network operational sooner than
expected. The budget of the wireless upgrade project is 3 million USD. Out of this,
2.5 million USD has already been allocated.
Project quotations
Item Price
Telecom company quote for site survey and 5000$
installations
Order of 50 devices 20000$
Resource billing
Resource Bill per hour
Project manager 40$
Service manager 20$
Network architect 40$
Network support engineer 30$
Ordering team 20$
Network quality analyst team 20$
33
Change request log

Change requirement:
Scope impact:
Schedule impact:
Cost impact:
Risk impact:
Alternate solutions:
Change request implementation:
34
Module 9: Classroom Activity Handout

You have received the Earned Value (EV) data. Based on the data, you will need to
calculate the following:
1. Cost Value (CV)
2. Schedule Variance (SV)
3. Percentage spent
4. Percentage complete
5. Estimate at Completion (EAC)
Input data
Item Price
BAC $975,000
EV (BCWP) $190,000
Planned Value or PV (BCWS) $290,000
Actual Cost or AC (ACWP) $240,000
Estimate to Complete or ETC $991,579
Calculation
Item Value
CV
SV
Percentage spent
Percentage complete
EAC
PM10G Classroom Activity Handout:

35
Module 9

Case Study 10-1: Project Review Document (Abridged Version)
Project profile
Client name: AiOne

Project title: AiOne Wireless LAN Upgrade Project
Project code: Ai001
Engagement partner: Engagement manager: Risk management partner:
Project type (check

all that apply):
 Strategy and  Financial services  Other (explain):

change _____________________
 Distribution
 Process
consulting  Communications
______________________
 Technology  Industrial
consulting  Public
 Industry consulting
Start date: Next major milestone date: Hours:

End date:
Pricing approach
(check one):
 Fixed price  Time and materials  “Not to exceed”
 Special incentive (cap)
or penalty
(explain):
Fees: Planned realization: Actual realization:
Project site(s): Implementation site(s):
36
Brief project description:

The AiOne WLAN Upgrade project involves providing AiOne with best-of-breed wireless network
coverage that delivers an easy-to-use customer experience. The project involves implementing
wireless upgrades for half a million employees in Europe in the next two quarters.
1: Stakeholders: Identifying, evaluating, informing, and Yes, No, or Comments

influencing all individuals and groups affected by or
NA
influencing the project
1. Is our relationship with the client stable?
2. Has top management demonstrated consistent and
visible support throughout the project?
• Is there general receptivity to IBM’s involvement across
all relevant levels and departments, especially with
stakeholders?
• Do key client staff and managers have performance
(reward) incentives aligned with IBM goals?
• Have structured team building sessions taken place with
key client and IBM project members?
3. Is a controlled change management process in
operation, including communications?
2: Business benefits: Estimating, measuring, and Yes, No, or Comments

monitoring benefits to the client enterprise to be derived NA
from the project
1. Has a value proposition been prepared for the project in
terms of benefits to be derived by the client from the
work?
2. Is client satisfaction being reviewed? Are issues
resulting from the reviews being adequately addressed?
3. Has the strategic importance of the project to the client
been reviewed?
37
3: Work and schedule: Controlling the production and Yes, No, or Comments
acceptance of project services and deliverables and NA
ensuring their provision to specified performance and
acceptance requirements
Part A: Estimates
1. Have detailed estimates been built up from a task-level
work plan?
• Were the work plan and estimates based on the usage of
a firm-standard model?
• Were client hours and productivity levels estimated?
2. Have the estimating assumptions regarding project
scope been documented ( for example, number of
interviews, number of departments, number of
programs), reviewed with, and accepted by the client?
3. Have the overall estimates been tested for
reasonableness?
• Have we used another model as a benchmark?
• Have we compared these estimates to the actuals for a
comparable job?
4. Do the project deliverable components and their content
match the scope as per the proposal or contract?
5. Are we effectively tracking time and progress by
task/sub-task versus estimates?
• Are we tracking actual costs against budget?
• Are we tracking progress toward completion of work
products and deliverables?
• Is the work plan modified in a timely manner to reflect
changes in scope, personnel, approach, schedule, fees,
and economics?
4: Scope: Agreeing, maintaining, and amending the Yes, No, or Comments

boundaries of the project NA
1. Have the requirements been clarified with the client?
2. Have changes to requirements been properly evaluated
for impact on time scales, costs, and resource
requirements? Has the contract been suitably amended
and approved?
3. Is the project scope reasonable, clearly defined, well
understood, and signed off by client?
• Does it exclude phrases such as “all needs,” “to your
satisfaction,” “optimum solution,” “to be approved by you,”
and so on without stating specific criteria for inclusion and
acceptance? Or “Fact-finding” with no qualification as to
38
technique or number of interviews?

• Is there a clear boundary around the project scope?
4. Are changes in scope being properly controlled?

• Have scope changes been clearly and formally defined,
documented, and approved in writing on a timely basis,
including reasons for and history of each change?
• Have scope changes been communicated to the relevant
project and non-project personnel?
5. Have procedures been agreed on for dealing with third

parties (contractors, sub-contractors, teaming
partners)?
• Selection
• Contracting
• Scope of work
• Roles and responsibilities
• Acceptance criteria for deliverables
• Review and sign-off procedures
• Fee schedule and payment terms
• Expense policies
• Mechanism for dispute resolution
5: Team: Identifying, obtaining, mobilizing, and maintaining Yes, No, or Comments

appropriate people, space, equipment, and other resources NA
required to successfully complete the project
1. Is there sufficient client involvement or training so that
the client can successfully implement IBM procedures,
system, or recommendations and provide ongoing
support?
2. Are we using tools, technologies, and techniques that
are familiar to the firm or project team?
• Do we know the limits of these technologies and
techniques?
• Are we exercising them early enough?
• Are there low risks associated with failure?
• Do we have a fall-back position?
• Do the tools and technologies support the methodology
and tailored approach?
3. Where third parties have been appointed, have their
capabilities and working practices been suitably
evaluated to ensure they can produce work of an
acceptable standard
39
4. Have roles and responsibilities of the client executive

sponsor, steering committee, project managers and
project teams been defined?
5. Have we sufficiently planned for how we will respond to
unplanned transitions of key project team leaders and
other staff?
• Have we avoided dependency on specialist or non-IBM
team members who could crater the project with a
sudden departure?
• Is there a backup (understudy) or cross-trained person
for every key project team member?
6: Risks: Identifying risks and issues, evaluating them, Yes, No, or

and developing mitigating and resolution activities for NA Comments
them
Part A: Risk Management

1. Is there evidence of a risk assessment having been
completed?
2. Has a risk management plan been established,
defining the counter measures and review
responsibilities for each of the most significant risks?
3. Are the risks being reviewed at appropriate intervals
throughout the project life-cycle to identify the status
of existing risks, to recognise new risks, and to
eliminate risks that are no longer applicable?
4. Are IBM risks being identified and monitored in the
same way as project risks?
5. Has an end of project review meeting been scheduled
for project team members to get together and capture
lessons learned?
6. Are the project records and working papers being
suitably controlled, organized, and maintained?
40
7: Delivery organization benefits: Establishing, agreeing, Yes, No, or Comments

and monitoring the provision of IBM benefits accruing NA
from the project and maintaining and protecting IBM’s
interests in relation to the project
1. Is there evidence of participation by the appropriate
IBM business representatives, legal representatives,
and risk management personnel, as required by the
risk management process?
2. Has the contract or proposal been reviewed by:
• Project partner?
• Client?
• IBM legal personnel?
• Risk management personnel?
3. Were IBM approvals obtained before contract was
delivered to the client?
4. Are we billing and collecting on a timely basis? Are
engagement economics effectively tracked and
controlled?
41
Case Study 10-2: Seven Keys Assessment

Project Name: AiOne Wireless LAN Interviewee: Date: Interviewer:
Upgrade Project
Key and criteria Noted HUD Proposed

issues actions
Stakeholders are committed
1. Stakeholder management plan is
fully implemented and
maintained.
2. The right level of executive
sponsorship is appropriately
engaged and funded.
3. Regular Steering Committee
meetings are held. Decisions
and actions are timely and
effective.
4. Appropriate stakeholder groups
are represented and their
commitment is evident.
Business benefits are being
realized
1. Business case is clearly and
convincingly articulated at the
executive level.
2. Solutions will appropriately
support the desired outcomes
and costs.
3. Quality of work products is
appropriate.
4. Benefits tracking is ongoing,
meaningful, and approved by the
executive sponsor and key
stakeholders.
42
Project Name: AiOne Wireless Interviewee: Date: Interviewer:

LAN Upgrade Project
Noted Proposed
Key and criteria HUD
issues actions
Work and schedule are
predictable
1. Project plans are complete,
accepted and maintained,
including inter-dependencies
between projects.
2. Interim and final milestones and
deliverables acceptance criteria
and roles are accepted.
3. Project approach is appropriate
and followed, resources have
been scheduled and progress is
tracked at the appropriate level.
4. There is confidence in accuracy
of progress reports and
estimates to completion.
Scope is realistic and managed
1. Scope management plan is
implemented.
2. Organizational, system, and
geographic boundaries and
policies are appropriately
defined.
3. Scope exclusions/assumptions
are clear, including inter-
dependencies between projects
and PMO.
4. Proposed/agreed changes to
terms are appropriately reflected
in costs, schedules,
responsibilities, and policies.
43
Project Name: AiOne Wireless LAN Interviewee: Date: Interviewer:

Upgrade Project
Noted Proposed
Key and criteria HUD
issues actions
Team is high performing
1. Breadth, depth, diversity, and
caliber of project management
and solution skills are
appropriate.
2. Morale, motivation, energy, and
collaboration across teams are
high.
3. Environment and facilities
support productive and effective
teamwork.
4. Roles and responsibilities are
clear; communication plan is in
place to promote project
coordination.
Risks are being mitigated
1. Risk management plan is fully
implemented, maintained, and
supported.
2. Risks are proactively sought in
meetings and discussions and
are dutifully identified,
documented, and assigned for
follow-up.
3. Risk tracking and reporting are
timely and at an appropriate
level.
4. Mitigating actions are effective
and monitored across the
project.
Delivery organization benefits are
being realized
1. The project will help the delivery
organization financially.
2. The project will help the delivery
organization’s reputation.
3. The project will help the
professional development of
team members.
4. The project will contribute to the
organization’s knowledge and
lessons learned.
44
R = Urgent: Corrective action required immediately.

Y = Warning: Corrective action required in the near term.
G = Stay the course: No corrective action required; plans and resources applied to
the plans are sufficient to achieve.
45
Module 12: Project Management Personal Action

Plan
Now that you have completed the Project Management Orientation and
Fundamentals courses, think about the next steps you will take to improve your
project management knowledge and skills. You can refer to the self-assessment you
completed at the end of the Project Management Orientation course, your personal
reflections, and the feedback from your team during the Project Management
Fundamentals course.
Personal action plan

List three strengths you have as a project manager.
1.
2.
3.
List three areas you want to focus on to further improve your project
management knowledge and skills.
1.
2.
3.
46
Identify your next development tasks for improving your project management
knowledge and skills. What will you focus on? Be specific.
1. What steps will you take to achieve this?
2. Whose help will you need?
3. By when will you achieve this?
4. How will you measure that you have accomplished your goal?
47
Identify how you will approach your supervisor or manager.
1. What feedback will you give to your supervisor or manager?
2. How well have you achieved your personal objectives for the course?
3. What help do you want from your supervisor or manager?
4. When will you meet with your supervisor or manager?
48

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PM10G Case Study Handout

PM10G Participant Handout

Module 1 Case Study Handout

Name of project: AiOne Wireless LAN Upgrade Project

Goals and objectives:

It is important to have good Wi-Fi coverage now as it future-proofs the infrastructure.

• Implement WLAN upgrades across AiOne offices in Europe.

Module 2 Case Study Handout

What is the team structure?

What could make this team powerful?

What can we expect from one another?

What are negative experiences we want to avoid?

AiOne LAN Upgrade Project Team Charter Template

Plan for review and agreement

Team performance objectives

Module 3 Case Study Handout

Case study 3-1

To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

Thank you for taking up this project.

Case study 3-2

Network Infrastructure Lead AiOne Company

Case study 3-3

To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

Meanwhile, some challenges need to be taken into consideration:

Module 4 Case Study Handout

AiOne Wireless LAN Upgrade Project Epics and Deliverables

To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

Based on the requirements, here is a summary of some epics that we discussed

Case study 4-2

To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

As I mentioned earlier, this project requires the involvement of ABC

Here is a summary of product backlog that we discussed in the meeting earlier:

Case study 4-3

To: XXX Project Manager, AiOne Wireless LAN Upgrade Project

Based on our discussion yesterday, here is the detailed decomposition for

Epic 1: Exchange the old WLAN infrastructure to the new model

Product backlog: Implement support function on 83 sites

Module 5: Case Study Handout

Heavy snowfall poses threat to holiday season

To: IBM Project Manager

From: Daniel Schmidt

To: IBM Project Manager

From: George Anderson

To: Martin Scholz

From: IBM Project Manager

Government announces tax rebates for foreign investors

To: IBM Project Manager

From: Robert Moore

Senior Software Developer

To: IBM Project Manager

From: Christina Schneider

To: IBM Project Manager

From: Peter Schulz

Swine flu on the rise; 100 hospitalized in Berlin

To: IBM Project Manager

From: Stefan Weber

To: IBM Project Manager

From: Benjamin Brown

To: IBM Project Manager

From: Julia Lehmann

Risk response plan

Module 6: Case Study Handout

Service manager 20$

Network quality analyst team 20$