Index of Appendices: Pmo - Confidential

PMO – CONFIDENTIAL
Index of Appendices
A.1 Business Case

A.2 Initiation Report
B.1 Stakeholder Register
B.2 Stakeholder Map
B.3 Stakeholder Management Strategy
C.1 Kick-off Meeting Agenda
C.2 Kick-Off Meeting Minutes
C.3 Project Charter
D.1 Work Breakdown Structure
D.2 Work Breakdown Structure Dictionary
D.3 Gantt Chart
D.4 Network Diagram
D.5 Milestone Report
E.1 Change Management Plan
E.2 Change Request Form #001
E.5 Change Management Log
F.1 Risk Plan
F.2 Prioritized Risks
F.3 Risk Management (Additional)
G.1 Communications Plan
H.1 Financial Plan
I.1 Procurement Plan
I.2 Progress Report
I.3 Lesson Learned Report
I.4 Statement of Work #1 (Digital JAM)
J.1 Completion/Acceptance Plan
J.2 Issue Escalation Plan
J.3 Project Status Report
J.4 RACI Chart
J.5 Handover Plan
J.6 Handover Checklist
J.7 Training Plan
J.8 Final Project Report
Tinkleman Wholesale, 411 Elm St, Dallas, TX 75202

Telephone. 214-555-6660 Email. info@tinkleman.com www.tinkleman.com
Appendix A.1
Business Case
TINKLEMAN E-Books
Programme Office Version 2.0
Business Case Date: 11/04/2014
Template Version 1.01
PROTECTED - Management
Business Case
E-Books Project
Finance Code EB100
Project Sponsor Harry Pearson
Project Manager Don Johnson
Document Author Don Johnson
Business Manager Lewis Curtis
Status: Approved
Version: 2
Issued to: Approvers
Date Issued: 11 APRIL 2014
Wisdom Project Id: WP 100
Capital/Non Capital $200k Capital - $50k non capital

Project
Approved for Harry Pearson 11-04-2014

submission by Sponsor
Last printed 27/03/2014 PMO-DSTA 00007

Page 1 of 19
TINKLEMAN E-Books
Business Case Approval Sheet
Project Approval: the following officers must have had the opportunity (5 working
days minimum) to consider the final version of the business case and their comments
must be incorporated into this business case, or if not incorporated, then noted in
the comment section below.
Name Role Area Link to sign-off
Harry Pearson Project Sponsor All
Lewis Curtis Business Manger All
Lewis Curtis Benefit Realisation Benefits
Dermot Green Finance Business Financials

Partner
Kevin Murphy Programme Manager Consulted
Name Comment
Gemma Smith SSGQG – Business Partner
Desmond O’Malley IT staff co-ordinator
Change History
Date Version Change Description Change Author
02-04- V0.1 Draft

2014
11-04- V0.2 Adding financial analysis and

2014 amendements
V0.3 Added Change Requests to

costs
V0.4
Reference Documents
[e.g. the Project Charter, Project Brief, Work Requests (WRs), SSGQG Pro-forma or
any presentations/ strategies]
Document Name Wisdom Project ID Location (active

hyperlink)
Project Charter 001306474 Project Charter

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TINKLEMAN E-Books
Document Name Wisdom Project ID Location (active

hyperlink)
Work Request 1 001303922 To SSGQG
The below governance arrangements may only be varied with permission of

the Chair of the Investment Committee and the CEO/Sponsor.
Amount Below $100k Between $100k & Over $200k

$200k
Governance Director Approval Director & CEO Approval EXCO
Investment Investment Committee Investment Committee for
Committee for for information Approval before going to
Information EXCO

Page 3 of 19
TINKLEMAN E-Books
Table of Contents
1. Executive Summary ................................................................................... 5
2. Rationale and Purpose................................................................................ 6
3. Objectives and Options .............................................................................. 7
3.1. Objectives ........................................................................................... 7
3.2. Options Considered ............................................................................. 8
4. Proposed Solution ...................................................................................... 9
5. Scope (of recommended Option) ............................................................ 10
5.1. Included in Project Scope ................................................................. 10
5.2. Out of Project Scope ......................................................................... 10
6. Critical Success Factors ........................................................................... 11
7. Business Benefits ..................................................................................... 13
8. Strategic Fit ............................................................................................. 13
8.1. Strategic Themes and objectives .................................................... 13
8.2. TCF and Customer Experience ......................................................... 13
8.3. IS Principles, Milestones and Compliance........................................... 13
9. Financials.................................................................................................. 14
9.1. Cost Benefit Summary ...................................................................... 14
10. Key Milestones ...................................................................................... 15
11. Resources Required .............................................................................. 16
12. Project Context .................................................................................... 17
12.1. Constraints ..................................................................................... 17
12.2. Assumptions .................................................................................. 17
12.3. Dependencies ................................................................................. 17
12.4. Project Risks .................................................................................. 18
12.5. Business Risks ................................................................................ 18
12.6. Issues ............................................................................................. 18
12.7. Opportunities ................................................................................. 18
13. Change Requests .................................................................................. 18
13.1. DDF Changes .................................................................................. 18
13.2. Issue Papers ................................................................................... 18
13.3. WR Changes ................................................................................... 19
14. Appendices .......................................... Error! Bookm ark not defined.

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TINKLEMAN E-Books
1. Executive Summary
Electronic Books (E-books) have finally taken off globally and are
forecast to be the next big revenue stream for Tinkleman. By partnering
exclusively with SSGQG the Emerging markets team estimates that a
modest estimation of market share we can capture in our first year
following launch is 5% and can grow that share by 20% year over year.
(These numbers have been verified and signed off by the CFO’s -
Jaylene Ruth – Finance and Business Insight team leader).
In order to deliver on the above Tinkleman needs to get this project delivered by end
of Q3 (i.e. end September 2014) so that the E-Book product is available well in time
for the Christmas 2014 market.
The project fits well with the Tinkelman overall growth strategy. Specific budget
($250,000) has been allocated via the 2014 planning round and approved by the
EXCO.We also undertook a joint planning exercise with our partners SSGQG where we
have agreed on resource requirements in terms of people, cost estimates and IT
equipment.
The timeline for the project has also been set out (see page 16).
This project has been categorised as a Priority 1 project (highest priority) by EXCO.
Lead Benefits Classification:

Increase Market Share in a continuously Broaden customer base whilst improving
increasing Market ($2.3BN – 2013). customer services.
Other benefits
Direct channel Increase value Effectiveness
The initial risk assessment score Medium @ 7.1

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TINKLEMAN E-Books
2. Rationale and Purpose
To support Tinkelman’s growth strategy whilst introducing the concept of a

Programme/Project management culture to the business.
Change context
To leverage the IT structure created for the initial e-books business along with
features created to support the digital music business so that we can QUICKLY and
CHEAPLY create the updated e-book web interface.
Benefit/outcome
External research has shown that the e-book business has grown by 23% over the
previous year and represents a $2.3BN business in 2013. If Tinkelman can deliver
capability through this project then additional revenue of $11.5m in Year 1 is
estimated with a projection as verified by SSGQG that the minimum revenue through
the partnership will be at least $8.7m p.a. when fully operational. This represents a
huge RIO (to be calculated and signed off by FB&I at a later date).

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TINKLEMAN E-Books
3. Objectives and Options
3.1. Objectives
1. To get this project completed on schedule and into BAU operations as

quickly and cheaply as possible, leveraging off assets already currently
in place.
2. Once Operational to ensure that the business case Revenue targets are
met
3. To update and integrate e-books into the DAM (Digital Asset

Management) which manages the work flows for operational staff,
metadata and B2B.
4. To improve the Customer Offer and overall customer experience

alongside the digital music offering.
5. To introduce a culture of professional programme & project

management to Tinkleman.
.

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TINKLEMAN E-Books
3.2. Options Considered
Option 1– Minimum scope

Description Make slight changes immediately with minimum research
Advantages Quick win based on past experience with e-books
Disadvantages Very risky and not enough data to make informative decisions
Conclusion Fails to meet strategic objective to deliver the revenue predicted
Assessment Unable to deliver – not a viable option
Option 2 – Intermediate scope

Description Build functionality / improve customer journey but exclude additional
enhancements. Significant partner and customer research conducted to
ensure targets will be met.
Advantages Improves customer journey and meets fixed Go Live date
Disadvantages Will stretch resources and will require significant work re the PM culture
Conclusion This option improves customer experience and can be delivered for Go Live
date
Assessment The best that could be achieved with the timescale and fits with growth
strategy
Option 3 – Maximum scope

Description Build functionality / improve customer journey but exclude additional
enhancements. Significant partner and customer research conducted to
ensure targets will be met
Advantages Provides both additional customer improvements and simplification of

process and more informed decision making based on the extensive research
Disadvantages Could not be achieved by Go Live date
Conclusion Critical to meet Go Live date
Assessment Unable to delivery by fixed Go Live date

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TINKLEMAN E-Books
4. Proposed Solution
.
Recommended Option – Option 2

Solution Outline The proposed solution is to build functionality / improve customer journey
but exclude additional enhancements included in the original project scope
Rationale Solution improves the customer journey while meeting the fixed Go Live
date
Impact Meets the Go Live date which is key while improving direct channel access
by giving the customer ability to manage their account on line and will
increase revenue in line with targets
Conclusion This option improves customer experience and can be delivered for Go Live
date
Implementation Is just achievable within the timescale

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TINKLEMAN E-Books
5. Scope (of recommended Option)

Describe the major requirements/deliverables of the Project as identified in the
Mandate. . What is to be included? If there are any changes (additions and
alterations) to the Scope items as noted in the Project Mandate and Brief the reasons
for the change must be clearly noted, and the impact of that change assessed.
5.1. Included in Project Scope
Change from
Ref Scope item Description Impact
Brief
ISC 1.Project Professionalise As per the Charter Inc Productivity
Mngtmt. Design and sign off Legal protection
2.SSGQG H/w, S/w and Functionality
contract Network
Functionality
3. E-book Deliver and test
platform Increase
In time for Xmas business
4. E-book
platform
5. Launch
5.2. Out of Project Scope
Ref Scope item Description Reason for Impact

change
OSC001 Aligning with Gaming systems and As per the No immediate
Gaming RFID are projects also Mandate affect but we
systems or being considered but can look at this
RFID this e-books project will done the line
not look at interfacing
with these 2 other
strategic projects

Page 10 of 19
Tinkleman Programme Office E-Books
Business Case Version 2.0
Template Version 2.0 Date : 11/04/2014
6. Critical Success Factors
Critical Success Factor: Something which must be in place for a Project or Programme to deliver its benefits or outcomes. A Critical
Success Factor (CSF) is often what makes the difference between just delivering something and really making a difference.
For instance, producing guidance is not sufficient to change behaviours: other things must be in place (such as appropriate attitudes in the
target population, and effective training Programmes).
These other elements are critical to the success of the work and are therefore Critical Success Factors. CSFs are internal or external
factors that generally the organisation undertaking the Project can control or strongly influence.
In a Project context they are generally more about culture than about what must be done or delivered. Analysis of critical success factors
will generate activities that should be undertaken to ensure the conditions are in place for success (for example a communications
strategy to explain the benefits of doing things differently or development of a training Programme).
Ref Criteria Criteria Detail Criticality Responsible for To be Source

H/M/L meeting criteria evidenced in
Last printed 8/11/2010 2:59 PMO-DSTA 00007

Uncontrolled when printed
Page 11 of 19
Tinkleman Programme Office E-Books
Template Version 2.0 Date : 11/04/2014
Ref Criteria Criteria Detail Criticality Responsible for To be Source

H/M/L meeting criteria evidenced in
CO1 Comms. Strategy Per Project H Comms Team, Comms Plan for Internal and
that assists Charter Product staff and External Comms,
customers Development Customers Marketing and HR
through team departments.
transition to new
product with
complete testing
completed on
time and within
budget whilst
developing
market share per
the specified
targets (ROI etc.)
CO2 PMO up and Per Project M To understand

running with Charter processes and
Process Maps for eliminate
the future problems and
bottlenecks

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Tinkleman Programme Office - E-BOOKS
Template Version 1.0 Date: 11-04-2014
7. Business Benefits
Growth strategy requirements incorporate:
• Delivering increased Revenues per the targets

• Set out a future PMO culture which will deliver larger business transformation
projects
• Increased Stakeholder confidence in the delivery of projects
Start with the E-books project which will then set the path for future
ways of working
Benefits
• Less reliance on legacy systems
• More professional ways of working
• Easier processes to understand
• Sustainable future ways of working
• Utilising leveraging and lessons learned
• All round more experienced staff making the business fit for purpose and the
future.
7.1. IS Principles, Milestones and Compliance

Append compliance statement
List EA Milestones
Ref EA Description Reason

Num ber for
change if
any
1 PC.7 As per Project Charter N/A

Page 13 of 19
8. Financials
8.1. Cost Benefit Summary
Fixed Paym ent Package
Direct Costs (all to be capitalised) $200k
Outsourcing to Digital Jam $50k
Total project cost $250k
Total commitment $250
NOTE:
Further financial analysis is required re Business insight and

financial planning to fully set out KPI’s such as ROI and Cost
Benefit and further financial planning.

Page 14 of 19
9. Key Milestones as per signed off Milestones report.
Available m ilestone:
Commence Feasibility 01-03-2014
Feasibility completed and Project charter signed 18/04/2014
Project kick off meeting 21/04/2014
Execution start 14/05/2014
Development completed 31/07/2014
Sign-off of all Outputs 01-08-2014
E-book creration 28-08-2014
Testing starts 30-08-2014
Testing end 15-09-2014
UAT completion 26-09-2014
Go Live – Test run 28-09-2014
Go Live – 30-09-2014
DAM Launch completed 15-10-2014
Warranty Mid Oct 2014
Closure and PIR planning End Oct 2013

Page 15 of 19
10. Resources Required
Ref Skill area Source Resource agreed

RES001 Project Manager Don Johnson Yes
RES002 Business Manager Lewis Curtis Yes
RES003 Operations Ruth O’Neill Yes
RES004 Testers and IT Desmond O’Malley Yes
RES005 Brand SME & Ruth O’Neill / Gemma Yes

Comms & SSGQG Smith

Page 16 of 19
11. Project Context
11.1. Constraints
Ref Constraint
CON001 . Budgets and other resource (people/IT) constraints
CON002 Time line and plans to completion
CON003 Other commitments scheduled around go-live time
11.2. Assumptions
Ref Assumption
1 Forecasting and Business Insight assumptions
2 Customer interest / Partnership interest and Project Management success
3 Digital Jam quote and overall compatibility
11.3. Dependencies
Ref Dependencies Inbound/ Im pacts

Outbound
DEP001 Integration into BOTH Unknown as yet knock on effects on

workflows Operations

Page 17 of 19
11.4. Project Prioritised Risks are covered in a separate
report
11.5. Business Risks
Other projects will assume a higher priority therefore

threatening timelines
Will not deliver the targets as set out
Will disrupt operations at a critical time of the year (Xmas)
11.6. Documented Issues @ 11/04/2014
Ref Issue Description

ISS001 Budget Release budget to kick off Procurement process
ISS002 Procurement Get Order requirements out to supplier
ISS003 Communications Delays in getting Comms Dept on board – they are

busy
11.7. Opportunities
To maximize existing investment for parallel projects.
• Combining different skills to create a unique market leading product

• Utilising standard coding, minimising bespoke development where possible
• Standardise future PM ways of working
• Developing staff skills and staff morale i.e. a great place to work
12. Change Requests
12.1. DDF Changes
• Document work and change requests as they arise here
12.2. Issue Papers
• Set out Issue papers steering committee, Project team

• Storage of T&Cs

Page 18 of 19
12.3. W ork Request Changes Logs
• WR - Testing
• WR - Sign off
• WR - Auto calculate
• WR - Confirmation

Page 19 of 19
Appendix A.2
Initiation Report
Appendix A.2– Initiation Report
Project: E-Books Project

Prepared by: Don Johnson, Project Manager Date: 26/03/2014
Deliverables:
• Changes to Digital Asset Management system to allow for book as well

as current book sales.
• Partnership with SSGQG (exclusive project partner).
• Providing content for top three market readers, with possible future
plans to cover further readers.
Alternative Strategies: ‘Free E-Book’ strategy to attract interest in

Tinkleman and build customer loyalty.
Risks of Alternative Strategies: Obvious loss of revenue for unreliable

long-term gains.
Risks: Tinkleman suffered heavy losses from the first purchase of an eBooks
line in the ‘90s, and there are fears that a similar mistake has been made in
this most recent down the same path.
Mitigations: The recent growth of the E-Book business in the previous year
would suggest that the time is now ripe for a move into the E-Books
business, unlike the first attempt in the ‘90s, which may have been
premature.
Com pany Strategy Fit: Due to recent successes, and with the acquirement
of its largest competitor, the company is in a position of strength. This has
led to an expansionist mood among board members. The move into the
growing E-Books industry will allow Tinkleman to expand without undue risk.
Market Opportunity: The growth of the E-Books business makes it clear

that it has considerable potential. If Tinkleman is to gain from this, it must
move in while it can before competitors.

Appendix B.1
Stakeholder Register
Appendix B.1 – Stakeholder Register

Name Position Internal/External Project Role Contact Information
Harry Pearson CIO Internal Project Sponsor H.Pearson@tinkleman.com
Don Johnson PM Internal Project Manager D.Johnson@tinkleman.com
Lewis Curtis Innovation Internal Business Manager L.Curtis@tinkleman.com
Dermot Green Finance Expert Internal Finance Business Partner D.Green@tinkleman.com
Desmond O’Malley IT Department Internal IT Manager D.Omalley@tinkelman.com
Ruth O’Neill Operations Internal Operations Manager R.Oneill@tinkleman.com
Cilla Black Digital Jam External IT Supplier C.Black@digitaljam.com
Gemma Smith SSGQG External Partner G.Smith@ssgqg.com
Sponsor Acceptance Signed: Harry Pearson Dated: 11-04-2014

Appendix B.2
Stakeholder Map
Appendix B.2 – Stakeholder Map & Organizational Chart


Appendix B.3
Stakeholder Management Strategy

Appendix B.3 – Stakeholder Management Plan
Table of Contents
INTRODUCTION 2
IDENTIFY STAKEHOLDERS 2
KEY STAKEHOLDERS 3
STAKEHOLDER ANALYSIS 3
Tinkleman Wholesale, 411 Elm St, Dallas, TX 75202 1

Introduction
The Stakeholder Management Strategy for Tinkleman will be used to identify

and classify project stakeholders; determine stakeholder power, interest, and
influence; and analyze the management approach and communication methodology
for project stakeholders. This will allow us to identify key influential stakeholders to
solicit input for project planning and gain support as the project progresses. This will
benefit the project by minimizing the likelihood of encountering competing objectives
and maximizing the resources required to complete the project.
Early identification and communication with stakeholders is imperative to

ensure the success of the E-Book Project by gaining support and input for the
project. Some stakeholders may have interests which may be positively or negatively
affected by the E-Books Project. By initiating early and frequent communication and
stakeholder management, we can more effectively manage and balance these
interests while accomplishing all project tasks.
Identify Stakeholders
The E Books Project Team will conduct a brainstorming session in order to

identify stakeholders for the project. The brainstorming session will include the
primary project team and project sponsor. The session will be broken down into two
parts. The first part will focus on internal stakeholders within Tinkelman. These
stakeholders may include functional managers, operations personnel, finance
personnel, warehouse and material handlers, and any other Tinkleman employees
who will be affected by the LightWave project. The second part of the session will
focus on external stakeholders. These may include suppliers, trial customers, partner
organizations, or any other individuals who reside outside of Tinkleman.
The following criteria will be used to determine if an individual will be included

as a stakeholder:
1. Will the person or their organization be directly or indirectly affected by

this project?
2. Does the person or their organization hold a position from which they
can influence the project?

3. Does the person have an impact on the project’s resources (material,

personnel, funding)?
4. Does the person or their organization have any special skills or

capabilities the project will require?
5. Does the person potentially benefit from the project or are they in a
position to resist this change?
Any individual who meets one or more of the above criteria will be identified as
a stakeholder. Stakeholders from the same organization will be grouped in order to
simplify communication and stakeholder management.
Key Stakeholders
As a follow on to Identify Stakeholders, the project team will identify key

stakeholders who have the most influence on the project or who may be impacted
the most by it. These key stakeholders are those who also require the most
communication and management which will be determined as stakeholders are
analyzed. Once identified, the Project Manager will develop a plan to obtain their
feedback on the level of participation they desire, frequency and type of
communication, and any concerns or conflicting interests they have.
Based on the feedback gathered by the project manager, the determination

may be made to involve key stakeholders on steering committees, focus groups, gate
reviews, or other project meetings or milestones. Thorough communication with key
stakeholders is necessary to ensure all concerns are identified and addressed and
that resources for the project remain available.
Stakeholder Analysis
Once all E-Book Project stakeholders have been identified, the project team
will categorize and analyze each stakeholder. The purpose of this analysis is to
determine the stakeholders’ level of power or influence, plan the management
approach for each stakeholder, and to determine the appropriate levels of
communication and participation each stakeholder will have on the project.
The project team will categorize stakeholders based on their organization or

department. Once all stakeholders have been categorized, the project team will

utilize a power/interest matrix to illustrate the potential impact each stakeholder may
have on the project. Based on this analysis the project team will also complete a
stakeholder analysis matrix which illustrates the concerns, level of involvement, and
management strategy for each stakeholder.
The chart below will be used to establish stakeholders and their levels of power
and interest for use on the power/interest chart as part of the stakeholder analysis.
Key Organization Name Power (1-5) Interest (1-5)
A Operations Ruth O’Neill 2 2
B CIO Harry Pearson 4 5
C IT Supplier (Digital Cilla Black 1 1

Jam)
D Finance Business Dermot Green 1 2

Partner
E Business Manager Lewis Curtis 3 5
F IT Staff Des O‘Malley 4 1
G SSGQG Partner Gemma Smith 2 4

Below is the power/interest chart for E-book Project stakeholders. Each letter
represents a stakeholder in accordance with the key in the chart above.
5
F
Power
A G
C D
1
1 5
Interest
Based on the power and interest analysis and chart above, stakeholders A, C,
and D will require minimal management effort as they reside in the lower left
quadrant of the matrix. Stakeholder F, in the upper left quadrant, must be kept
satisfied by ensuring concerns and questions are addressed adequately. Stakeholder
G, in the lower right quadrant, must be kept informed through frequent
communication on project status and progress. Stakeholders B and E, in the upper
right quadrant, are key players and must be involved in all levels of project planning
and change management. Additionally, stakeholders B and E should be participatory
members in all project status meetings, gate reviews, and ad hoc meetings as
required.
The stakeholder analysis matrix will be used to capture stakeholder concerns,

level of involvement, and management strategy based on the stakeholder analysis
and power/interest matrix above. The stakeholder analysis matrix will be reviewed
and updated throughout the project’s duration in order to capture any new concerns
or stakeholder management strategy efforts.

Stakeholder Concerns Quadrant Strategy
A Ensuring proper Minimal Communicate project

handover of project to Effort specifications as required
operations team
B Resource and Key Player Solicit stakeholder as

scheduling constraints member of steering
for production once committee and obtain
project is transitioned feedback on project
to operations planning. Frequent
communication and
addressing concerns are
imperative
C Ensuring on time Minimal Communicate project

delivery of materials Effort schedule and material
requirements ahead of time
to ensure delivery
D Possible union strike Minimal Solicit frequent updates and

may impact material Effort develop plan for alternative
delivery supply source
E Product performance Key Player Communicate test results

must meet or exceed and performance
current product specifications and obtain
feedback on customer
requirements or any
changes. Provide frequent
status reports and updates.
F Concerns regarding Keep Communicate resource

resources to assist Satisfied requirements early and
project team with ensure resources are
product design released back to
engineering when they’re
no longer required
G Questions regarding Keep Allow technical staff to work

design of E books Informed with stakeholder to answer
product questions and address
concerns and provide test
results for validation

Sponsor Acceptance
Approved by the Project Sponsor:
_________________________________ Date: 11/04/2014
Harry Pearson
CIO

Appendix C.1
Kick-off Meeting Agenda

Appendix C.1 – Kick-off Meeting Agenda

Meeting Objective
The meeting objective is to discuss the best way we can execute the
eBooks projects on time and on schedule so that we can
Deliver on what Tinkleman needs to get this project delivered by end of

Q3 (i.e. end September 2014) so that the E-Book product is available well in
time for the Christmas 2014 market.
The project fits well with the Tinkelman overall growth strategy. We will
also discuss future plans and rollout when this project is finished.
Agenda
• Introductions of attendees
• Review of the project background
• Review of project-related documents (business case, project charter)
• Discussion of project organizational structure
• Discussion of project scope, time, and cost goals
• Discussion of other important topics
• List of action items from meeting
Action Item Assigned To Due Date
Date and tim e of next m eeting:

Appendix C.2
Kick-off Meeting Minutes

Appendix C.2 – Kick-off Meeting Minutes

Venue: Hilton Park Avenue Hotel
W elcom e and Official Opening of Opening of E-Books Project
Attendees
Members of the Board

CEO – John Frum
CFO – Jaylene Ruth
CIO – Harry Pearson
Innovation – Lewis Curtis
Gaming – Elise Morrison
Publishers
IT Staff – Desmond O’Malley
Project Manager – Don Johnston
Operations Staff
Digital Jam – Cilla Black
SSGQG – Gemma Smith
Meeting Opening:
John Frum gave a brief overview of the rationale and the main objectives and
the target outcomes.
Represented the main objective:
• Develop platform and deliver E-Books as a new product for continued

business growth. Also to introduce professional project management
skills and tools into Tinkleman organization through project management
approach.

Agenda:
• Introduction of attendees
• Background of project
• Review of project-related documents (i.e. business case, project charter
sign off)
• Discussion of project organizational structure
• Discussion of project scope, time, and cost goals
• Discussion of other important topics
• List of action items from meeting
Action Item Assigned To Due Date
Project Charter Sign Off Don Johnston 21 April
Team Contract Desmond O’Malley 26 April
Schedule on Gantt chart Cilla Black 01 May
Next m eeting: 14 May 2014, 8.30am to 5.30pm – Hilton Park

Avenue Hotel

Appendix C.3
Project Charter
Appendix C.3 – Project Charter

Version: 1.0
Project Nam e E-Books Project
Project Manager Don Johnson
Project Sponsor(s) Harry Pearson
Proposed Start Date 26/ 03/ 2014
Proposed End Date 15/ 10 /2014
1. Project Background
The Tinkleman business strategy focuses heavily on opportunities for

growth and expansion. With E-Books being the next big revenue stream, we
find this project to be fitting with our business growth strategy while
securing our place in the increasingly competitive environment by filling a
significant gap in the E-Books market.
With Tinkleman currently aiming toward professionalizing our approach

to IT projects and project management, we feel a lower risk project such as
our
E-Book Project is the best place to start, allowing us to build our project
management toolbox and experience in order to help future IT projects
succeed.
Through our successful project Tinkleman as a whole will benefit from a

large return on investment as well as invaluable active company engagement
in project management.

2. Project Goals
• Introduce professional project management skills and tools into

Tinkleman organization through its first formal project management
approach success.
• Launch E-Books as new line of business to help expansion and
growth in competitive market.
• Grow market share year on year to the lasting future of the
company.
• Allow Tinkleman to create a project management toolbox to use in
future projects.
3. Project O bjectives
• Develop platform and deliver E-Books as a new product of

Tinkleman Wholesale to help continue business growth strategy.
• Set up Tinkleman Project Management Office, create project
management templates and successful project example in order to
professionalise project procedures.
4. Scope
• Document successful project management with PMO in order to

help professionalize the future IT projects within Tinkleman.
• Design and sign off on outsourcing contract with SSGQG.
• Establish necessary hardware, software and network updates in
relation to E-Book platform.
• Deliver successful E-Book platform creation and testing.
• Launch E-Book platform in time for the Christmas market.

5. Stakeholders
• Project Sponsor- Harry Pearson

• Members of the Board
• CEO- John Frum
• CFO- Jaylene Ruth
• Finance Expert- Dermot Green
• Innovation- Lewis Curtis
• Publishers
• IT Manager- Desmond O’Malley
• Digital Jam- Cilla Black
• SSGQG Partner- Gemma Smith
• Operations Staff
6. Success Criteria
• Our goal is to establish a fully functional, fully tested, operationally

efficient E-Book system. We aim is to complete this project by the end
of the third quarter, for no more than €250,000.
• If the project takes a little longer to complete or costs more than

planned, the firm will still view it as a success if it develops a market
share of the proposed 5% in the first year and a healthy return on
investment.
• In completing this project we also aim to have Tinklemans project
management office up and running with documented templates of its
first successful project management initiative.
• A vital component of this success is effective communication with all

staff and stakeholders.
7. Proposed Key Milestones
• Confirm contracts with external suppliers 14/05/14

• Establish necessary hardware, software and network update 13/06/14
• Development completed 31/07/14
• System testing 26/09/14
• Launch platform and deliver E-Books 15/10/14

• Archive project documents with PMO 14/11/14
8. Risks & Assum ptions
• Budget restraints
• Time restraints
• Resource restraints
• Optimistic forecasting
• Customer interest
• SSGQ’s interest in exclusive partnership
• Digital Jam compatibility
• Digital Jam quote
• Project Management success
9. Budget
The firm has allocated €250,000 for this project.
€50,000 of which will be in outsourcing to Digital Jam.
10. Authorizations
Nam e Signature Date
John Frum CEO 03/ 03/ 14

Approved
By:
Jaylene Ruth CFO 03/ 03/ 14
Harry Pearson CIO 03/ 03/ 14
Lewis Curtis
Innovation 03/ 03/ 14
Don Johnson
Project Manager 03/ 03/ 14
Sponsor Acceptance Signed: Harry Pearson Dated : 11-04-

2014

Appendix D.1
Work Breakdown Structure

Appendix D1 – Work Breakdown Structure

1.0 eBook Delivery Project

1.1 Initiating
1.1.1 Evaluation
1.1.2 Identify key stakeholders
1.1.3 Stakeholder register and stakeholder management strategy
1.1.4 Develop project charter
1.1.5 Hold project kick-off meeting
1.1.6 Project charter sign off
1.1.7 Minutes of kick-off meeting
1.2 Planning
1.2.1 Determine project team
1.2.2 Develop team contract
1.2.3 Determine scope
1.2.4 Prepare schedule and costs breakdown
1.2.5 Prepare WBS
1.2.5.1 Determine task durations
1.2.5.2 Determine task resources
1.2.5.3 Create Gantt chart
1.2.6 Prepare risk register
1.2.6.1 Identify risks
1.2.6.2 Create risk management strategy
1.2.7 Develop contracts with external stakeholders
1.2.7.1 Digital JAM for DAM development
1.2.7.2 SSGQG for delivery
1.2.7.3 Additional delivery vendors
1.3 Executing
1.3.1 External kick-off meeting
1.3.2 Design eBook DAM
1.3.3 Procure hardware
1.3.4 Procure software
1.3.5 System development
1.3.6 System testing
1.3.7 Training
1.3.8 eBook DAM launch
1.4 Monitoring and Controlling
1.4.1 Project management

1.4.1.1 Internal project management

1.4.1.2 External project management
1.4.2 Progress reports
1.4.3 Change management
1.5 Closing
1.5.1 Prepare final project report and presentation
1.5.2 Document lessons learned
1.5.3 Formal acceptance from project sponsor
1.5.4 Formal project archiving
1.5.4.1 Create PMO
1.5.4.2 Archive documentation

Appendix D.2
Work Breakdown Structure Dictionary

Appendix D.2 – Work Breakdown Structure Dictionary

Level Item Code WBS Item Name Definition
1 1.0 eBook Project All work required to implement new eBook Digital Asset Management
System project.
2 1.1 Initiating Work required for the initiation stage of the project.
3 1.1.1 Evaluation Evaluating options to ensure successful project completion.
3 1.1.2 Identify key stakeholders Determine all key stakeholders to the project.
3 1.1.3 Stakeholder register and stakeholder List all stakeholders, external and internal, their level of influence and
management strategy interest, and potential management strategies.
3 1.1.4 Develop project charter PM shall develop the project charter.
3 1.1.5 Hold project kick-off meeting Project is officially started with a kick-off meeting. PM, sponsor and project
team to attend.
3 1.1.6 Project charter sign off Project sponsor signs off on charter authorizing Planning stage to
commence.

3 1.1.7 Minutes of kick-off meeting Minutes of kick-off meeting to be approved by PM.
2 1.2 Planning Work required for the planning stage of the project.
3 1.2.1 Determine project team PM to decide on project team and request availability of resources for life
of project.
3 1.2.2 Develop team contract PM to develop a team contract to promote teamwork and clarify
communications.
3 1.2.3 Determine scope PM to create a scope statement.
3 1.2.4 Prepare schedule and costs PM to document a breakdown of time and resource requirements.
breakdown
4 1.2.5.1 Determine task durations PM to determine how long each task will take.
4 1.2.5.2 Determine task resources PM to determine what resources are required for each task.
4 1.2.5.3 Create Gantt chart PM to create Gantt chart showing all project tasks and their start and end
dates.
3 1.2.5 Prepare WBS PM to create Work Breakdown Structure.
3 1.2.6 Prepare risk register PM to create and document risks and procedures for managing them.
4 1.2.6.1 Identify risks PM to identify risks to the project, their probability and impact.
4 1.2.6.2 Create risk management strategy PM to create a risk management strategy.

3 1.2.7 Develop contracts with external PM to develop and finalize contracts of work with any external
stakeholders stakeholders.
4 1.2.7.1 Digital JAM for DAM development Digital JAM will be the primary developer for our eBook Digital Asset
Management system.
4 1.2.7.2 SSGQG for delivery SSGQG will be our exclusive content partner.
4 1.2.7.3 Additional delivery vendors We also aim to provide eBooks via top 3 readers on market.
2 1.3 Executing Work required for the Executing stage of the project.
3 1.3.1 External kick-off meeting PM holds a kick-off meeting with project team including Digital JAM and
SSGQG to review and validate requirements.
3 1.3.2 Design eBook DAM Design of eBook Digital Asset Management system, outsourced to Digital
JAM.
3 1.3.3 Procure hardware All hardware required for project delivery to be acquired.
3 1.3.4 Procure software All software required for project delivery to be acquired.
3 1.3.5 System development Hardware, software and network to be integrated and customized for
requirements.
3 1.3.6 System testing Select a small group of users to test eBook DAM system.
3 1.3.7 Training Support staff to be trained on new eBook DAM system.

3 1.3.8 eBook DAM launch Launch of new Tinkleman eBook Digital Asset Management system
2 1.4 Monitoring and Controlling Work required for the Monitoring and Controlling stage of the project.
3 1.4.1 Project management PM to perform overall project management for duration of project; manage
scope, risks, etc. throughout project life.
4 1.4.1.1 Internal project management PM to manage internal team and stakeholders.

Appendix D.3
Gantt Chart
Name Duration Start Finish Predecessors
1 E-Books Project 167.875 ... 3 / 2 6 / 1 4 9 : 0 0 A M 11/14/14 5:00 PM
2 Initiating 21.875 d... 3 / 2 6 / 1 4 9 : 0 0 A M 4/24/14 5:00 PM
3 Evaluation 1 day? 3/26/14 9:00 AM 3/27/14 9:00 AM
4 Identify Key Stakeholders 1 day? 3/27/14 9:00 AM 3/28/14 9:00 AM 3
5 Stakeholder register and stakeholder manage... 15.875 d... 3/28/14 9:00 AM 4/18/14 5:00 PM 4
6 Develop Project Charter 16.875 d... 3/27/14 9:00 AM 4/18/14 5:00 PM 3
7 Project Charter sign-off 0 days? 4/18/14 5:00 PM 4/18/14 5:00 PM 5;6
8 Hold project kick-off meeting 0 days? 4/21/14 8:00 AM 4/21/14 8:00 AM 7
9 Minutes of kick-off meeting 3 days? 4/22/14 8:00 AM 4/24/14 5:00 PM 8
10 Planning 33.875 da... 3 / 2 7 / 1 4 9 : 0 0 A M 5/13/14 5:00 PM
11 Determine project team 18.875 d... 3/27/14 9:00 AM 4/22/14 5:00 PM
12 Develop Team Contract 5.875 days? 4/18/14 9:00 AM 4/25/14 5:00 PM
13 Determine scope 6.875 days? 4/18/14 9:00 AM 4/28/14 5:00 PM
14 Prepare schedule and cost breakdown 9.875 days? 4/18/14 9:00 AM 5/1/14 5:00 PM
15 Prepare WBS 12.875 d... 4/18/14 9:00 AM 5/6/14 5:00 PM
16 Prepare Risk Register 14.875 d... 4/18/14 9:00 AM 5/8/14 5:00 PM
17 Develop contracts with external stakeholders 17.875 d... 4/18/14 9:00 AM 5/13/14 5:00 PM
18 Executing 110.875 d... 5 / 1 4 / 1 4 9 : 0 0 A M 10/15/14 5:00 PM
19 External kick-off meeting 0.875 days? 5/14/14 9:00 AM 5/14/14 5:00 PM 17
20 Design E-Book DAM 10.875 d... 5/14/14 9:00 AM 5/28/14 5:00 PM
21 Procure hardware 12 days? 5/29/14 8:00 AM 6/13/14 5:00 PM 20
22 Procure software 12 days? 5/29/14 8:00 AM 6/13/14 5:00 PM 20
23 System development 56.875 d... 5/29/14 9:00 AM 8/15/14 5:00 PM 20
24 System testing 21 days? 8/18/14 8:00 AM 9/15/14 5:00 PM 23
25 Training 8.875 days? 9/16/14 9:00 AM 9/26/14 5:00 PM 24
26 E-Book DAM launch 0.875 days? 10/15/14 9:00 AM 10/15/14 5:00 PM
27 Monitoring and Controlling 167.875 d... 3 / 2 6 / 1 4 9 : 0 0 A M 11/14/14 5:00 PM
28 Project management 167.875 ... 3/26/14 9:00 AM 11/14/14 5:00 PM
29 Progress reports 145.875 ... 3/26/14 9:00 AM 10/15/14 5:00 PM
30 Change Management 145.875 ... 3/26/14 9:00 AM 10/15/14 5:00 PM
31 Closing 22.875 da... 1 0 / 1 5 / 1 4 9 : 0 0 A M 11/14/14 5:00 PM
32 Prepare final project report 1 day? 10/15/14 9:00 AM 10/16/14 9:00 AM
33 Document Lesson Learned 7.875 days? 10/15/14 9:00 AM 10/24/14 5:00 PM
34 Formal acceptance from Sponsor 0.875 days? 10/17/14 9:00 AM 10/17/14 5:00 PM 32
35 Formal project archiving 0.875 days? 11/14/14 9:00 AM 11/14/14 5:00 PM 32;33;34
E-Books Project - page1

23 Mar 14 30 Mar 14 6 Apr 14 13 Apr 14 20 Apr 14 27 Apr 14 4 May 14 11 May 14
Resource Names
S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S
3/28
4/18
4/21
5/14

May 14 18 May 14 25 May 14 1 Jun 14 8 Jun 14 15 Jun 14 22 Jun 14 29 Jun 14 6 Jul 14 13 Jul 14 2
T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S
5/14

14 20 Jul 14 27 Jul 14 3 Aug 14 10 Aug 14 17 Aug 14 24 Aug 14 31 Aug 14 7 Sep 14 14 Sep 14 21
WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M

14 21 Sep 14 28 Sep 14 5 Oct 14 12 Oct 14 19 Oct 14 26 Oct 14 2 Nov 14 9 Nov 14 16 Nov 14 23 N
WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M T WT F S S M
10/15
10/17
11/14

4 23 Nov 14 30 Nov 14 7 Dec 14 14 Dec 14
T F S S M T WT F S S M T WT F S S M T WT F S S

Appendix D.4
Network Diagram
E-Books Project Initiating Evaluation Identify Key Stakeholders
Duration 167.875 days? Duration 21.875 days? Duration 1 day? Duration 1 day?
Start 3/26/14 9:00 AM Start 3/26/14 9:00 AM Start 3/26/14 9:00 AM Start 3/27/14 9:00 AM
Finish 11/14/14 5:00 PM Finish 4/24/14 5:00 PM Finish 3/27/14 9:00 AM Finish 3/28/14 9:00 AM
Develop Project Charter

Duration 16.875 days?
Start 3/27/14 9:00 AM
Finish 4/18/14 5:00 PM
Planning Determine project team

Duration 33.875 days? Duration 18.875 days?
Start 3/27/14 9:00 AM Start 3/27/14 9:00 AM
Finish 5/13/14 5:00 PM Finish 4/22/14 5:00 PM
Develop Team Contract

Start 4/18/14 9:00 AM
Finish 4/25/14 5:00 PM
Determine scope
Start 4/18/14 9:00 AM
Finish 4/28/14 5:00 PM
Prepare schedule and cost bre...

Start 4/18/14 9:00 AM
Finish 5/1/14 5:00 PM
Prepare WBS
Start 4/18/14 9:00 AM
Finish 5/6/14 5:00 PM
Prepare Risk Register

Start 4/18/14 9:00 AM
Finish 5/8/14 5:00 PM
Develop contracts with externa...

Start 4/18/14 9:00 AM
Finish 5/13/14 5:00 PM
Executing External kick-off meeting

Start 5/14/14 9:00 AM Start 5/14/14 9:00 AM
Design E-Book DAM Procure hardware

Duration 10.875 days? Duration 12 days?
Start 5/14/14 9:00 AM Start 5/29/14 8:00 AM
Procure software
Duration 12 days?
Start 5/29/14 8:00 AM
Finish 6/13/14 5:00 PM
System development
Start 5/29/14 9:00 AM
Finish 8/15/14 5:00 PM
E-Book DAM launch

Start 10/15/14 9:00 AM
Finish 10/15/14 5:00 PM
Monitoring and Controlling Project management

Start 3/26/14 9:00 AM Start 3/26/14 9:00 AM
Progress reports
Start 3/26/14 9:00 AM
Finish 10/15/14 5:00 PM
Change Management
Start 3/26/14 9:00 AM
Finish 10/15/14 5:00 PM
Closing Prepare final project report

Duration 22.875 days? Duration 1 day?
Start 10/15/14 9:00 AM Start 10/15/14 9:00 AM
Finish 11/14/14 5:00 PM Finish 10/16/14 9:00 AM
Document Lesson Learned Formal acceptance from Spons...

Start 10/15/14 9:00 AM Start 10/17/14 9:00 AM
y Stakeholders Stakeholder register and stake...
1 day? Duration 15.875 days?
3/27/14 9:00 AM Start 3/28/14 9:00 AM
3/28/14 9:00 AM Finish 4/18/14 5:00 PM
oject Charter Project Charter sign-off Hold project kick-off meeting Minutes of kick-off meeting
16.875 days? Duration 0 days? Duration 0 days? Duration 3 days?
3/27/14 9:00 AM Start 4/18/14 5:00 PM Start 4/21/14 8:00 AM Start 4/22/14 8:00 AM
4/18/14 5:00 PM Finish 4/18/14 5:00 PM Finish 4/21/14 8:00 AM Finish 4/24/14 5:00 PM
ck-off meeting
0.875 days?
5/14/14 9:00 AM
5/14/14 5:00 PM
rdware
12 days?
5/29/14 8:00 AM
6/13/14 5:00 PM
tware
12 days?
5/29/14 8:00 AM
6/13/14 5:00 PM
elopment System testing Training

56.875 days? Duration 21 days? Duration 8.875 days?
5/29/14 9:00 AM Start 8/18/14 8:00 AM Start 9/16/14 9:00 AM
8/15/14 5:00 PM Finish 9/15/14 5:00 PM Finish 9/26/14 5:00 PM
eptance from Spons... Formal project archiving

0.875 days? Duration 0.875 days?
10/17/14 9:00 AM Start 11/14/14 9:00 AM
10/17/14 5:00 PM Finish 11/14/14 5:00 PM
Appendix D.5
Milestone Report
Appendix D.5 – Milestone Report

Milestone Date Status Responsible Comments
Initiating
Stakeholders identified 26/03/2014 Completed PM, Lewis Curtis
Project charter signed 18/04/2014 Completed PM, Harry Pearson
Project kick-off meeting held 21/04/2014 Completed PM
Planning
Determine project team 22/04/2014 Completed PM
Team contract signed 25/04/2014 Completed PM
Scope analysis completed 28/04/2014 Completed PM
Schedule and costs 01/05/2014 Completed PM

breakdown completed
WBS completed 06/05/2014 Completed PM
Risk register completed 08/05/2014 Completed PM
External stakeholders 14/05/2014 Completed PM Delayed by 6

contracts in place weeks due to
legal issues
beyond our
control
Executing
External kick-off meeting 14/05/2014 Completed PM
held
eBook DAM design 28/05/2014 Completed IT

completed

Hardware and software 13/06/2014 Completed IT

procured
Development completed 31/07/2014 Completed IT, Digital JAM
System testing completed 15/09/2014 Completed IT
User training completed 26/09/2014 Completed IT
DAM launch completed 15/10/2014 Completed IT
Monitoring and Controlling

Status meetings Every Completed PM, team
Friday
Closing
Final project report and 16/10/2014 Completed PM
presentation completed
Sign off from sponsor 17/10/2014 Completed Harry Pearson
Lessons learned report 24/10/2014 Completed PM, team

completed
Documents archived with 14/11/2014 Completed PM

PMO
Project Manager: Don Johnson

Sponsor: Harry Pearson (CIO)
Head of Emerging Product Lines: Lewis Curtis
IT Manager: Desmond O’Malley
Business Partner (Finance): Dermot Green
Business Partner (SSGQG): Gemma Smith
Business Partner (Digital JAM): Cilla Black

Appendix E.1
Change Management Plan

Appendix E.1 – Change Management Plan
Table of Contents
Introduction 2
Change Management Approach 2
Definitions of Change 2
Change Control Board 3
Roles and Responsibilities 4
Change Control Process 5

Introduction
The Change Management Plan was created for the E-Books Project in order to
set expectations on how the approach to changes will be managed, what defines a
change, the purpose and role of the change control board, and the overall change
management process. All stakeholders will be expected to submit or request
changes to the Project Manager, Don Johnson in accordance with this Change
Management Plan and all requests and submissions will follow the process detailed
herein.
Change Management Approach
The Change Management approach for the E-Books Project will ensure that all
proposed changes are defined, reviewed, and agreed upon so they can be properly
implemented in a timely fashion and communicated to all stakeholders. This
approach will also ensure that only changes within the scope of this project are
approved and implemented.
The Change Management approach is not to be confused with the Change

Management Process which will be detailed later in this plan. The Change
Management approach consists of three areas:
• Ensure changes are within scope and beneficial to the project
• Determine how the change will be implemented
• Manage the change as it is implemented
The Change Management process has been designed to make sure this
approach is followed for all changes. By using this approach methodology, the E-
Book Project Team will prevent unnecessary change from occurring and focus its
resources only on beneficial changes within the project scope.
Definitions of Change
There are several types of changes which may be requested and considered
for the E-Books Project. Depending on the extent and type of proposed changes,
changes project documentation and the communication of these changes will be
required to include any approved changes into the project plan and ensure all
stakeholders are notified. Types of changes include:

• Scheduling Changes: changes which will impact the approved project

schedule. These changes may require fast tracking, crashing, or re-baselining
the schedule depending on the significance of the impact.
• Budget Changes: changes which will impact the approved project budget.
These changes may require requesting additional funding, releasing funding
which would no longer be required, or adding to project or management
reserves. May require changes to the cost baseline.
• Scope Changes: changes which are necessary and impact the project’s
scope which may be the result of unforeseen requirements which were not
initially planned for. These changes may also impact budget and schedule.
These changes may require revision to WBS, project scope statement, and
other project documentation as necessary.
The project manager must ensure that any approved changes are
communicated to the project stakeholders. Additionally, as changes are approved,
the project manager must ensure that the changes are captured in the project
documentation where necessary. These document updates must then be
communicated to the project team and stakeholders as well.
Change Control Board
The Change Control Board (CCB) is the approval authority for all proposed
change requests pertaining to the IS Project. The purpose of the CCB is to review all
change requests, determine their impacts on the project risk, scope, cost, and
schedule, and to approve or deny each change request. The following chart provides
a list of the CCB members for the E-Books Project:
Name Position CCB Role
H.Pearson E-Book Project Sponsor CCB Chair
D.Johnson E-Book Project Manager CCB Member
D.Green E-Book Project Finance CCB Co-Chair

Business Partner
R.O’Neill E-Book Project Operations CCB Member

Manager

As change requests are submitted to the E-Books Project Manager by the

project team/stakeholders, the Project Manager will log the requests in the Change
Log and the CCB will convene and review all change requests within 48hours of their
submission to ensure timely changes are made to best suit the interest of the
projects success. For a change request to be approved, all CCB members must vote
in favor. In the event more information is needed for a particular change request, the
request will be deferred and sent back to the requestor for more information or
clarification. If a change is deemed critical, an ad hoc CCB meeting can be called in
order to review the change prior to the next scheduled bi-weekly CCB meeting.
Roles and Responsibilities
The following are the roles and responsibilities for all change management
efforts related to the E-Book Project:
Project Sponsor:
• Approve all changes to budget/funding allocations
• Approve all changes to schedule baseline
• Approve any changes in project scope
• Chair the CCB
Project Manager:
• Receive and log all change requests from project stakeholders
• Conduct preliminary risk, cost, schedule, scope analysis of change prior to

CCB
• Seek clarification from change requestors on any open issues or concerns
• Make documentation revisions/edits as necessary for all approved changes
• Participate on CCB
Project Team/Stakeholders:
• Submit all change requests on standard organizational change request forms

• Provide all applicable information and detail on change request forms
• Be prepared to address questions regarding any submitted change requests
• Provide feedback as necessary on impact of proposed changes
Change Control Process
The Change Control Process for the E-Book Project will follow the
organizational standard change process for all projects. The project manager has
overall responsibility for executing the change management process for each change
request.
1. Identify the need for a change (Stakeholders) – Change requestor will

submit a completed change request form to the project manager.
2. Log change in the change request form (Project Manager) – The project
manager will keep a log of all submitted change requests throughout the
project’s lifecycle in Change Log.
3. Evaluate the change (Project Manager, Team, Requestor) – The project

manager will conduct a preliminary analysis on the impact of the change
to risk, cost, schedule, and scope and seek clarification from team
members and the change requestor.
4. Submit change request to CCB (Project Manager) – The project

manager will submit the change request, as well as the preliminary
analysis, to the CCB for review.
5. Obtain Decision on change request (CCB) – The CCB will discuss the
proposed change and decide whether or not it will be approved based
on all submitted information. This decision will be made within 48hours
of submission.
6. Implement change (Project Manager) – If a change is approved by the

CCB, the project manager will update and re-baseline project
documentation as necessary.

Sponsor Acceptance
Approved by the Project Sponsor:
_________________________________ Date: 26/03/2014
Harry Pearson
CIO

Appendix E.2
Change Request Form #001

Appendix E.2 – Tinkleman Change Request Form

Project Name: E-Books Project
Date Request Submitted: 2 6 / 0 3 / 2 0 1 4
Title of Change Request: Addit ional budget allowance f or legal cost s

Change Order Number: # 0 0 1
Submitted by: Don Johnson
Change Category: Scope Schedule X Cost Technology Ot her
Description of change requested:

An addit ional $ 1 0 ,0 0 0 needs t o be allocat ed t o t he project budget t o cover
unf oreseen legal cost s.
Events that made this change necessary or desirable:

Budget under est imat ion:
Following f urt her conversat ion, Legal cost s wit hin t he project were higher
t han init ially expect ed, in order t o have our ext ernal cont ract s complet ed t his
ext ra cost is compulsory or t his project will come t o an end.
Justification for the change/why it is needed/desired to

continue/complete the project:
Our init ial expect ed legal cost s were great ly underest imat ed; f ollowing
negot iat ions t he legal f irm has of f ered a f ull service package f or a set f ee of
$ 1 5 ,0 0 0 f or which we need t he ext ra f unds t o cover. Project members have
researched and cont act ed ot her f irms and t his is t he best of f er available.
Impact of the proposed change on:

Scope: none
Schedule: none
Cost: $ 1 0 ,0 0 0 increase
Staffing: t he cost will cover hiring ext ernal legal t eam t o complet e all project
cont ract s t o t he highest level.
Risk: low, we have chosen a highly recommended prof essional f irm.
Other: none

Suggested implementation if the change request is approved:

The ext ra payment will be f orwarded t o t he legal f irm and cont ract s will be
worked on wit h immediat e ef f ect .
Required approvals:
Name/Title Date Approve/Reject

Harry Pearson - Project Sponsor 26/ 03/ 2014 APPROVE
Dermot Green - Finance Business Part ner 26/ 03/ 2014 APPROVE
Don Johnson - Project Manager 26/ 03/ 2014 APPROVE
Rut h O’Neill - Operat ions Manager 26/ 03/ 2014 APPROVE

Appendix E.3


Title of Change Request: Addit ional six week t ime allowance

Change Category: Scope X Schedule Cost Technology Ot her

An addit ional six week t ime f rame is det riment al t o t his project in order t o
have ext ernal cont ract s complet ed so out sourcing t o Digit al JAM and
part nership wit h SSGQG can commence.

Timef rame under est imat ion:
Conf irming legal cont ract s wit h ext ernal suppliers has t aken longer t han
expect ed so t his will unf ort unat ely put a 6 week delay across t he project
t imef rame.

This mat t er is out of our hands we are assured t he legal t eam have t hese
cont ract s as t heir main priorit y, wit hout t he f urt her t ime allowance on t his
project we cannot cont inue t o progress any f urt her on our E-Book delivery.
We are conf ident t hat t he cont ract s will be f ormalized and t he project will
resume on t he 1 4 / 0 5 / 2 0 1 4 .

Scope: none
Schedule: six week delay
Cost: none, we have previously negot iat ed a set price wit h t he f irm.
Staffing: none, t he legal t eam except responsibilit y f or delay and will
cont inue t o work on t he issue.
Risk: low.
Other: none


Reschedule t he durat ion and milest ones accordingly by six weeks
Required approvals:


Appendix E.4


Title of Change Request: Addit ional budget allowance f or SME hire

Change Category: Scope Schedule X Cost Technology Ot her

A new ext ernal cont ract or wit h a high knowledge and E-Book expert ise needs
t o be hired f or t he durat ion of t he project .

Lack of research int o personnel experience:
As Digit al JAM was init ially a digit al music provider, we have f ound t hey lack
advanced knowledge in an E-Books plat f orm/ market which we need t o assure
project success.

For our project t o f lourish and succeed in t he current compet it ive market we
need st rong indust ry knowledge in best pract ices, user needs and
expect at ions and an overall insight int o t he current E-Book market .
Our chosen Subject Mat t er Expert ( SME) comes f rom an except ional
background in IT project s and E-Book delivery and will signif icant ly enhance
and improve our project model.

Scope: A higher st andard will be delivered across t he project wit h t he E-
Books expert onboard.
Schedule: none
Cost: $ 4 0 ,0 0 0 , SMEs have been proven t o lower project cost s in t he long
run.
Staffing: ext ra cost will cover f ull t ime cont ract f or durat ion of project and
six mont hs af t er t o of f er t raining and support .

Risk: low, SME has been highly recommended by indust ry expert s and has
over 3 2 years document ed t echnology experience, t he last 1 5 years working
wit h E-Book plat f orms.
Other: none

The new cont ract will be writ t en up by t he legal t eam and we will welcome
t he SME aboard t he E-Books project wit h immediat e ef f ect and t he Project
Manager will work wit h him t hroughout .
Required approvals:


Appendix E.5
Change Management Log

Appendix E.5 – Change Management Log

Change Change Date

Description of Change Requestor Date Submitted Status Comments
No. Type Approved
#001 Cost This change calls for a further D.Johnson 26/03/2014 26/03/2014 APPROVE This change was
allocation of $10,000 to project D approved immediately to
budget to cover legal costs. allow the project to
progress.
#002 Time This change calls for delaying the D.Johnson 01/04/2014 02/04/2014 APPROVE This change was
current project schedule by 6 D approved, in agreement
weeks to allow external contracts that the project will still be
to be completed. This delay was delivered in time for the
unforeseen, initial budgeting Christmas market.
lacked thorough research.
#003 This change calls for hiring a D.Johnson 06/04/2014 07/04/2014 APPROVE This change was
Subject Matter Expert to work D approved in order to
alongside the Project Manager improve the overall
which was not considered in the project scope and future
original project plan success of the project and
company.

Appendix F.1
Risk Management Plan

Appendix F.1 – Risk Plan

Introduction and Sum m ary
With E-Books being the next big revenue stream, we find this project to
be fitting with our business growth strategy
As this project was building upon the failures of first venture into the E-
Book business in the 1990s, which resulted in a considerable loss. We hope
through better research and risk planning to avoid the failures of the past.
Risk Description Probability Impact Management or

(H/M/L) (H/M/L) Mitigation
Optimistic Projections are 5% H H Verified and

Forecasting market share first year signed off – Dermot
and 20% thereafter. Green, Finance.
What are competitors
doing to expand and
mitigate risks?
Assigned to Dermot
Green.
SSGQG Content Partner. H H Contracts signed -

Interest in SSGQG exclusive
partnership arrangement.
Assigned to Lewis
Curtis, Sponsor
Contract signed best
3 E-Book readers in
the market. Assigned
to Lewis Curtis.
Specific budget
$250,000
Joint planning -
SSGQG. Agreed on
resource, cost
estimates and IT

equipment. Assigned
to Desmond O’Malley,
IT Procurement.
Digital JAM Digital JAM -$50K to M M Verify compatibility

Compatibility add E-Books to current of E-Books. Assigned
and Digital system. to Don Johnston,
JAM Business Project Manager.
Quote.
Verify Cost of $50K.
Assigned to Desmond
O’Malley.
Can Digital Jam
support expansion?
Review contract.
Assigned to Desmond
O’ Malley.
Risk Matrix
High Risk, High Im pact

1. Optimistic Forecasting
2. SSGQG Interest in
partnership
Medium Risk, Moderate

Im pact
RISK
3. Digital Jam Compatibility

and Digital Jam Business
Quote
Low Risk, Low Im pact
IMPACT

Appendix F.2
Prioritized Risks
Appendix F.2 – Prioritized Risks

Risk Description Probability Impact Management or

(H/M/L) (H/M/L) Mitigation
Optimistic The Emerging talent H H Some big estimates

Forecasting teams market of E-Book market
of Market projections are 5% which need to be
Potential market share first year verified from other
and 20% market share sources outside of
year over year. the company and
independent from
SSGQG projects the
Business partners
minimum revenue
forecasts.
generated for
Tinkleman will at least Finance Team to
8.7 million in revenue further investigate
in the first year. Book market potential.
trader research are
What are competitors
saying the E-Book
doing with E-Books to
market will grow at
expand and how are
23% and the E-Book
they mitigating risks.
market was worth 2.3
billion business last
year
SSGQG Tinkleman will be H H Contracts will need to

Interest in exclusive content be in place before
exclusive partner when they Tinkleman proceed
partnership have created a new E- with SSGQG exclusive
Book device. arrangement.
(SSGQG new device)
will it be the best E-
Book reader in the
marketplace and will
this give Tinkleman
competitive
advantage.?
Contract also need to
be in place with the
best 3 E-Book
readers in the market
place before we
proceed with project
this should mitigate
risk for E-Books.
What lessons did we

learn from previous

attempt to launch E-
Books as part of
Tinkleman business.
Digital Jam Tinkleman purchased H H Verify the system is

Compatibility the asset management advanced enough to
and Digital system from Digital cope with E-Books in
Jam Business Jam and this currently the current system.
Quote. supports the
Verify Cost of $50K.
distribution of music
for Tinkleman. Digital Investigate and get
Jam are saying it quotes from other
should only be $50K suppliers.
to add E-Books to
Verify with IT Expert?
current system.
Can Digital JAM
The current system support Tinkleman on
from Digital Jam this project and have
supports over 30
the expertise and
other customers with support
Tinkleman infrastructure to
cope with Tinkleman
expansion.
Review arrangements
and contract with
Digital JAM.
Customer Is the E-Book market H H Verify Market Trends

Interest. growing as quickly as from another source
what Trader Research to make sure the
Group suggest and numbers will meet
customers are buying our forecasts.
E-Books with
Do our own market
suggested growth of
survey with current
23% over the previous
customers to
year.
mitigate risk and
support project
investment.
Time To complete M H Monitoring progress

Constraints development and against timeline and
testing by Sept 2013 take appropriate
is tight with no spare action if any overruns
capacity
Complexity Potential for problems H M Identify potential

of products to be identified due to solutions and how
verses complexity of handling best to incorporate
channels different products
across different
channels

Unforeseen If unforeseen Changes M H Review whether delay

requirements Requests are identified changes till warranty
then SSGQG do not or employ
have the capacity to workaround
incorporate before go
live.

Appendix F.3
Risk Management (Additional)

Appendix F.3 – Risk Managem ent (Additional)

Risk is an important element of Project Management. The first stage of

Risk Management is to identity the risks. Having stakeholders from involved
from different areas of the business is an important element of this process
as each person will understand the challenges/opportunities that exist in their
area of the business.
Risk Analysis is most important at the start of a project as it helps a

company identity the feasibility of the project and the advantages one
project has over another option.
Risk should be an integral part of the project throughout many different

stages and should be taken in to consideration when putting together the
project plan, identifying stakeholders needs, resource management,
dependencies, the internal organization and our external environment.
The first stage of Risk Management is the identification of Risks.

Tinkleman completed a SWOT analysis of the E-Books project & reviewed the
project in terms of Porter’s Five Forces. The results are as follows:

SW OT ANALYSIS – TINKLEMAN E-BOOKS
STRENGTHS WEAKNESSES
Tinkleman's strong Digital Music Poor project management skills

solution High level of staff training required
Strong advertising background & Stretched IT staff
negotiating skills
Relationship with Digital JAM
Knowledge of technology &
distribution
Strong Financial backing & risk culture
in the company
Backing of stakeholders
OPPORTUNITIES THREATS
Possible link with Amazon with Digital JAM compatiablity and

E-Books solution knowledge in the E-Books area
Possible move into the Digital gaming SSGQG Interest in
market exculsivevpartnership
Improved Project Management skills Possibility that revenue streams are
and toolbox in the company going over-rated
forward New technological developments in
Knowledge of a new market/new the E-Books arena
customers Confirming margins with External
Improvement in staff skills providers that make the project viable
Lack of take-on by staff

Porter’s Five Forces
The Diagram below shows Porter’s Five Forces. These are external
forces that can impact on the viability of a project.
In Tinkleman we needed to access our project from these criteria.
Bargaining Pow er of Custom ers:
For the purposes of this project, we identified our customers as being

SSGQG as they own the technology that our E-Books have been designed to
be compatible with. This customer doesn't have a huge amount of bargaining
power with Tinkleman as our E-Books can be used on many platforms aside
from SSGQG's device. It is however important that SSGQG retain the quality
of their device to maintain future interest from customers in the
marketplace.
Bargaining Pow er of Suppliers:
We knew at the onset of this project that Digital JAM & the Publishing
houses had significant bargaining power, in particular the Publishing houses
who could make our break our project depending on the margins on offer.

This is why we spent a lot of time putting together strong contracts with our
suppliers to ensure a lucrative relationship going forward with a focus on
positive gains for all parties. We acknowledged at this stage that our
relationship with Publishing houses could be detrimental to the future success
of the project if not managed properly.
Threat of New Entrants/New Technology
We have identified that there is a threat of new entrants in this market,

however our investment is justified given the high returns on just a small
percentage of this market. Our challenges going forward will be to ensure
that Digital JAM maintains the E-Books solution to modern technology
standards and that we are proactive in our approach to this technology going
forward.
Com petitive Rivalry in this business
We have identified strong competition between Publishers in this

industry and component (E-Book) providers, however there is a lower
appetite for rivalry in the actual E-Books business online. With our proposed
alliance with Amazon, this should place us in a positive position in terms of
our rivals.
Monitoring and Controlling Risk
As with all elements of our project, Monitoring and Controlling are

important. At this stage we have identified the risks so our next stage is to
Monitor and Control.
A risk should be documented as follows:
Condition Cause Consequence Context

There is a risk that This is caused by There may be a time E-Books delivery
Digital JAM may not the lack of delay in delivery and by Digital JAM
have sufficient experience of this training issues/an ill
experience in E-books new technology fitting solution
Development

All Such risks should then be monitored using a Risk Log. In Tinkleman
our Risk Log had the following Column Headings:
• Unique ID (Category)
• Category
• Risk
• Likihood
• Impact
• RAG Status (RED/AMBER/GREEN)
• Timescales
• Cost
• Owner
• Risk Management Approach
• Residual Risk
• Early Warning Signs
Such an approach allowed us to monitor risks and identify warning signs

and solutions
Quantitative Risk Asssessm ent
It is important when defining risks that an agreement is made regarding

what makes a risk Low, Medium or High Impact. Defining this will allow a
project manager to decide on the RAG status above.
This was done on the previous report using the list of prioritized risks
reports. We can also look at:
Impact, Cost, Time & Quality

Cost Assessm ent
Risks should also be costed and contingencies budgeted for. This can be
done using EMV (Expected Monetary Value)
For Example, with Tinkleman we saw the risk that contracts with
external suppliers might cost more than expected. We calculated the
probability of such an event at 75% and the cost at 10k. The calculation was
then:
EMV = [Percentage probability of event] x [Cost] =
EMV = 0.75 X 10,000 = 7.5K
For each risk evaluated, the project team needs to decide if the
risk/cost justifies the continuation of the project, or if the risk needs to be
mitigated.
To summarize, Risk is important element of Project Management. It helps us

decide which project to run with, what risks are present, how we monitor and
mitigate these risks and whether such risks impact on the future or even
start-up of our projects.

Appendix G.1
Communications Plan
Appendix G.1 – Com m unications Plan

Version: 1.0
W hat W ho/Target Purpose W hen/Frequency Type/Method(s)
Initiation Meeting All stakeholders Gather information for FIRST Meeting

Initiation Plan Before Project Start Date
Distribute Project All stakeholders Distribute Plan to alert Before Kick Off Meeting Document distributed
Initiation Plan stakeholders of project scope Before Project Start Date via hardcopy or
and to gain buy in. electronically. May be
posted on project
website or OIT
Blackboard site.
PPM Templates: Project
Snapshot or “Lite”
Initiation Plan
Project Kick Off All stakeholders Communicate plans and At or near Project Start Date Meeting(Skyp/teleconfe
stakeholder rence only in extreme
roles/responsibilities. circumstances) ideally
Encourage communication all in one place and face
among stakeholders. to face.
Status Reports All stakeholders Update stakeholders on Regularly Scheduled. Distribute electronically
and Project progress of the project. Monthly is recommended for and post via INTRANET
Office large/midsize projects. web
PPM Template: Status
Report

Team Meetings Entire Project To review detailed plans Regularly Scheduled. Meeting
Team. (tasks, assignments, and Weekly is recommended for PPM Template: Detailed
Individual action items). entire team. Weekly or bi- Plan
meetings for sub- weekly for sub-teams as
teams, technical appropriate.
team, and
Functional teams
as appropriate.
Project Advisory Project Advisory Update Project Advisory Group Regularly Scheduled. Meeting
Group Meetings Group and on status and discuss critical Monthly is recommended.
(this may apply Project Manager issues. Work through issues
only to larger and change requests here
projects) before escalating to the
Sponsor(s).
Sponsor Steering Sponsor(s) and Update Sponsor(s) on status Regularly scheduled Meeting
Committee Project Manager and discuss critical issues. Recommended biweekly or
Meetings Seek approval for changes to monthly and also as needed
Project Plan. when issues cannot be
resolved or changes need to
be made to Project Plan.
Executive Executive Update Sponsor(s) on status Not regularly scheduled. Meeting

Sponsor Meetings Sponsor(s) and and discuss critical issues. As needed when issues cannot
(this may apply Project Manager Seek approval for changes to be resolved or changes need
only to larger Project Plan. to be made to Project Plan.
projects)

PPO Project Office, Review status reports, issues, Monthly Meeting/Report

Audit/Review Project Manager, and risks. To identify and Scheduled by the Project Project Office will
select communicate potential risks Office produce report using
stakeholders, and and issues that may effect the their template.
possibly schedule, budget, or
Sponsor(s) if deliverables.
necessary.
Post Project Project Office, Identify improvement plans, End of Project or end of major Meeting/Report
Review Project Manager, lessons learned, what worked phase Project Office will
key stakeholders, and what could have gone produce report.
and sponsor(s). better. Review
accomplishments.
Quarterly Project Project Office, Review overall health of the Quarterly depending on size Meeting/Report
Review Project Manager, project and highlight areas and criticality of the project. Project Office will
and key that need action. Scheduled by the Project produce report using
stakeholders. Office. internal template.
Presentations to Examples: To update external groups to At project milestones so as to Presentation/Demonstr

Special Interest PMT (Project promote communication a communicate with other ation
Groups Managers Team), create awareness of project interested parties of changes
OIT Leadership interdependencies. that will be introduced outside
Group, AIS of the Project Team.
Quarterly Review,
SSQQG
Tinkleman ALL Project Central location to house Update monthly with Status Electronic
Intranet Site Team Members. Status Reports, meeting Reports; otherwise, as Communications Venue
minutes, Project description, necessary.
and Project Plan. For any
communications that can be
shared with all OIT staff.

Periodic Demos Specific Focus To gain input from special Once product has enough to Presentation/Discussion
and Target Groups or End groups and keep them abreast “show”. As you complete
Presentations Users. of the Project’s status. critical phases or make major
Examples: enhancements.
Product
Managers,
Marketing,
Operational
Users, Help Desk,
Dept Mgrs., etc.
Other… To be determined General communications As needed Lunch n’ Learns, email

by the Project lists, PU home page
Team announcements, etc.

Appendix H.1
Financial Plan
Appendix H.1 – Five Year Financial Plan
1 Proposed Revenue Stream Forecasts
$M Market Share % Revenue attibuted to SSGQG Partnership $M

Year 1 11.50 5 8.70
Year 2 13.80 6 10.44
Year 3 16.56 7.2 12.53
Year 4 19.87 8.6 15.03
Year 5 23.85 10 18.04
Assumptions
1. Wll capture 5% of a $2.3BN total market share in Year 1
2. Will grow 20% of that market share year on year
3. SSGQG partnerhsip will contribute to circa 75% of Revenues year on year
4. Total market share will remain constant @ $2.3bn so this is a conservative assumption
2 Profitability Forecasts
$M
Year 1 0.35
Year 2 0.41
Year 3 0.66
Year 4 0.89
Year 5 1.19
Assumptions
1. Rate of return in Years 1 & 2 will be equal to rate of return for competitor ACME 3%
2. Rate of returns in Years 3,4 and 5 will increase to 3.5%, 4% and 4.5% respectively
3. IT Costs will reduce as expected by CFO thus contributing to increased profitability.
The proposed Revenue Stream and Profitability forecasts are supported by signed off (by Head of Finance) financial
analysis models, accompanied by the assumptions (risks) in the notes setting the scene for discussions around how to
mitigate etc. Ownership of theses models lay with Finance but delivery on the numbers lies with all stakeholders so a
joint up approach is vital in order to succeed.
An Earned Value Management (EVM) diagram was used to help monitor and control the project costs
Conclusion
Based on an initial outlay of $250k on the project this makes make the E-BOOKS project VALUE FOR MONEY
Payback will be in year 1 based on the above numbers and assumptions (and still year 1 despite the budget over run).
Positive NPVs and ROI's make this project value adding in a very quick timescale.
Appendix I.1
Procurement Plan
Appendix I.1 – Procurem ent Plan

Procurem ent Necessary
Tinkleman had previously purchased a Digital Asset Management system

from the custom vendor, Digital JAM, when the company first entered the
music distribution business. However, the system is limited in how it currently
does not support anything but music titles. Changes will have to be made to
the system in order for it to support books as well as music.
Costs of procurem ent
The additional costs of $50,000 (estimated) is required by Digital JAM

to make the basic changes necessary for the system.
Tim efram e
Procurement of such changes would have to be in the early stages of

the project, due to the importance of a system capable of selling book titles
has to the project.
Risks estim ated
The team has been assured by Digital JAM that these changes are final,
and that no others will be required. However, it is uncertain, to the project
team, as to whether this would be the case.
Mitigations
In keeping with the concern for the long-term viability of Digital JAM’s
proposed changes, three of its other clients who had had similar alterations
made to their system were contacted by the team. The team reported
satisfactory results from the other three clients, suggesting that the
proposed changes to the system would not be a hindrance in the future.

Project team decision
As these changes to the system are essential for the project to proceed
and succeed, it has been decided to continue ahead with procuring Digital
JAM’s changes to the system at the given price.

Appendix I.2
Progress Report
Appendix I.2 – Progress Report

Upon the anticipated launch of Tinkleman’s new E-Books line, we can

bring the project phase to an orderly end. We can verify now whether or not
all project objectives have been met, and what lessons can be learned for the
future.
Reflection is particularly important here, as this project was building

upon the failures of Tinkleman’s first venture into the E-Book business in the
1990s, which resulted in a considerable loss that was assuaged by the ‘Plan
B’ of digital music. Through reflection, we hope to see if we have avoided the
failures of the past, and instead aimed Tinkleman towards contemporary
success.
A brainstorming session was held between the primary project team and
the project sponsor. This was broken into two parts for convenience: firstly,
focusing on internal stakeholders within Tinkelman; and secondly, a focus on
external stakeholders. Who qualified as a stakeholder was determined by five
points of criteria (see above: ‘Identify Stakeholders’). In addition, the key
stakeholders among them were determined, to show where the team could
best concentrate on.
Communications formed an essential component of this project. Prompt

discussions with Digital JAM allowed for essential updates to the Digital Asset
Management system to be made. On the other hand, a delay in contact with
SSGQG meant that our relationship with it was initially detrimental to the
project. This issue was soon cleared up.
Considerable work went into pitching the E-Books project to the internal
stakeholders as identified on the Tinkleman corporate board. There were a
couple of other projects in consideration, some which would have been
preferred by certain board members. For example, Elise Morrison showed an
interest in the Gaming System Modification project as it looked to improve

Tinkleman’s current gaming sales. However, she supported the E-Book Project
as such a system might be applicable to the gaming sales department in the
future. As a result of such ‘canvassing’ on the part of the project team, the
project was able to secure the support and confidence of internal
stakeholders.

Appendix I.3
Lessons Learned Report

Appendix I.3 – Lesson Learned Report

Project Sponsor: Harry Pearson

Final Budget: €250,000
Did the project m eet tim e, scope and cost goals?
The project met its time, scope and cost goals, and so it can be
considered a success.
W hat w ere the success criteria listed in the project statem ent?
• The launch of a professional E-Book system for commercial

purposes.
• The introduction of project management skills and tools into

Tinkleman.
• Successful relations and communications with internal and external

stakeholders.
Reflect on whether or not you m et the project success criteria.
• The E-Book system is complete and pending launch, so success

criteria has been met.
• Efforts have been made to introduce management skills and tools

into Tinkleman. Further effort will be necessary.
• For the most part, successful relations with stakeholders, ensuring

the successful creation of E-Book system.

W hat lessons were learned by the team in the course of the

project?
• Changes are to be made promptly to avoid future problems

developing, such as the successful adjustment to the chosen Digital
Asset Management system.
• Stakeholder relationships established promptly, to avoid

misunderstandings that might compromise the project, as with the
initial problems with SSGQG.
Describe one exam ple of w hat w ent right in the project.
The Digital Asset Management system purchased for the E-Book system
was previously limited to music titles. Due to early contact with custom
vendor involved, Digital JAM, and allocation of budget funds, the system was
successfully updated to support books as well as music.
Describe one exam ple of w hat w ent w rong in the project.
Despite being identified as a key external stakeholder in the

brainstorming session, initial relations with SSGQG were marked with
misunderstandings and poor communications. This caused a delay in the
project by six weeks.
W hat w ill you do differently on the next project based on your

experience w orking on this project?
More time to be spent on identifying possible risks.

Appendix I.4
Statement of Work #1 (Digital JAM)

Appendix I.4 – Statem ent of W ork #1 (Digital JAM)

This Statement of Work (SOW) is issued pursuant to the Consultant

Services Master Agreement between Tinkleman and Digital JAM, effective
April 30, 2014 (the “Agreement”). This SOW is subject to the terms and
conditions contained in the Agreement between the parties and is made a
part thereof. Any term not otherwise defined herein shall have the meaning
specified in the Agreement. In the event of any conflict or inconsistency
between the terms of this SOW and the terms of this Agreement, the terms
of this SOW shall govern and prevail.
This SOW #1 – Digital JAM (hereinafter called the “SOW”), effective as

of April 30, 2014, is entered into by and between Contractor and Client, and
is subject to the terms and conditions specified below. The Exhibit(s) to this
SOW, if any, shall be deemed to be a part hereof. In the event of any
inconsistencies between the terms of the body of this SOW and the terms of
the Exhibit(s) hereto, the terms of the body of this SOW shall prevail.
Period of Perform ance
The Services shall commence on April 30, 2014, and shall continue
through August 30, 2014.
Engagem ent Resources
Upgrade System to include E-Books to existing system. Four senior

Digital JAM Staff members shall work exclusively on this contract until
completion.
Scope of W ork
Contractor shall provide the Services and Deliverable(s) as follows:
Fixed price contract so Digital JAM incur all other costs beyond quote.

Deliverable Materials
Systems upgrade E-Books
Contractor Responsibilities
Digital JAM have quoted a system upgrade to include E-Books. The

quote is Fixed Price and no scope or any further costs to Tinkleman
Client Responsibilities
Make sure all staff at Tinkleman IT Department work with our engineers
and project management and to have weekly and daily meetings.
Fee Schedule
This engagement will be conducted on a Time & Materials basis. The

total value for the Services pursuant to this SOW shall not exceed $50,000
unless otherwise agreed to by both parties via the project change control
procedure, as outlined within. A PCR will be issued specifying the amended
value.
This figure is based on Fixed Price Contract of professional services.

Contractor will provide up to $50K resources based on the following
functional/rate structure.
Num ber of Num ber of

Item Description Resources Hourly Rate Hours
Upgrade system to include Fixed Price

E-Books Contract
Upon completion of this Performance Period, Contractor and Client will

have the option to renew this agreement for an additional then-stated
number of hours at the then-current hourly rate for those resources
identified.

Bill To Address Client Project Manager Client Cost Center
TInkleman Wholesale,
411 Elm St, Dallas Don Johnston IT Department
64311
Out-of-Pocket Expenses / Invoice Procedures
Client will be invoiced monthly for the consulting services and T&L
expenses. Standard Contractor invoicing is assumed to be acceptable.
Invoices are due upon receipt.
Client will be invoiced all costs associated with out-of-pocket expenses

(including, without limitation, costs and expenses associated with meals,
lodging, local transportation and any other applicable business expenses)
listed on the invoice as a separate line item. Reimbursement for out-of-
pocket expenses in connection with performance of this SOW, when
authorized and up to the limits set forth in this SOW, shall be in accordance
with Client’s then-current published policies governing travel and associated
business expenses, which information shall be provided by the Client Project
Manager. The limit of reimbursable expenses pursuant to this SOW is
estimated to be 15% of the fees unless otherwise authorized in writing and
agreed to by both parties via the project change control procedure outlined
within.
Invoices shall be submitted monthly in arrears, referencing this Client’s

SOW Number to the address indicated above. Each invoice will reflect charges
for the time period being billed and cumulative figures for previous periods.
Terms of payment for each invoice are due upon receipt by Client of a proper
invoice. Contractor shall provide Client with sufficient details to support its
invoices, including time sheets for services performed and expense receipts
and justifications for authorized expenses, unless otherwise agreed to by the
parties. Payments for services invoiced that are not received within 30-days
from date of invoice will be subject to a 5% penalty per calendar month.

Com pletion Criteria
Contractor shall have fulfilled its obligations when any one of the
following first occurs:
• Contractor accomplishes the Contractor activities described within this

SOW, including delivery to Client of the materials listed in the Section
entitled “Deliverable Materials,” and Client accepts such activities and
materials without unreasonable objections. No response from Client
within 2-business days of deliverables being delivered by Contractor is
deemed acceptance.
• Contractor and/or Client has the right to cancel services or

deliverables not yet provided with 10 business days advance written
notice to the other party.
Assum ptions
Fixed Price contract and clearly defined deliverables
Project Change Control Procedure
• The designated Project Manager of the requesting party (Contractor or

Client) will review the proposed change and determine whether to
submit the request to the other party.
• Both Project Managers will review the proposed change and approve it
for further investigation or reject it. Contractor and Client will mutually
agree upon any charges for such investigation, if any. If the
investigation is authorized, the Client Project Managers will sign the
PCR, which will constitute approval for the investigation charges.
Contractor will invoice Client for any such charges. The investigation
will determine the effect that the implementation of the PCR will have
on SOW price, schedule and other terms and conditions of the
Agreement.
• Upon completion of the investigation, both parties will review the

impact of the proposed change and, if mutually agreed, a Change
Authorization will be executed.

• A written Change Authorization and/or PCR must be signed by both

parties to authorize implementation of the investigated changes.
IN W ITNESS W HEREOF, the parties hereto have caused this SOW to

be effective as of the day, m onth and year first written above.
For Tinkleman
SIGNATURE: ______________________
NAME: Harry Pearson
POSITION: CIO
DATE: 30/04/2014
For Digital JAM
SIGNATURE: ______________________
NAME: Cilla Black
POSITION: IT Director
DATE: 30/04/2014

Appendix J.1
Completion/Acceptance Plan
Appendix J.1 – Com pletion/Acceptance Plan

Distribution
Recipient Name Recipient Organization Distribution Method

Harry Pearson CIO Tinkleman E-mail
Cilla Black IT Supplier Tinkleman E-mail
Dermot Green Finance Business Partner E-mail
Lewis Curtis E-Business Manager E-mail
Des O' Malley IT staff E-mail
Gemma Smith SSGQG Partner E-mail
Ruth O' Neill Operations E-mail
1. Purpose and Scope
Acceptance criteria are defined as “the list of requirements that must

be satisfied prior to the customer accepting delivery of the product”.
This document defines the acceptance process, the acceptance criteria,

and the review/approval required for customer acceptance of the Tinkleman
E-book project deliverables.
The purpose of this document is to have a standardized approach to

managing deliverables, deciding on the what constitutes “completed” for
each milestone and who is responsible within the project Group/Company for
defining & signing off on each deliverable.
This document describes:
• Roles, and responsibilities of stakeholders & members of the project

team
• Definition of completion for each of the Milestone tasks
• The review process to be used
• Risks and Mitigations
• Handover Plans
• Training Plans
Appendix will include the following templates:
• Performance Status report
• Project Status Documentation
2. Managing the Deliverables
The primary goal of the Deliverable Review Process is to detect issues

with the deliverables on a weekly basis to ensure they are addressed before
they become a major issue. The project manager of Tinkleman will be using a
number of techniques/templates to ensure success in this area. This will
include the weekly monitoring of the progress of the project, Performance

Status reports, a RACI matrix to assign responsibilities, and Health status to

monitor success of each element and address issues as they arise.
3. Meeting Participants, Roles, and Responsibilities
The weekly project review meetings will include:
Ruth O’Neill - Operations
Harry Pearson - CIO
Cilla Black - Digital JAM
Dermot Green - Finance Business Partner
Lewis Curtis - E-business
Des O‘Malley – IT Staff
Partner Gemma Smith – SSGQG
Other members of Staff/SME's etc.
The roles and responsibilities at different stages of the project have

been mapped out in Appendix A, (RACI Matrix)
The RACI is to be used as an initial guideline, project circumstance and

scope
The RACI defines who is responsible, accountable, and should be

consulted and informed throughout the lifecycle of the deliverable. The RACI
definitions are outlined below:
Responsible
Those who do the work to achieve the task. There is typically one role
with a participation type of Responsible, although others can be
delegated to assist in the work required.

Accountable
The one ultimately answerable for the correct and thorough completion
of the deliverable or tasks. Typically the Accountable role delegates the
completion of the deliverable to the Responsible role. There must be
only one Accountable specified for each task or deliverable.
Consulted
Those who possess subject matter expertise or knowledge that is

critical to the creation of a deliverable or are highly dependent upon the
deliverable.
Inform ed
Those who are kept up to date on status throughout the lifecycle of the
deliverable, and with whom there is just one way communication. These
are the "key consumers" of the information
4. Review Process
The review process will involve breaking down deliverables at each

stage, detailing the baseline activity finish date and noting the actual finish
date. Another element of the review process will be to be to complete a
performance status report showing the deliverables health status as
Green/Yellow or Red depending on status. A weekly meeting will be held to
review progress and any process deemed to be having problems will be
addressed and a plan put in place separately
The first stage will be to detail the milestones, deliverables &

persons/departments responsible for each deliverable.
This will be completed using:
• A Responsibility assignment Matrix
• Project Status reports

The Project Status report will give people an overall view of the status
of the project, however for any area where the status is Orange or Red,
additional updates will be required. These will be processed as follows:
Steps Responsibility Description of Activity

Identify Issue Issue manager Issue notification to Project
Manager
Document issue Issue manager with Issue noted and saved on Issue log
assistance from on shared drive
SME/PM as required
Validate Issue PM Project manager will validate issue
importance and whether additional
assistance is required. Valid issues
will be assigned and owner and
given a deadline
Risks/Costs PM PM will determine whether there
are risks associated with the issue,
follow up as necessary and assign
to Risk Management/Finance,
discuss with Sponsor as
appropriate
Analyze/Resolve Issue Owner Issue owner will put a plan in place
to resolve issue, issue will remain
“Open” until resolved and will be
discussed at the weekly status
meeting and Stakeholders meeting
Resolved/Escalated PM/Owner When issue is resolved, issue owner
and PM monitors progress. If issue
is not resolved, issue is escalated
to Program management for
decision-making.

Appendix J.2
Issue Escalation Plan

Appendix J2 – Issue Escalation Plan

Steps Responsibility Description of Activity
Identify Issue Issue manager Issue notification to

Project Manager
Document issue Issue manager with Issue noted and saved on

assistance from PM if Issue log on shared drive
required
Validate Issue Project Manager will Risks/Costs: PM will

validate issue determine whether there
are risk
Risks/Costs PM PM will determine whether

there are risks associated
with the issue, follow up as
necessary and assign to
Risk Management/Finance,
discuss with Sponsor as
appropriate
Analyze/Resolve Issue Owner Issue owner will put a plan

in place to resolve issue,
issue will remain “Open”
until resolved and will be
discussed at the weekly
status meeting and
Stakeholders meeting
Resolved/Escalated PM/Owner When issue is resolved,

issue owner and PM
monitors progress. If issue
is not resolved, issue is
escalated to Program
management for decision
making.

Appendix J.3
Project Status Report

Project Status Report
Appendix J.3 – Project Status Report

Harry Pearson CIO Tinkleman

Cilla Black IT Supplier Tinkleman
Dermot Green Finance Business Partner
Lewis Curtis E-Business Manager
Des O' Malley IT staff
Gemma Smith SSGQG Partner
Ruth O' Neill Operations
Health Key Milestone Project Deliverable Manager/Assigned to Workstream Phase Expected finish date Actual finish Date Recent Progress Last Update
Initiating
Stakeholder Register Initiation
Green – Complete Stakeholders identified PM, Lewis 26/03/14 26/03/14 complete
Green – Complete Project charter signed Project Charter PM, Sponsor 18/04/14 18/04/14 complete
Green – Complete Project kick-off meeting held Kick off meeting held PM 21/04/14 21/04/14 complete
22/04/14 22/04/14 complete
Planning
Green – Complete Determine project team PM & Project Sponsor 25/04/14 25/04/14 complete
Green – Complete Team contract signed Team Contract PM & All of Team 28/04/14 28/04/14 complete
Green – Complete Scope analysis completed Scope Statement PM in conjunction with core team 01/05/14 01/05/14 complete
Cost Estimate & Financial s
Green – Complete Schedule and costs breakdown completed complete PM & Finance 06/05/14 06/05/14 complete
Work Breakdown Structure
document completed & signed
Green – Complete WBS completed off PM 08/05/14 08/05/14 complete
Green – Complete Risk register completed PM & All of Team 14/05/14 14/05/14 Group Legalcomplete
have been in
negotiations with Publishing
Houses to Agree best pricing
strategy for E-books
procurement, The due date for
this deliverable is currently
Legal Contracts between overdue and is being monitored
Tinkleman & Publishing Houses closely. Daily phone meeting
Amber – Late & SSGQG to confirm pricing & with an update on the status to
Delivery External stakeholders contracts in place deliverables. PM, Sponsor & Legal Team 14/05/14 be held. PM to co-ordinate. 12/05/14
A meeting was held this week in
advance of due date. It was
agreed that the team would
meet on Tuesday's and
Thursday with external
providers for update on
Green – WIP External kick-off meeting held PM Execution 14/05/14 13/05/14 progress 14/05/14
Sign off of E-book Design Design document is now signed
Document/ Requirements Digital Jam Project Team/PM & off and Development is
Green – WIP eBook DAM design completed document Project Sponsor 28/05/14 underway 14/05/14
Des has advised that there is a
one week lead time on
obtaining software and
hardware which is an acceptable
timeline. Overtime
arrangements with staff have
been agreed and all is currently
Green – WIP Hardware and software procured IT – Des O' Malley 13/06/14 on schedule 14/05/14
Page 1
Appendix J.4
RACI Chart
RACI Chart
Steps will be highlighted if A and R are not assigned.

R: Does the step
A: Accountable for the step
Appendix J.4 – RACI Chart
C: Consulted with before the step is completed
I: Informed when the step is completed
PM CIO IT FINANCE SSGQG DIGITAL JAM OPERATIONS MARKETING COMMUNICATIONS

STEP DESCRIPTION PM- DON JOHNSON HARRY PEARSON DESMOND O'MALLEY DERMOT GREEN GEMMA SMITH CILLA BLACK TEAM TEAM TEAM
1.1.1 Evaluation C R R: I CILLA BLACK
Project
1.1.2 Identify key stakeholders R A
Initialization
1.1.3 Stakeholder register and stakeholder management strategy R C
1.1.4 Develop project charter R A A: C c c
1.1.5 Hold project kick-off meeting R A/C A: A A A
1.1.6 Project charter sign off A A/R C: C c c
1.1.7 Minutes of kick-off meeting R
Planning 1.2.1 Determine project team R
1.2.2 Develop team contract A A A: A A A
1.2.3 Determine scope R A C: C c c
1.2.4 Prepare schedule and costs breakdown A A C: R I c

1.2.5.1 Determine task durations R A: R
1.2.5.2 Determine task resources R A C c R
1.2.5.3 Create Gantt chart R A:
1.2.5 Prepare WBS R A A:
1.2.6 Prepare risk register R A A: C
1.2.7 Develop contracts with external stakeholders R R
1.2.6.1 Identify risks R R A: A A A
1.2.6.2 Create risk management strategy R
1.2.7.1 Digital JAM for DAM development A R
1.2.7.2 SSGQG for delivery A R
1.2.7.3 Additional delivery vendors A R
EXECUTING 1.3.1 External kick-off meeting R
1.3.2 Design eBook DAM A c R
1.3.3 Procure hardware A R R: C c
1.3.4 Procure software A R R: C C
1.3.5 System development A R: R
1.3.6 System testing A R:
1.3.7 Training A R: R R R
1.3.8 eBook DAM launch A R R
Monitoring &
Controlling
1.4.3 Change management R
1.4.2 Progress reports R
1.4.3 Change management R
Closing 1.5.1 Prepare final project report and presentation R
1.5.2 Document lessons learned R
1.5.3 Formal acceptance from project sponsor R A
c R
Page 1
Appendix J.5
Handover Plan
Appendix J.5– Handover Plan

Executive Sum m ary
The implementation of the E-Books project for Tinkleman has been a

success. The project is now operational after completion of integrated
testing training. There are no outstanding operational issues but there is a
process in place for how outstanding issues will be managed should they
occur. There is also a list of recognized Risks going forward and suggested
mitigations as included in the Risk/Mitigations document.
Purpose of this docum ent
The purpose of this document is to obtain formal acceptance from the

customer that:
• All deliverables have been delivered
• All training is completed
• E-Books if fully tested and matches customer requirements
• All documentation on E-Books for the project are in place
• Service support arrangements have been agreed with external

suppliers
• Documentation of outstanding issues and who is responsible for

dealing with them
Governance
1. Project Custom er
The project customer is accountable for ensuring that the stated

benefits of the project to the business have been measured & achieved.

Project Customer – Tinkleman
2. Project sponsor
The project sponsor is accountable for representing the organisation

that is delivering the project
Project Sponsor – Harry Pearson
3. Project Manager
The project manager is responsible for managing the project and

responsible for preparing this document and all other documentation for
use in future projects
Project Manager – Don Johnson
Stakeholders
Stakeholder
Stakeholder area Responsibility Interest or context
representative
Tinkleman Harry Pearson Project Sponsor Ensuring project
(CIO) meets
organizational
needs
IT Harry Pearson Ensure IT deliverables IT

are successfully
implemented
Finance Dermot Green Ensuring project is in Financing projects

line with Financial
budget plans
SSGQG Gemma Smith Ensuring new E-Books

solution is compatible
with SSGQG technology
Digital Jam Cilla Black Delivery, testing, Delivery of Online

training E-books E-books solution
solution

Project purpose
1. Background

growth and expansion. With E-Books being the next big revenue stream,
we find this project to be fitting with our business growth strategy while
securing our place in the increasingly competitive environment by filling
a significant gap in the EBooks market.
With Tinkleman currently aiming toward professionalizing our approach

to IT projects and project management, we feel a lower risk project
such as our E-Book Project is the best place to start, allowing us to
build our project management toolbox and experience in order to help
future IT projects succeed.
Through our successful project Tinkleman as a whole will benefit from a

large return on investment as well as invaluable active company
engagement in project management.
2. Success Criteria
• Our goal is to establish a fully functional, fully tested, operationally

efficient E-Book system. We aim is to complete this project by the end
of the third quarter, for no more than €250,000.
• If the project takes a little longer to complete or costs more than

planned, the firm will still view it as a success if it develops a market
share of the proposed 5% in the first year and a healthy return on
investment.
• In completing this project we also aim to have Tinkleman’s project

management office up and running with documented templates of its
first successful project management initiative.
• A vital component of this success is effective communication with all

staff and stakeholders.

3. Link w ith Strategic Objectives

growth and expansion. With E-Books being the next big revenue stream, we
find this project to be fitting with our business growth strategy while
securing our place in the increasingly competitive environment by filling a
significant gap in the E-Books market.
4. Scope of the project
• Design and sign off on outsourcing contract with SSGQG.
• Establish necessary hardware, software and network updates in

relation to E-Book platform.
• Deliver successful E-Book platform creation and testing,
• Launch E-Book platform in time for the Christmas market.
5. Outstanding Project Issues
Issue Action to complete Responsible Date

Training still in progress Ongoing daily Webex Digital Jam/Inhouse 30th
training Training Tinkleman November
2014
E-Books Bugs Fixing remaining Digital Jam 30th

bugs (small issues) November
2014
6. Operational Handover
Documents for handover: See Index of Appendices
7. Maintenance and support
We have an ongoing contract with Digital JAM to ensure E-Books is

maintained and that the technology is kept in line with new New E-Books
development.

Internal IT in Tinkleman will continue to support internal

Hardware/software requirements for the E-books solution.
The Marketing/Sales department will be responsible for monitoring sales

figures and customer feedback.

Appendix J.6
Handover Checklist
Appendix J.6 – Handover Checklist

Project Governance has been agreed. Customer, PM, Sponsor have been
agreed and have accepted their responsibilities
In relation to outstanding project issues:

• The issues have been clearly documented
• Actions to resolve these issues are stated
• Responsibility for the resolution of these issues has been
identified
• The timeframe to achieve resolution is stated.
In relation to the Handover:

• All handover documents are clearly identified/listed and attached
in appendix
• Maintenance of these documents has been agreed
Operational Issues:
• Issues relevant to managing project deliverables on an ongoing
basis have been identified
• Actions or instructions for dealing with these issues have been
identified.
• Impacts of the project have been identified

• Actions for dealing with issues have been defined
• Major Ongoing risks have been identified

• Mitigation strategies have been developed for these risks as
appropriate

Appendix J.7
Training Plan
Appendix J.7 – Training Plan

1. Introduction
We are putting together a training plan to ensure that we have covering

all areas of training including:
• E-Books Software
• Internal Intranet site holding all project background/monitoring
documentation
• Webex training
2. Training Scope
2.1 Training Objectives
The objective of the training is to provide correct levels of training for a

number of different departments in Tinkleman. Training will be provided via
SME direct training and Webex ongoing training
2.2 Assum ptions
The PM will ensure training materials are put in place but the responsible
for delivering and administering training will remain with SME”s in each
department co-ordinated by Jerry Maguire the main SME for E-Books. He will
be responsible for putting together training documentation and ensuring daily
webex training is completed. Jerry will also be responsible for ensuring all
staff have access to training material via our internal Intranet site
3. Training Program
3.1 Training Prerequisites
All SME's will need to ensure they are 100% up to date with the
functionality required for their business area and are aware of the reporting

mechanisms used by the Project Team. Jerry will be responsible for

maintaining the internal intranet site.
3.2 Types of Training
Title Description Method Duration Participants
Project Templates used Seminar 2 hours PM, Stakeholders

Management for Project (Telephone
Methodology at Management going conference for
Tinkleman forward for other staff)
Tinkleman
E-books Software Overview of SME one 40 SME Jerry

software for all to one hours McGuire/all staff
users. training.
Webex
training
Monitoring Reports Seminar/ 10 SME/Marketing/

customer production, Webex hours Communications/
feedback via figures for training Finance staff
E-Books software Finance/Marketing
4. Roles and Responsibilities
Project Manager will be responsible for overall delivery of training.

However SME's will have indivual responsibility for their area to ensure
training documentation is in place, on our internal intranet site. Also One-to-
one trainining will be completing by Department SME's. Jerry McGuire will be
responsible for Webex and Seminar training sessions.

Appendix J.8
Final Project Report

Appendix J.8 – Final Project Report

Project End Date: 15/10/2014
Date of Final Review Meeting: 16/10/2014
Objective
The objective of this project as detailed in our project charter was as follows:
• Develop platform and deliver eBooks as a new product of Tinkleman

Wholesale to help continue business growth strategy.
• Set up Tinkleman Project Management Office, create project

management templates and successful project example in order to
professionalize project procedures.
Sum m ary of Project Results
We agreed contracts at an early stage with some of our key

stakeholders. This was an extremely important objective at the beginning of
the project. At this stage we agreed contracts with:
• 2 of the top Publishing houses in the US to sell their publications via

our E-Book platform.
• SSGQG, to be their exclusive provider of E-Book publications. We also

ensured the format used for our E-Book met the requirement of the
top 3 readers on the market as a minimum requirement
• As a result of our feasibility study, we were able to engage Digital JAM

at an early stage of the project. They agree to outsource part of the
project with assistance from an internal project team within Tinkleman
to coordinate/communicate and provide training in Tinkleman post roll-
out

As a result of this early engagement, we were in a position to proceed. The

results of the project are as follows:
Our eBooks solution was ready for release on the 15th October 2014
after much work and dedication from the team.
Our decision to release prior to the strong Christmas market has paid
off. Sales are already excellent and forecast sales bring up ahead of our goal
of taking a 5% share in the E-Books market ($2.3 billion worldwide market in
E-Books) by end of Quarter 3 2015. We have also decided to enter the digital
games market, with a project due to start in January 2015. As we already
have products in this market, this is an obvious direction for our company to
take.
This success of the E-Books project can be attributed to a num ber

of factors:
• Our internal Project team collaborated with Digital JAM and created a
project toolkit which ensured that the progress of the project was
monitored, that there were clear milestones and an effective structure
to ensure its success
• A training/testing initiative involving staff from many parts of the

group increased buy-in for the project and ensured staff were up to
speed on the new process once this new product was released
• This project, as it was stand alone, did not impact as much on other
areas of the company, whilst at the same time creating a positive
attitude to projects and a toolkit for project work that we could use in
future projects
• Our strategy to release prior to the Christmas market and to involve

our marketing department in multi tiered advertising approaches to
increase knowledge of our product had a positive impact, that and the
fact that we already had a position in the market with Digital JAM and
our music store
• While looking at the projects potential for further gains, we decided to

approach Amazon regarding the possibility of using Amazon to sell our
eBooks as a second provider. As we already had a strong relationship

with Amazon as a result of the other products we sell via their

website, they agreed.
• Research conducted on this technology to ensure our E-Book solution

met market requirements meant that the solution we created suited
numerous eBooks on the market
Original Estim ates Versus Actual Results
Criteria Original Actual
Confirm contracts with 01/4/14 14/5/14*

external suppliers
Establish necessary 20/7/14 31/07/14*

hardware, software and
network update
E-Book creation 28/8/14 15/09/14*
E-Book testing 01/9/14 15/09/14*
Launch platform and 20/9/14 15/10/14*

deliver E-Books
Budget (USD) 250,000 + 50,000 for Digital 300,000 + 50,000 for

JAM Digital JAM**
* Confirming legal contracts with stakeholders took longer than expected so

this delayed the progress of the project
** Legal costs were higher than initially expected and a new contractor had
to hired for the duration of the project with eBooks expertise

Project Assessm ent
The purpose of this project was to:
• Introduce professional project management skills and tools into

Tinkleman organization through its first formal project management
approach success.
• Launch E-Books as new line of business to help expansion and growth

in competitive market.
• Grow market share year on year to the lasting future of the company.
• Allow Tinkleman to create a project management toolbox to use in

future projects.
W hat did w e produce?
1. An eBooks solutions that also capitalized on our relationship with

Amazon
2. Increased market share and a new digital direction for the company
3. A position in the E-Books market with strong projections for future

growth
4. A Project Management toolbox and an improved project ethos in the

company
5. The potential to enter the digital gaming market in the future
W hat w ent w rong?
At the start of the project, it took some time to get contracts agreed
with publishing houses. We had to fight hard to get good margins on the
products we would eventually be selling. This was an important aspect of the
project so it was worth spending the time ensuring these agreements were in
place.
Initially Elise Morrison and the CEO were not in agreement with taking on
this project, they both saw the gaming line of business as the top priority.
We acknowledged that this was an issue, but that current PM skills in the
company were not ready to embrace such an important project. This, and the

potential of the company to increase market share of digital games put the
Gaming project as the next area of priority in 2015 and the eBooks project to
be the first completed in 2015.
As Digital JAM was initially a provider of digital music, there was a steep
learning curve to understand the nuances of the eBooks platform/market. As
a result we hired a contractor with expertise in the area to work as a Subject
Matter Expert (SME) on the project.
Transition Plan
Following on from UAT, we placed subject matter experts in operational

departments to ensure knowledge of functionality is improved and retained.
We then held daily meeting with stakeholders to ensure all areas of the new
e-books development were working according to plan. We used a traffic light
system as before during this stage of the project to monitor developments.
This will be broken down into Critical Area, Stakeholder & status.
Training will be an ongoing requirement during the transition stage as

will UAT testing to ensure any remaining bugs are fixed.
Annual Project Benefits Measurem ent Approach
On a half yearly basis, we will be looking at reviewing the benefits of the

Tinkleman E-books project from the following perspectives:
Financial - Project Payback analysis, breakeven analysis, sales figures versus

projected sales
Technology - Review of system requirements, are hardware and software

meeting requirements/customer expectations. Are there any issues that
require fixing. Review of additions/modifications over the past 6 months
Marketing - Review of the marketing plan, advertising revenue from the site,
customer feedback analysis.


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PMO – CONFIDENTIAL

A.1 Business Case

Tinkleman Wholesale, 411 Elm St, Dallas, TX 75202

Finance Code EB100

Project Sponsor Harry Pearson

Project Manager Don Johnson

Document Author Don Johnson

Business Manager Lewis Curtis

Issued to: Approvers

Date Issued: 11 APRIL 2014

Wisdom Project Id: WP 100

Capital/Non Capital $200k Capital - $50k non capital

Approved for Harry Pearson 11-04-2014

Last printed 27/03/2014 PMO-DSTA 00007

Name Role Area Link to sign-off

Harry Pearson Project Sponsor All

Lewis Curtis Business Manger All

Lewis Curtis Benefit Realisation Benefits

Dermot Green Finance Business Financials

Kevin Murphy Programme Manager Consulted

Gemma Smith SSGQG – Business Partner

Desmond O’Malley IT staff co-ordinator

02-04- V0.1 Draft

11-04- V0.2 Adding financial analysis and

V0.3 Added Change Requests to

Document Name Wisdom Project ID Location (active

Last printed 27/03/2014 PMO-DSTA 00007

Document Name Wisdom Project ID Location (active

The below governance arrangements may only be varied with permission of

Amount Below $100k Between $100k & Over $200k

Last printed 27/03/2014 PMO-DSTA 00007

Last printed 27/03/2014 PMO-DSTA 00007

Lead Benefits Classification:

The initial risk assessment score Medium @ 7.1

Last printed 27/03/2014 PMO-DSTA 00007

2. Rationale and Purpose

To support Tinkelman’s growth strategy whilst introducing the concept of a

Last printed 27/03/2014 PMO-DSTA 00007

3. Objectives and Options

1. To get this project completed on schedule and into BAU operations as

3. To update and integrate e-books into the DAM (Digital Asset

4. To improve the Customer Offer and overall customer experience

5. To introduce a culture of professional programme & project

Last printed 27/03/2014 PMO-DSTA 00007

Option 1– Minimum scope

Advantages Quick win based on past experience with e-books

Conclusion Fails to meet strategic objective to deliver the revenue predicted

Assessment Unable to deliver – not a viable option

Option 2 – Intermediate scope

Advantages Improves customer journey and meets fixed Go Live date

Option 3 – Maximum scope

Advantages Provides both additional customer improvements and simplification of

Disadvantages Could not be achieved by Go Live date

Conclusion Critical to meet Go Live date

Assessment Unable to delivery by fixed Go Live date

Last printed 27/03/2014 PMO-DSTA 00007

Recommended Option – Option 2

Implementation Is just achievable within the timescale

Last printed 27/03/2014 PMO-DSTA 00007

5. Scope (of recommended Option)

5.1. Included in Project Scope

5.2. Out of Project Scope

Ref Scope item Description Reason for Impact