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COMM 495 – Project Management

Week 5 – Planning Traditional Projects I

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Attendance

Week 3 Week 4
Total Enrollment 107 107
Total Respondents 92 95
Both Classes 81 86
One Class 10 9
No Class 1 0

Note: Enrollment is 107 students

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Class Contribution
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Assignment Q&A
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Peak Motions' Journey into Analytics - Case

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Peak Motions' Journey into Analytics - Case

Goal and
Objectives

Scope, Cost,
High-Level
Resources and
Risks
Schedule
Project
Charter

Assumptions
Success
and
Criteria
Constraints
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Goal and

MURAL Objectives
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Goal and

SOLUTION Objectives

Project Goal

Project “Bring Me The Money” will be complete within 12 months, and by the end of those 12 months,
Peak Motion will be able to offer their clients an End-to-end, Continuous Machine Learning Pipeline
specific to each event.

Objectives
Cloud Infrastructure
The cloud infrastructure
will be complete within six
months, capable of holding
2.5 TB of data
Data Identification Trained and Tuned Model Deployed Dashboard
The Data needed for The selection, training and The stakeholders and the
the dashboard will tuning of the models used Project Sponsor will
be identified and will be complete within six have signed off on the
documented before months, and the project deployed dashboard.
the model is trained sponsor will sign off the
and tuned accuracy
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Peak Motions' Journey into Analytics - Case

Goal and
Objectives

Scope, Cost,
High-Level
Resources and
Risks
Schedule
Project
Charter

Assumptions
Success
and
Criteria
Constraints
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Scope, Cost,
Resources and
MURAL Schedule
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Scope, Cost,
Resources and
SOLUTION Schedule

Scope
The scope of the “Bring Me The Money” Project is to provide Peak Motion with the capability of offering an End-to-End, Continuous Machine Learning
Pipeline specific to each event. The data for each event will be isolated from each client but will allow Peak Motion to gain insights across all their events. The
analytics capability focuses on Ticket and Concession sales related to Marketing, Sentiment Analysis and Demographics.
In-Scope
• Descriptive Analytics
• Forecasting
• NLP Classification
• Live Twitter Integration
Out-of-Scope
• The Project will not offer Marketing Campaigns; these are the responsibility of the clients
• The Project will not offer integrations with other social media platforms
Must-Have
• End-to-End, Continuous Machine Learning Pipeline specific to each event
Nice to Have
• Analytical insights across all events
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Scope, Cost,
Resources and
SOLUTION Schedule

Schedule
The Project is to be complete in 12 months after the acceptance of the Project Charter. There will be three gates throughout the Project.

• Infrastructure Gate
• The cost, quality and reliability will be assessed at this point
• Data Gate
• The Data Integration, Analysis and Transformation will be reviewed and evaluated for the cost, timing and quality
• Model Gate
• The accuracy of the model will be reviewed and assessed again organizational risk
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Scope, Cost,

SOLUTION
Resources and
Schedule

Schedule
The Project is to be complete in 12 months after the acceptance of the Project Charter. There will be three gates throughout the Project.

• Infrastructure Gate
• The cost, quality and reliability will be assessed at this point
• Data Gate
• The Data Integration, Analysis and Transformation will be reviewed and evaluated for the cost, timing and quality
• Model Gate
• The accuracy of the model will be reviewed and assessed again organizational risk
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Scope, Cost,
Resources and
SOLUTION Schedule

Budget
There has been $650,000 allocated for the Project from a one-time grant.
• Contingency
• Since the budget is fixed and the majority of the work is time and materials (variable), a contingency of 10% will be held back by the Project
Governance Committee, and 5% will be allocated to the Project Manager to use as needed
• People
• The Project Manager salary will be charged to the budget, but the Data Scientist salary will be paid by Peak Motion

• HINT:
• You may want to highlight if some of the funds go towards fixed costs vs variable costs?
• Equipment vs labour
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Scope, Cost,
Resources and
SOLUTION Schedule

Resources
• People
• Project Manager 100% Allocation
• Project Support 50% Allocation
• Data Scientist 100% Allocation
• Equipment
• The Infrastructure and Machine Learning Pipeline will be built using Amazon Web Services (AWS).
• Location
• Two Offices and one meeting room at Peak Motion have been allocated to the Project

• HINT:
• Here is a good opportunity to include additional budget line items if any People, Equipment or Location is missing
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Peak Motions' Journey into Analytics - Case

Goal and
Objectives

Scope, Cost,
High-Level
Resources and
Risks
Schedule
Project
Charter

Assumptions
Success
and
Criteria
Constraints
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Success

MURAL Criteria
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Success

SOLUTION Criteria

Technical
For the Project to be successful it must satisfies the following three constraints.

• Budget – The Budget is fixed, and there are no additional funds that can be added.
• Scope – Since the budget is fixed;
• Must-Have is complete with the infrastructure in place for the Nice-To-Have.
• If the Nice-To-Have is not complete, only 75% of the budget has been used.
• Schedule – The Sponsor and Stakeholders signed off on the Project within 12 months.
Any variance to the schedule has been accepted using the appropriate change orders.
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SOLUTION
Success
Criteria

Benefits Realization
The event coordinator will have a dashboard that clearly shows the following for an event.

• Pre-Event – The dashboard shows ticket sales broken up by marketing campaign, Social
Media sentiment analysis, and demographics.
• During Event – The Dashboard highlights food, beverage and merchandise sales
correlated to the information gathered during Pre Event (Marketing, Sentiment and
Demographics).
• Post Event – The Dashboard recommends different marketing campaigns to maximize
food, beverage and merchandise sales based on the event analysis.
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Success
SOLUTION Criteria

Stakeholder Satisfaction
The Sponsor and Stakeholders have signed off and agreed to the following;

• The requirements of the Marketing Campaign and Social Media data are clearly defined
and easy to integrate into the model
• The dashboard is easy to understand and well documented
• The recommendations are relevant and easy to implement for additional events
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Peak Motions' Journey into Analytics - Case

Goal and
Objectives

Scope, Cost,
High-Level
Resources and
Risks
Schedule
Project
Charter

Assumptions
Success
and
Criteria
Constraints
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Assumptions

MURAL
and
Constraints
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Assumptions

SOLUTION
and
Constraints

Assumptions and Constraints

o Staffing - One AWS Infrastructure SME and one Data Scientist have been hired for the
Project and will remain on staff for sustainment purposes.
o AWS model – The AWS cloud services will be able to achieve the level of accuracy required by the
stakeholders.
o Budget – The are NO additional fund available for the project

HINT: Think of the KEY Technical requirements for the project and determine what the constraints or
assumptions may be.
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Peak Motions' Journey into Analytics - Case

High-Level
Risks

Goal and
Objectives

Scope, Cost,
High-Level
Resources and
Risks
Schedule
Project
Charter

Assumptions
Success
and
Criteria
Constraints
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MURAL
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SOLUTION

High Level-Risks

• Poor or lack of data – The model might not be able to predict sales accurately if the Marketing and
Social media data is poorly thought out or missing from the client
• Lack of Experience – Analytics are new to Peak Motion, and the strategy has not been well defined
• Stakeholder Engagement – Event organizers are quite busy and it may be difficult to get proper
engagement.

• HINT: These risks will primarily come from the Business Case and will often not have any
probability or risk attached. This is ok as they are typically identified in the planning phase.
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Stakeholder Identification
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Project Start – Business Case

Start Project

Step One - Document

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4.1 Develop 13.1 Identify

Project Charter Stakeholders
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Stakeholder

A stakeholder is defined as any person or organization whose

interests may be positively or negatively impacted by the
project or its product, as well as anyone who can exert
positive or negative influence.
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Stakeholder Identification - Purpose

IDENTIFY THOSE WHO HAVE

INFLUENCE OVER THE PROJECT
C T
J E
IDENTIFY THOSE WHO HAVE
R O
INTEREST IN THE PROJECT
P
IDENTIFY SOURCES OF
INFORMATION
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13.1 Develop Project Charter

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Stakeholder Identification
LOW HIGH

How much can the stakeholder influence

the outcomes of the project.

HIGH
Influence

LOW
Interest
How much interested does the
stakeholder have in the project?
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Stakeholder Satisfaction

Champions (20%)

On-Board (70%)

Conspirators (10%)
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Stakeholders

Core Team
Governance
Subject Matter
Experts (SMEs)

Informed
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Stakeholder - Core Team

Project
Sponsor

Project
Manager

Business Project Project

Analyst Support Members
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Stakeholder - Core Team

Internal External

Project Project
Sponsor/Owner Sponsor/Owner

Project Manager Project Manager

Business Analyst Project Support Project Members Business Analyst Project Support Project Members
 Production

R&D

Purchasing.

Marketing/Sales

Human Resource

Accounting
Organization

and Finance

IT
Stakeholders - Subject Matter Experts (SMEs)
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 Production Production

R&D R&D

Purchasing. Purchasing.

Marketing/Sales Marketing/Sales

Human Resource Human Resource

Consultants
Organization

Accounting Accounting
and Finance and Finance

IT IT
Stakeholders - Subject Matter Experts (SMEs)

Internal

External
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Informed

“Individuals who are directly or indirectly

affected by the project and its success.”
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Roles and responsibilities

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Roles and Responsibilities

Core Team Governance

Subject Matter Project

Expert Sponsor/Owner
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Roles and Responsibilities – Governance

Governance guides a project from the start to completion. Sometimes it might be formed entirely by staff from the
organization developing and implementing the project, but more usually it is made up of representatives of key
organizations who are partners in the project, and/or who have expertise to lend to the project, and/or whose clients
are the intended users of the output of the project.

Providing input to the

Defining and helping to
development of the Providing advice on the
achieve the project
project, including the budget
outcomes
evaluation strategy

Identifying the priorities

in the project – where Identifying potential
Monitoring risks
the most energy should risks
be directed

Providing advice (and

Monitoring the quality sometimes making
Monitoring timelines of the project as it decisions) about
develops changes to the project
as it develops
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Roles and Responsibilities – Project Sponsor/Owner

Project sponsors typically are members of senior management who carry a respectable level of influence and
authority and serve as proponents of projects. Project sponsors often are called by different names, such as product
sponsor, project director, account manager or business unit manager.

Ensures the project's Provides approval and Promotes support by

strategic significance funding for the project key stakeholders

Supports broad
Accessible, timely and
authority for project Resolves conflicts
resolves issues
manager and team

Supports periodic Supports post-project

Encourages recognition
reviews review.
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RACI – Deliverables
RACI CHART Person/Group
Deliverable Governance Project Sponsor Project Manager Project Team SME
Project Overview
Statement
RBS
WBS
Work Packages

A - Accountable Signs off on the Deliverable

R - Responsible Creates the Deliverable
C – Consulted Provides information for the Deliverable
I - Informed Informed of the Deliverable
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RACI – Decisions
RACI CHART Person/Group
Decisions Governance Project Sponsor Project Manager Project Team SME
Go/No Go Gates
Killing the
Projects
Change Requests
Staff Changes

A - Accountable Signs off on the Deliverable

R - Responsible Creates the Deliverable
C – Consulted Provides information for the Deliverable
I - Informed Informed of the Deliverable
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Project Planning
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Project Planning

Stakeholder
Charter
Register
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Project Planning
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Project Planning

Time

Risk Risk
Stakeholder Cost

Co
Tim

st
Procurement Resources
Scope
Estimations
and
Definitions Quality
Contingencies

Risk Scope
Resource
Risk Risk
Availability

Communication Resource
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Work Breakdown Structure (WBS)

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Work Breakdown Structure (WBS)

A Work Breakdown Structure (WBS) is the decomposition of

the final project deliverable(s) into smaller, more manageable
parts (work packages).
A work package is the work defined at the lowest level of the
WBS for which cost, and duration can be estimated and
managed.
The level of detail for work packages will vary with the size
and complexity of the project.
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Work Breakdown Structure

Product
Work Package 1 Work Package 2 ...

Activity Activity Activity Activity Activity Activity Activity Activity

1 2 3 N 1 2 3 N
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Decomposition Process

Break the
Break the Key Stop when you
Identify the Secondary
Deliverable can no-longer
Key Deliverable …
into Secondary reasonably
Deliverable(s) into Tertiary
Deliverables decompose
Deliverables
Decomposition Example - Bike 56

Bicycle

Braking Shifting
Frame Crankset Wheels
System System

Front
Handlebar
Wheel

Rear
Fork
Wheel

Seat
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Decomposition Example - Bike

1. Bike
1.1 Frame Set
1.1.1 Frame
1.1.2 Handlebar
1.1.3 Fork
1.1.4 Seat
1.2 Crankset
1.3 Wheels
1.3.1 Front Wheel
1.3.2 Rear Wheel
1.4 Braking System
1.5 Shifting System
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Decomposition Example - Bike

Category Code Element

Frame Set F1 Frame
F2 Handlebar
F3 Fork
F4 Seat
Crank Set C
Wheels W1 Front Wheel
W2 Rear Wheel
Braking System B
Shifting System S
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Decomposition Example – AWS - Social Media Dashboard

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Decomposition Example – AWS - Social Media Dashboard

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Decomposition Example – AWS - Social Media Dashboard

AWS
Social Media
Dashboard

Compute Store Analyze Visualize

EC2 S3 Kinesis QuickSight

Lambda Glue

Athena

Translate

Comprehend
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Approaches to Preparing WBS

Top down
• Identify final products of the project, work down to decompose into interim
deliverables and then to a deliverable level appropriate for management and control

Bottom up
• Start with the deliverables (work packages) involved in the projects. Group related
things together and keep aggregating to get to final project products.

Use organizational standards or templates

• May be standards for preparing WBS in an organization and/or templates from
previous similar projects or industry-specific. Re-use existing materials (versus top-
down and bottom-up, where new WBS's are created).
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Approaches to Building a WBS

Noun approach - deliverable-oriented

• Use only nouns and adjectives in labels (no verbs)
• PMI recommends this approach

Verb approach – action-oriented

• Focus on actions that must be done to produce the deliverable

In practice, you may find a mix. Try to follow the noun approach.
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Decomposition Example - Bridge

A Bridge
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Decomposition Example - Bridge

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Decomposition Example - Bridge

Create a WBS
Decomposition Example - Bridge 67

Lego
Bridge

Post Road Base Supports

Bottom Road to Base for Support

Post 1 Post Post 1 for Post 1

Bottom Post to Base for Supports

Post 2 Post Post 2 for Post 2

Top Post 1

Top Post 2
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