CIS 620/B Project Plan For the Global Collaboration Enterprise Information System 1200 12th Avenue, Suite 1200 Seattle, Washington 98114 U.S.A. November 11, 2015 Draft Version 19.0 November 11, 2015 Change History Log Date Published/ Revised Version No. Author Section/Description of Change October 01, 2015 1.0 Nicholas Battles Initial draft October 01, 2015 2.0 Nicholas Battles Minor Edits October 02, 2015 3.0 Nicholas Battles Completed Section 2 October 05, 2015 4.0 Nicholas Battles Working on Scope Management October 06, 2015 5.0 Nicholas Battles Continued work on Scope Management October 08, 2015 6.0 Nicholas Battles Finished Scope Management October 10, 2015 7.0 Nicholas Battles Quality Management October 19, 2015 8.0 Nicholas Battles Risk Management October 21, 2015 9.0 Nicholas Battles Stakeholder Management October 22, 2015 10.0 Nathan Zook Communication Management October 22, 2015 11.0 Nicholas Battles Editing October 25, 2015 12.0 Nathan Zook Editing October 26, 2015 13.0 Nicholas Battles Editing October 27, 2015 14.0 Nathan Zook Editing October 27, 2015 15.0 Nicholas Battles Disaster recovery October 28, 2015 16.0 Nathan Zook Schedule Management 2 October 29, 2015 17.0 Nathan Zook Adding of Appendices November 8, 2015 18.0 Nathan Zook Editing and Formatting November 8, 2015 19.0 Nicholas Battles Finished implementation verbiage 3 TABLE OF CONTENTS ABSTRACT............................................................................................6 BUSINESS CASE....................................................................................7 Project Client........................................................................................................................................................ 7 Business Objective................................................................................................................................................ 7 Problem/Opportunity Statement............................................................................................................................ 7 Preliminary Requirements List.............................................................................................................................. 8 Options and Recommendations............................................................................................................................. 8 Assumptions and Constraints................................................................................................................................ 9 Proposed Solution.............................................................................10 Scope Estimate.................................................................................................................................................... 10 Schedule Estimate............................................................................................................................................... 11 Budget Estimate.................................................................................................................................................. 11 Potential Risks..................................................................................................................................................... 11 PROJECT MANAGEMENT....................................................................12 Project Charter.................................................................................................................................................... 12 Stakeholder Register........................................................................................................................................... 13 Team Contract..................................................................................................................................................... 13 ROLES AND RESPONSIBILITIES..........................................................13 SCOPE MANAGEMENT........................................................................17 Requirements Traceability Matrix....................................................................................................................... 17 Scope Baseline.................................................................................................................................................... 18 Scope Management Approach............................................................................................................................. 18 Scope Statement.............................................................................................................................................. 19 Deliverables.................................................................................................................................................... 21 What is NOT part of the project....................................................................................................................... 22 Additional Risks.............................................................................................................................................. 23 Constraints and Assumptions........................................................................................................................... 23 Work Breakdown Structure.............................................................................................................................. 24 Work Breakdown Structure Dictionary............................................................................................................ 25 Milestone List..................................................................................................................................................... 25 Scope Change Control......................................................................................................................................... 26 TIME (SCHEDULE) MANAGEMENT.....................................................26 Time Management Approach............................................................................................................................... 26 Schedule Definition............................................................................................................................................. 27 Project Schedule.................................................................................................................................................. 27 Activity List........................................................................................................................................................ 27 Timeline.............................................................................................................................................................. 28 Schedule Baseline............................................................................................................................................... 28 Additional Risks.................................................................................................................................................. 28 Schedule Change Control.................................................................................................................................... 29 COST MANAGEMENT.........................................................................29 Cost Management Approach................................................................................................................................ 30 Budget................................................................................................................................................................. 30 Cost Baseline...................................................................................................................................................... 31 Actual Costs........................................................................................................................................................ 31 Additional Risks.................................................................................................................................................. 32 Cost Change Control........................................................................................................................................... 32 QUALITY MANAGEMENT...................................................................32 Quality Assurance............................................................................................................................................... 32 Review process................................................................................................................................................ 34 Audit Process.................................................................................................................................................. 35 Evaluation Process.......................................................................................................................................... 37 Process Improvement...................................................................................................................................... 38 QA Methodologies.............................................................................................................................................. 41 Testing................................................................................................................................................................ 41 Activities......................................................................................................................................................... 41 Resources........................................................................................................................................................ 41 Test Cases....................................................................................................................................................... 42 Test Scripts...................................................................................................................................................... 43 Test Matrix...................................................................................................................................................... 43 Completion Criteria......................................................................................................................................... 43 Schedule.......................................................................................................................................................... 43 Additional Risks.............................................................................................................................................. 43 Quality and Change Management........................................................................................................................ 43 Disaster Recovery............................................................................................................................................... 44 HUMAN RESOURCES MANAGEMENT..................................................45 Skills Assessment................................................................................................................................................ 45 Staffing Profile Matrix........................................................................................................................................ 46 Organizational Breakdown Structure................................................................................................................... 47 Resource Breakdown Structure............................................................................................................................ 48 Responsibility Assignment Matrix (RAM)........................................................................................................... 49 Responsibility Accountability, Consultation, Informed Chart...............................................................................49 Issue Log............................................................................................................................................................. 49 COMMUNICATIONS MANAGEMENT....................................................50 Communications Planning................................................................................................................................... 50 Information Archive............................................................................................................................................ 52 RISK MANAGEMENT..........................................................................52 Risk Planning Process......................................................................................................................................... 56 Risk Identification............................................................................................................................................... 57 Risk Register....................................................................................................................................................... 59 Qualitative Risk Analysis.................................................................................................................................... 59 Risk Score........................................................................................................................................................... 60 Watch List........................................................................................................................................................... 61 Quantitative Risk Analysis.................................................................................................................................. 61 Risk Response..................................................................................................................................................... 63 Risk Monitoring and Control............................................................................................................................... 64 PROCUREMENT MANAGEMENT..........................................................65 Procurement Management Approach................................................................................................................... 66 Procurement Definition....................................................................................................................................... 66 Procurement Planning......................................................................................................................................... 66 Contract Approval Process.................................................................................................................................. 67 Decision Criteria................................................................................................................................................. 68 Vendor Management........................................................................................................................................... 68 Performance Metrics for Procurement Activities................................................................................................. 69 Procurement Closure........................................................................................................................................... 69 STAKEHOLDER MANAGEMENT...........................................................71 Stakeholder Management Approach.................................................................................................................... 72 Stakeholder Identification.................................................................................................................................... 73 PROJECT CLOSURE............................................................................73 Closure Planning................................................................................................................................................. 77 PROJECT IMPLEMENTATION..............................................................78 Preliminary Design.............................................................................................................................................. 78 Detailed Design................................................................................................................................................... 78 Internet Presence............................................................................................................................................. 80 Network.......................................................................................................................................................... 80 Intranet............................................................................................................................................................ 80 Extranet........................................................................................................................................................... 80 Database.......................................................................................................................................................... 80 Deployment......................................................................................................................................................... 80 Acceptance.......................................................................................................................................................... 80 SPONSOR ACCEPTANCE......................................................................82 Appendix A: Requirements Traceability Matrix..............................83 Appendix B: Project Charter............................................................84 Appendix C: Stakeholder Matrix.....................................................85 Appendix D: Team Contract.............................................................86 Appendix E: WBS Dictionary...........................................................87 Appendix F: Change Log..................................................................88 Appendix G: Project Schedule..........................................................89 Appendix H: Project Timeline..........................................................90 Appendix I: Measuring Project Performance..................................91 Appendix J: Risk Register................................................................92 Appendix K: RACI Chart.................................................................93 Appendix L: Issue Log......................................................................94 Appendix M: Communication Matrix..............................................95 Appendix N: Watch List...................................................................96 Appendix O: Preliminary Design.....................................................97 Appendix P: Internet Presence.........................................................98 Appendix Q: Network.......................................................................99 Appendix R: Intranet......................................................................100 Appendix S: Extranet.....................................................................101 Appendix T: Database.....................................................................102 TABLE OF TABLE Table 1: Requirements.....................................................................................................................8 Table 2: Alternative Solutions..........................................................................................................9 Table 3: Constraints.......................................................................................................................10 Table 4: Risks.................................................................................................................................11 Table 5: Roles and Responsibilities...............................................................................................14 Table 6: Milestone List..................................................................................................................26 Table 7: Skills Assessment.............................................................................................................46 Table 8: Staffing Profile Matrix.....................................................................................................47 Table 9: Risk and Impact Level Description..................................................................................58 Table 10: Procurement Items.........................................................................................................67 TABLE OF FIGURES Y Figure 1: ITS Process Improvement Methodology........................................................................41 Figure 2: Quality Assurance and Control.......................................................................................47 Figure 3: Organizational Breakdown Structure.............................................................................50 Figure 4: Resource Breakdown Structure......................................................................................51 Figure 5: Risk Management Process Flow Chart..........................................................................58 ABSTRACT Supply Chain speeds have transformed. In the past, it would take weeks to order an item from a supplier and have it delivered to the customer. In recent years, this has changed. Customers expect to have their product delivered within days, if not sooner. The next generation of \"Integrated\" Supply Chain Information Systems (SCIS) must provide real-time visibility across multiple systems linking traditional planning systems to real-time machine control. This new level of integrated Real-Time SCIS currently does not exist. Supply chain users today lack a systems means of integrating critical information from the multiple business operating systems, real-time alerting control and a system for real-time improved planning. The solution to this problem is to develop a new integration architecture and system to link traditional disparate Supply Chain Planning Systems and real-time control systems to improve the real-time planning and control of supply chain assets, and offer same-day delivery on millions of items. BUSINESS CASE Project Client Amazon is the largest online retailer in the United States. Amazon was founded by Jeff Bezos and began as an online bookstore in 1995. In 1999, Amazon expanded into selling toys, tools, electronics, and tools. On May 28, 2015, Amazon announced that it would be offering same-day service on certain items to Prime members. Since offering same-day delivery, customer demand for same-day delivery has grown. To meet this demand, Amazon has requested a new system. This proposal provides details on that system. Business Objective Amazon wishes to develop a Supply Chain Information System that combines disparate supply chain system components with real-time control systems to provide the business with a single system to provide the organization more control of the supply chain through improved real-time planning and increased control of supply chain assets. This means that the organization obtains the ability to satisfy consumer demands through improved supply chain planning. Customers want their products shipped sooner and delivered faster. Through enhanced real-time planning, and with greater control of the supply chain assets, the organization can provide even more products than currently available with even faster delivery times. The goal is to be able to provide same-day delivery of all products while providing the organization with tighter control of every aspect of supply chain management. Problem/Opportunity Statement Supply Chain speeds have transformed. In the past, it would take weeks to order an item from a supplier and have it delivered to the customer. In recent years, this has changed. Customers expect to have their product delivered within days, if not sooner. Current supply chain systems lack the needed information and control to provide the increasingly high demand of supply services from consumers. In order to solve this issue, it is necessary to develop a next generation integrated supply chain information system that provides real time visibility across multiple systems that link traditional planning systems. Currently, this new level of integrated real-time SCIS does not exist. Preliminary Requirements List Table 1 identifies and describes the high level requirements for the GCEIS project. The requirements listed below must be satisfied before the sponsor signs off on the project and considered complete. The requirements traceability matrix (RTM) is used to identify all requirements associated with the project and track those requirements throughout the project. The RTM can be found in Appendix A. Table 1: Requirements Requirement 1. Disparate system access Description/Detail Software developers needed for integration 2. Hardware availability 3. Client availability 4. Object-oriented database New hardware needed for software development Software developers assigned 100 percent The relational database will contain tables that will feed queries that will generate comprehensive reports. Allows user to operate GCEIS behind company firewall Allow users to remotely use GCEIS externally Automatically import other enterprise databases and data extracts Graphical Interface which displays information The project should be completed within six months 5. Intranet 6. Extranet 7.Open Architecture 8.Dashboards 7. Six month completion Options and Recommendations The solution to Amazon's inability to continuously meet customer demands is the development of a new system that integrates numerous business systems into one centralized system. This solution integrates business systems such as, supplier databases, data server production history, alert management, facilities database, reporting metrics, and facilities management. GCEIS will allow managers to view data from these sources in a single interface. Managers will no longer have to request information from the other business units. Information will be available on a real-time basis, allowing managers to make more timely and informed decisions. The system will contain an integrated database and a graphical user interface allowing managers to view this information and generate easily readable reports. Table 2 provides alternative solutions should the project not continue. Possible alternative solutions include, continued use of current processes, scope minimization or hiring third-party vendor to develop. As the project continues, the team will continue to identify new alternatives. Table 2: Alternative Solutions Alternative Solution Continued processes Minimize scope Let someone else develop Description Amazon is able to offer same-day delivery on many products. Amazon may choose to continue its current practices and wait until another option becomes viable. Piece together several commercial off-the-shelf (COTS) products to achieve a similar goal with less capabilities. Purchase from third-party vendor if one is developed Assumptions and Constraints The project team assumes the project will remain on/under budget, the project will be completed within the six month timeframe. It is assumed that Amazon's developers will have thorough understanding of their systems and will assist to develop a system that meets the sponsor's requirements. It is assumed the project will begin January 4th, 2016 and will be completed by the end of July 2016. Table 3 identifies the initial constraints that may hinder the project. Two main constraints are cost and schedule. The project sponsor has a set budget, and the project is not to exceed budget. The project is constrained by the schedule. The project sponsor expects the project to be completed within six months. Table 3: Constraints Constraint 1. Similar project is not currently successfully implemented or attempted. 2.Unique Systems 3. Cost 4. Schedule 5. Knowledgeable resources Description/Detail The desired outcome of this project has never been achieved and therefore there is no baseline or reference for comparison. The individual systems are different and are not easily integrated. The project is constrained by the budget set by the sponsor. The maximum budget allows is 1.5 Million dollars. GCEIS is constrained by the schedule as set by the sponsor. The project is expected to be completed within six months. Since this level of integration has never been attempted, the expertise required to complete the project may be a considerable constraint. Proposed Solution Scope Estimate The system will provide management with one integrated real-time supply chain and control system to make informed business decisions. The project is expected to integrate multiple systems, such as facility databases, supplier databases, reporting metrics, real estate databases, enterprise asset management system, facilities management, and overall equipment effectiveness (OEE). The project's deliverables shall include building multiple new databases that integrate the information from each business function listed above. The next deliverable will be to develop an open systems architecture to integrate these databases and systems into one system. Once the Global Collaboration Enterprise Information System is designed and developed, it will be deployed at the organization's corporate headquarters as well as the international headquarter locations. The system is expected to provide the organization with supply chain real-time control and planning. Schedule Estimate The estimated time to complete the project has been adjusted to meet a six month requirement. Initial project schedule was estimated to be one and a half years. However, after discussion with the project sponsor, it was determined the project would be obsolete within that timeframe. The project is scheduled to begin January 4th, 2015. Budget Estimate The estimated cost for the GCEIS project is expected to be $1,143,444. The sponsor has set a limit of $1.5 million. Potential Risks Table 4 lists the initial risks the project team has identified. Initial risks identified include, security concerns, cost overrun, and exceeding schedule. Having identified the risks, the project team can work on mitigation. Table 4: Risks Risk 1. Client software availability 2. Interrupted business systems 3. Hardware integration issues 4. Incompatibility issues 5. Security Concerns 6. Software integration issues Description One of the major risks identified is that the software developers will not be able to allocate 100 percent of their time to the project. A way to mitigate this risk is to coordinate with the sponsor to ensure that each developer will only be tasked to work on the GCEIS project Some processes may need to be interrupted to integrate systems and processes. Another risk is that new system creates problems with existing systems and software. New system may be incompatible with existing systems and software. There is a risk that system integration may cause new security vulnerabilities. One major project risk is current software may not properly integrate within the centralized system. 7. Create singlepoint of failure 8. Cost overrun 9. Exceed Schedule There is a possibility that full system integration might create a single-point of failure. If a failure were to occur, it could cost Amazon millions of dollars. Project budget exceeds initial expectation Project schedule exceeds the anticipated six month completion timeframe PROJECT MANAGEMENT The GCEIS project will be managed using the waterfall methodology. The project will follow the process flow of initiation, planning, design, development, implementation, and training. Project leads will provide daily progress reports to the project manager. The project manager, using the daily progress reports, will update the Microsoft Project file accordingly. At the end of each month the project manager will provide the stakeholders and sponsor with a budget and schedule progress report and conduct a progress meeting with the project sponsor, team, and leads. Project Charter The project charter outlines a proposed solution to design and develop an integrated Supply Chain Information System that combines disparate supply chain system components with real-time control systems to provide the business with a single system to provide the organization more control of the supply chain through improved real-time planning and increased control of supply chain assets. This means that the organization obtains the ability to satisfy consumer demands through improved supply chain planning. Customers want their products shipped sooner and delivered faster. Through enhanced real-time planning, and with greater control of the supply chain assets, the organization can provide even more products than currently available with even faster delivery times. The goal is to be able to provide same-day delivery of all products while providing the organization with tighter control of every aspect of supply chain management. The full project charter is located under Appendix B. Stakeholder Register The purpose of the stakeholder register is to document who is impacted by the project, their influence and impact on the project. The stakeholder register is an important tool used to project planning, team forming and developing, defining success criteria, communications, governance, and defining tasks and responsibilities. A complete stakeholder register that is created early in the project and monitored throughout increases the likelihood of success by ensuring appropriate stakeholder engagement. The stakeholder matrix is located under Appendix C. Team Contract The purpose of the team contract is to develop a statement of the team's purpose, primary goals and the duties/role of each team member including how leadership functions will be carried out. The team contract is located under Appendix D. ROLES AND RESPONSIBILITIES The Roles and Responsibilities matrix (table 5) defines the roles and responsibilities for each team member. The matrix outlines the responsibilities of the Project Sponsor, The Project Manager, the project team members, and other clients that will be assisting the project team. Table 5: Roles and Responsibilities Name Jon Battles Role Sponsor Nathan Zook Project Manager Tonita Parsons Project Lead Nicholas Battles Assistant Project Manager/Quality Assurance Huijiang Zhang Database Designer Biao Zhao Software Lead Responsibilities - Approve or deny schedule change requests as appropriate - Evaluate need for schedule change requests - Accept project deliverables - Measure and verify project schedule - Facilitate schedule change requests - Facilitate impact assessments of schedule change requests - Organize and facilitate scheduled change control meetings - Communicate outcomes of schedule change requests - Update project documents upon approval of all schedule changes - Measure and verify project schedule - Validate schedule change requests - Participate in impact assessments of schedule change requests - Communicate outcomes of schedule change requests to team - Facilitate team level change review process - Ensure each member adheres to quality standards - Participate in defining change resolutions - Evaluate the need for schedule changes and communicate them to the project manager as necessary - Evaluate impacts on identified risks caused by schedule change - Discover previously unidentified risks created by schedule change - Design Schemas - Define Objects, tables, indexes, constraints - Manage database storage - Develop reports - Ensure software team adheres to quality standards - Responsible for underlying software architecture - Supervise software development team - Serve as the MITM between management and development team - Assign roles and responsibilities to the software development team Xieyu Zhang Architecture Lead - John Noakes Headquarter Representative (U.S.) - Max Mustermann Headquarter Representative (Europe) - Li Si Headquarter Representative (China) - Sakura Sami Headquarter Representative (Japan) - Ashok Kumar Headquarter Representative (India) - Ensure software team adheres to quality standards Responsible for underlying hardware architecture Supervise hardware development team Serve as the MITM between management and development team Assign roles and responsibilities to the hardware development team Ensure project team requests are completed Responsible for providing project team with proper clearance Provide team with workspace and conference room Ensure project team requests are completed Responsible for providing project team with proper clearance Provide team with workspace and conference room Provide translator (if needed) Arrange local travel and hotel for project team Ensure project team requests are completed Responsible for providing project team with proper clearance Provide team with workspace and conference room Provide translator (if needed) Arrange local travel and hotel for project team Ensure project team requests are completed Responsible for providing project team with proper clearance Provide team with workspace and conference room Provide translator (if needed) Arrange local travel and hotel for project team Ensure project team requests are completed Responsible for providing project team with proper clearance Provide team with workspace and conference room Provide translator (if needed) Arrange local travel and hotel for project team Richard Miles Software Developer (Global Security) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Mary Major Software Developer (Network OEE) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Joe Public Software Developer (Building Management) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Jane Roe Software Developer (Alert Management) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Richard Row Software Developer (Network EAM) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Namen Nescio Software Developer (Global Safety) - Work directly under Software Lead Develop Interfaces for respective area Test user interfaces Validate Information within interfaces Brad Baller Database Administrator - Work directly under Database Designer Establish backup and recovery procedure Establish and maintain database security Maintain database and documentation Ensure database and application performance Manage data, ensure data integrity - SCOPE MANAGEMENT The projects scope will be managed using scope management best practices. Using best practices will ensure that only the tasks needed to successfully finish the project are completed. The project team has already completed the first two steps to managing the scope. The team has collected the project requirements and defined the scope. In order to ensure the project scope is properly managed, the creation of a Work Breakdown Structure is needed. During the life of the project, the team will continuously verify the scope and request feedback from the sponsor. Scope verification will be required at the completion of a major milestone. To verify the scope, the project team will meet with the sponsor for acceptance and that work performed meets the definition of the scope statement. Requirements Traceability Matrix Requirements management is used to identify and monitor the needs of each stakeholder working on the project, while ensuring those requirements are met. Often, project managers will be required to make changes to a project as requirements change. For requirements management to be effective, constant effective communication is required. Should a stakeholder wish to change a requirement, it is imperative that the impact of that change be effectively communicated. Project managers must ensure there is a process for documenting requirements changes. There are five stages of requirements management. 1. 2. 3. 4. 5. Investigation Feasibility Design Construction and Testing Project Release In the investigation phase, this is where the team identifies the goals and requirements. During the feasibility phase, requirements management is used to determine costs. Also determined are the organizational capabilities and expertise needed to complete the project. During design, goals begin to take shape, requirements may change, and impact of those changes on the cost or scope are determined. The construction and testing phase is when a working model is constructed and tested. Testing will help to ensure the GCEIS project will progress according to the schedule and budget. Finally, the fifth stage within requirements management is the release phase. Once the project is approved, it is released. However, there is still a need for requirements management. This is due to future upgrades, improvements, etc. The requirement traceability matrix is located in Appendix A. Scope Baseline The scope baseline is used to help in the scope change management and prevent scope creep. It consists of the approved scope statement, the work breakdown structure (WBS), and the WBS dictionary. These items will be discussed in later sections. Scope Management Approach For the Global Collaborative Enterprise Information System, scope management is the sole responsibility of the Project Manager. The scope of the GCEIS project is defined by: Project Charter Stakeholder Register Requirements Traceability Matrix Work Breakdown Structure Work Breakdown Structure Dictionary Risk Register RACI Matrix Infrastructure Diagrams The project sponsor, Project Manager, project team, and stakeholders are responsible for creating and approving project documents for the scope management. This includes deliverable quality checklists, scope baseline and work performance measurements. During the GCEIS lifecycle, as planned scope turns into completed objectives, the project manager, team, and stakeholders will have an in-depth knowledge of actual resources being expended compared to estimates and will report to the sponsor to ensure expectations are being met. Any proposed change in scope that does not meet the project scope outlined in the Work Breakdown Structure dictionary must be approved by the project manager and project sponsor. If changes are necessary, the team will use a formal change management process. The project sponsor is responsible for accepting the final project deliverable as stated in the Work Breakdown Structure and WBS Dictionary. Scope Statement The reason for developing the Global Collaboration Enterprise Information System is to develop a new integrated supply chain information system that combines disparate supply chain systems with real-time control systems to provide the business with one system that will give the organization more control of the supply chain through better real-time planning and greater control of supply chain assets. The Global Collaboration Enterprise Information System meets the needs for the organization by proving it with greater control over their supply chain while also meeting the increasingly high demands of consumers. The system will provide management with one integrated real-time supply chain and control system to make informed business decisions. The project is expected to integrate multiple systems, such as facility databases, supplier databases, reporting metrics, real estate databases, enterprise asset management system, facilities management, and overall equipment effectiveness (OEE). The project's deliverables shall include building multiple new databases that integrate the information from each business function listed above, which are displayed into one centralized management system. The next deliverable will be to develop an open systems architecture to integrate these databases and systems into one centralized system. For a detailed list of all deliverables, refer to the Deliverables section directly below. Once the Global Collaboration Enterprise Information System is designed and developed, it will be deployed at the organization's corporate headquarters as well as the international headquarter locations. The system is expected to provide the organization with real-time control and planning. For the project to be considered complete it must meet these requirements: 1. Disparate systems must be integrated 2. Additional hardware must be installed 3. Must include an Object-oriented database 4. Must include an Intranet 5. Must include an Extranet 6. Open Architecture design 7. Must include Dashboard views 8. Must be completed with six months 9. Testing must be conducted 10. Project must be within expected $1.5 million budget Once all deliverables are met and requirements satisfied, the project sponsor will evaluate the effectiveness of the project and accept the project. Once this occurs, the project will be considered successful and shall be closed. Deliverables Project Proposal Project Charter Project Plan Design Database 1 Design Database 2 Design GCEIS Architecture Design GCEIS Interface Develop Database 1 Develop Database 2 Develop GCEIS Interface Program the system Integrate the systems Test the system Perform operational testing Resolve any issues Send software to all Headquarters Install systems one by one Test total system Resolve issues Establish operational maintenance Train North America HQ rep Train Europe HQ rep Train China HQ rep Train Japan HQ rep Train India HQ rep Project Scope Review Deliverables Review Milestones Review Conduct a lessons learned session Obtain formal acceptance of the project Celebrate projects success What is NOT part of the project Tools required for testing Additional off-site training Additional RAID Third-party software Costs not directly associated with GCEIS Maintenance Ongoing operational costs Development of additional systems Additional Risks Additional risks identified during the project planning process will be input into the risk register. Each risk will be analyzed and will be prioritized based on the likelihood and the impact. Risks with a high likelihood and high impact will be considered priority. The team will focus on mitigating risks with a high impact and high likelihood. Depending on a by case basis, risks which have a low impact and low likelihood may be accepted. If possible, the project team will transfer risks to client developers. Additional risks that have been identified during scope planning: Cost overrun, project budget exceeds initial expectation Exceed Schedule, project schedule exceeds the anticipated six month completion timeframe Constraints and Assumptions Below is a list of constraints: Similar project is not currently successfully implemented or attempted. The desired outcome of this project has never been achieved and therefore there is no baseline or reference for comparison. Unique Systems, the individual systems are different and are not easily integrated. Cost, the project is constrained by the budget set by the sponsor. The maximum budget allows is $1.5 Million. Schedule, GCEIS is constrained by the schedule as set by the sponsor. The project is expected to be completed within six months. Knowledgeable resources, since this level of integration has never been attempted, the expertise required to complete the project may be a considerable constraint. Below is a list of assumptions: The project team will adhere to the scope management approach. Changes not in scope will be approved through the change management process Deliverables will be met as outlined by the project schedule Project requirements will be met Disparate databases will be integrated Project sponsor support will continue through life of the project GCEIS dashboards will meet the expectations of the sponsor Stakeholders will devote 100% to the project The project will be successful on the anticipated scheduled date Work Breakdown Structure Deliverables outlined in the Work Breakdown Structure: Develop Project Proposal Develop Project Charter Develop Team Contract Develop the Requirements Traceability Matrix (RTM) Develop the Project Plan. Design the additional databases Develop the additional databases Design GCEIS Architecture Develop GCEIS Architecture Design GCEIS Interface Develop GCEIS Conduct Training Deploy GCEIS Sponsor Acceptance Close the project Work Breakdown Structure Dictionary The work breakdown structure dictionary is a document which provides detailed deliverable, scheduling, and activity information about each WBS item structure (PMBOK, 2013). It supports the WBS. The WBS dictionary includes the following information: Account Identifier Description of Work Assumptions and Constraints Resources Required Cost Estimates Acceptance Criteria The GCEIS WBS dictionary is located in Appendix E. Milestone List Table 6: Milestone List Milestone Completion of Initiation Phase Completion of Planning Phase Completion of Design Phase Completion of Description Completion of the Project Proposal and Project Charter Completion of the Project Plan and Team Contract Completion of design work on the additional databases, GCEIS architecture, and GCEIS interface. Completion of development work on the additional Date January 25, 2016 February 8, 2016 March 18, 2016 April 27, Development Phase Completion of Implementation Phase Completion of the Training Phase Completion of Closeout Phase databases and GCEIS interface. Full implementation of the additional databases and GCEIS. 2016 June 29, 2016 Training completed for all headquarter locations. July 19, 2016 July 29, 2016 Acceptance of all deliverables by the sponsor. Scope Change Control Any proposed change in scope that does not meet the project scope outlined in the Work Breakdown Structure dictionary must be approved by the project manager and project sponsor. If changes are necessary, the team will use a formal change management process. All approved changes to the scope will be documented in the Change Log File located in Appendix F. TIME (SCHEDULE) MANAGEMENT A project schedule is an important tool the sponsor, project manager, and project team can use to determine the project's status. The purpose of the schedule management plan is to define how the schedule will be created, managed, and controlled. The GCEIS project will be scheduled by the phases of the project starting with initiation all the way through closing. Time Management Approach Proper time management is key to successfully completing the project on schedule. The project manager is responsible for ensuring the project uses good time management and therefore has the authority to dictate the schedule of all personnel assigned to the project. The schedule will be defined by the scope baseline and statement of work. How the schedule flows from activity to activity is defined in the WBS and WBS dictionary. To validate the accuracy of the project's schedule the project team will use similar projects and subject matter experts (SME) to determine the expected length of each activity. If any activity does not have a reference to base the schedule time on then the SME will use his or her best educated estimate. Since risk is inevitable, time will be added to activities involving high importance deliverables to ensure that the project is completed on schedule. Schedule Definition The project schedule will be created in Microsoft Project 2013 starting with the project phases at level one and the deliverables from each phase at level two. The schedule will be created by the project lead using the Requirements Traceability Matrix (Appendix A) but managed by the project manager. Once the schedule has been created it will be reviewed by the project team and any resources assigned to the project. All parties must agree to the schedule before it is sent to the sponsor for final approval. Once the sponsor approves the schedule it will become the schedule baseline. Project Schedule The detailed project schedule is in Appendix G. The major milestones for the GCEIS project are listed under the Milestone List section (Table 6). Activity List Provide a written description of the schedule for the major project deliverables and include the dates of the major milestones. Refer the reader to the MS Project file for a more detailed view of the project schedule. Activity List - describes activities to be accomplish Activity Attributes - provides deeper details about the activities Activity Resource Requirement - detailed list of resources required to complete the activity Resource Calendars - provides information about when resources are available to work on the activity Activity Duration Estimates - information about how long each activity should take to be completed. Activity duration estimates should include the effects of risk. Reducing or eliminating risk within an activity is a method used to decrease the length of estimates and increase the estimate's accuracy. This eliminates the need for padding the schedule. Timeline Appendix H contains the project timeline. The timeline shows the following major activities and milestones. Activities Milestones Schedule Baseline The schedule baseline will be used to measure the project's progress toward completion. The project's progress will be reported to the sponsor on a monthly basis but will be monitored by the project manager on a weekly basis. Having the project manager monitor the project's progress on a weekly basis will help identify any potential schedule issues early and give the project team more opportunity to resolve the issue before it impacts the project's schedule. The weekly and monthly progress will be determined using the daily progress reports submitted by the project team leads against the schedule baseline. For more information on how project performance is determined please refer to Appendix I. Additional Risks The following list contains additional risks to the project that could affect the project schedule. Please refer to Appendix J for more information on these risks. Amazon decides against using Amazon Cloud and wants dedicated servers. Project activities require more effort than planned Schedule Change Control Should the schedule need to be changed for any reason the request will be submitted to the project manager via the project's change control policy. If the project manager approves the request, he will submit the request to the project sponsor for final approval and add the change request to the Change Log File (located in Appendix F) for tracking and monitoring. If the sponsor approves the change then the project manager will update the Microsoft Project file accordingly. COST MANAGEMENT The costs for the GCEIS project will be planned, controlled, and managed through Microsoft Project and updated on a daily basis. Since the GCEIS project is a software development project using existing hardware, the costs for this project are based on the hourly and salary pay for the personnel tasked on the project. The project manager is responsible for managing the costs and generating reports on the project's cost throughout the project lifecycle. At a minimum, the project manager will provide monthly cost performance reports to the project sponsor during the monthly status meetings. Earned value will be the measurement used to determine the project's performance level. Using earned value for measuring performance assists the project manager in predicting future performance and determining potential cost or schedule overruns early on. Should the project get off budget, the project manager will provide the sponsor with reasons why the project deviated from the set budget and solutions for getting the project back on budget, if possible. In an effort to bring the project back on budget, the project manager has the authority to make changes to the project. Cost Management Approach Cost management falls to the project manager. The budget is defined by the hourly and salary pay for the personnel assigned to the project and will be managed through Control Accounts (CA) at the work package level of the WBS. Project leads will provide daily status reports to the project manager detailing what was accomplished and the percentage complete of the work package they are assigned. The monthly cost performance report will contain the project's cost performance index (CPI) and the cost variance (CV) of all CA. If the budget requires a change then the project manager will initiate a budget change request and submit it to the sponsor for approval. If approved, the project manager will implement the change and update the Microsoft Project file accordingly. Since the budget is primarily the pay of the personnel assigned to the project, any changes in pay must be submitted to the sponsor for approval or put on hold until the project is complete. Budget The budget was created based on six months of work for each person assigned to the project. The work schedule is based on a 40-hour work week for those personnel payed hourly. Place a detailed rolled up budget of major categories here. Costs for this project are presented in various categories... Labor Costs: Fixed Costs: Material Costs Contractor Costs Contingency Reserve Performance Measurement Baseline (PMB) $329,631.92 $0.00 $0.00 $523,812.12 $185,000.00 $1,038,444.04 Management Reserve Total Project Cost $105,000 $1,143,444.04 Place an expanded, detailed project budget from MS Project or MS Excel into an appendix to this document. Refer the reader to the appendix and the MS Project file. Ensure numbers here match the MS Project File. Cost Baseline The performance measurement baseline is determined by adding up the labor, fixed, material, and contractor costs and the contingency reserve. The labor costs are derived from the employees being provided by Amazon and are based on his or her current pay rate. Since the project is being conducted at Amazon facilities using Amazon's existing hardware, there are no fixed or material costs for this project. The contractor costs are for the project team's salary for six months. The contingency reserve is based on the known risks, the probability of occurrence, and the costs associated with those risks. For example, if a known risk has a 10% chance of occurring and a cost of $10,000 should that risk occur then the contingency reserve will contain $1,000 for that risk. The management reserve is based on 10% of the PMB rounded up to the nearest $5,000. Adding the PMB and management reserve together results in the total project cost. Actual Costs Actual costs are derived from the actual work accomplished. If the project is on day 10, the actual cost is 10 days of work for those personnel tasked during those 10 days. To determine the project's cost performance the actual costs will be weighed against the earned value (EV). For more information on how project performance is determined please refer to Appendix I. Additional Risks The following list contains additional risks to the project that could affect the project budget. Please refer to Appendix J for more information on these risks. Employee receives a raise Personnel changes Amazon decides against using Amazon Cloud and wants dedicated servers. Cost Change Control Any request to change the cost of the project must be submitted to the project manager via the project's change control policy. If the project manager approves the request, he will submit the request to the project sponsor for final approval and add the change request to the Change Log File (located in Appendix F) for tracking and monitoring. If the sponsor approves the change then the project manager will update the Microsoft Project file accordingly. QUALITY MANAGEMENT Quality management ensures that the project deliverables are of consistent quality and meet the sponsor's quality expectations. It consists of quality planning, quality control, quality assurance, and quality improvement. Quality management will be the responsibility of the Quality Assurance Lead and will be a continuing process throughout the project. Quality Assurance To manage the quality of the project, the project team must understand the quality expectations from the project sponsor. The purpose of Quality Assurance is to ensure that throughout the project lifecycle that project deliverables are quality deliverables and meet the sponsor's expectations. Quality assurance focuses to improve both the product and processes. The main inputs to performing quality assurance comes from the quality plan. The project team must insure that it has working knowledge of the project to evaluate quality control outputs. There are many quality control tools the team can use to measure the quality of each deliverable. These tools include: Benchmarking Cost benefit analysis Flowcharting Inspections and reviews Process analysis Quality audits To perform quality assurance, data, such as, project documents, the quality management plan, process improvement plan, quality metrics, and quality control measurements must be included. This allows processes to be improved, documents updated, and change requests made. Following this process, will allow the project team to effectively develop, plan, manage, and control the project from start to finish. To manage and control the plan, the team will develop quality metrics to measure planning effectiveness. The team will evaluate the quality of the project based on these metrics: Project deliverables met on schedule Actual costs compared to estimated costs Sponsor feedback Outcomes of deliverables compared to expectations Change requests Process improvement It is important for the team to eliminate errors from processes, keep errors out of the hands of the customer, conduct sampling, identify tolerances, and control process thresholds. Through evaluation of these metrics, it will allow the project team to determine if it is developing the project with precision and accuracy, while meeting the quality expectations of the sponsor. Review process. The purpose for conducting reviews is to ensure quality assurance. A quality review may result in a recommendation to make corrective actions. The review process is a continuous process. It is the review of a process which does not have a set criteria. The team will plan, gather data, asses, validate assessments and report improvements. The review process must include information that is: Evidence based Rigorous Transparent Objective Efficient Reviews must have the potential to lead to improvements. Activities related to continuous improvement will be subject to constant review. The team will plan, manage and control the quality assurance review process. Triggers that will initiate a review include: An identification of a risk Need or opportunity Performance concerns Regular performance monitoring Benchmarking Organizational change New, or changes to existing regulatory or legislation requirements Planned reviews The review process must include: A statement of the scope change and references to event triggers Responsibilities for review initiation Timeframe for review completion and process improvement Methodology Relevant external standards and benchmarks Reference to relevant performance indicators External stakeholder input Approval The project team will use this review process to ensure quality. Conducting reviews based on this process will ensure the team identifies areas for improvement. Quality reviews will allow the team to improve on any process. Audit Process Quality control procedures are crucial on the production line and quality assurance testing via a QA audit is essential to ensure QC procedures are working (Chron). Audits shall be conducted on QA systems, compliance, conformance and product QA. Quality assurance audit tasks include: Defining audit objectives o Ensure system functions as intended o Ensure conformance o Ensure compliance o Ensure system adheres to procedures o Ensure product meets quality expectations Process activities o Create quality assurance plan checklist o Review and check quality assurance checklist o Conduct test audit Configuration audit Database audit System audit o Review test audit results o Plan change management Evaluation o Evaluate design process o Evaluate integration testing process o Evaluate acceptance testing o Evaluate risk management process o Evaluate storage handling process Documentati