Running Head: FINAL PAPER PART 2 1 Final Paper Part 2: Project Execution Plan Tanya Mina March 15, 2021 BUSI2013-20F-C-ON_BBA8C Tania Osman FINAL PAPER PART 2 2 Final Paper Part 2: Project Execution Plan Scope Statement Project Objective The objectives, by June 30, 2021, are to solicit 1 marketing-qualified leads, have 1000 website visitors, have company launched and in production, without sacrificing customer experience or security. For Deliverables In scope for this project: Public-facing website o Design, build and test all pages o Services page that outlines services o Payment services through website Branding o Create a fresh brand colour palate o Create new logo o New typography Content Updates o Write original articles, whitepapers, and case studies which are SEO Social Media Presence o Build LinkedIn page o Create a social media posting schedule Support English FINAL PAPER PART 2 3 Milestones For the team to reach this goal, the following milestones must be achieved: Project launch date: February 1, 2021 Social Media Update: February 21, 2021 Website Soft-launch date: February 28,2021 Testing Completed - Website Live date: March 15, 2021 Project Close date: April 9, 2021 (47 working days) Technical Requirements Fully functional website Must meet security and privacy standards (GDPR at a minimum) Must have payment capabilities Must be functional across platforms Must be accessible as per AODA legislation Limits and exclusions Excluded from this project: Incorporation of the company All other languages not listed in deliverables The project Must Go-Live with no bugs by April 1, 2021 Must be search engine optimized to improve standings in Google Must be fully completed by the in-house team Content must be optimized to view on all devices FINAL PAPER PART 2 4 Must meet the General Data Protection Regulations (GDPR) as outlined by EU Will not need external vendors or subcontractors Will be wholly owned and operated by green ink writing and consulting Will be accessible under accessibility legislation Will not make the company vulnerable to a cyber-attack. Work Breakdown Structure (WBS) The work breakdown structure (WBS) outlines 7 activity groups and up to 9 tasks per group. The WBS available in figure 1.0 is the basis for the scheduling of tasks and the setting of milestones for the project. Figure1.0 Program Evaluation Review Technique (PERT) The Program Evaluation Review Technique found in figure 2.0 outlines the scheduled tasks and denotes the critical path based on an understanding of the earliest and latest start and finish dates, as outlined in Table 1.0 below. The critical path was identified using these start and 1.1 Design Website 2.1 Decide on New colour Palate 3.1 Write New Whitepaper 4.1 Register Business 5.1 LinkedIn Cover picture 6.1 Functionality Testing 7.1 Launch and Go live 1.2 Confirm with Development Team 2.2 Upload logo Web-wide 3.2 Write New Case Study 4.2 Trademark name 5.2 LinkedIn Info paragraph update 6.2 Usability Testing 1.3 Finalize Design 2.3 Choose New Typography 3.3 Write Available Services Content 4.3 Open business bank account 5.3 Finalize Written content 6.3 Compatibility Testing 1.4 Design Logo 3.4 Write Values and Vision 4.4 Open a business paypal 5.4 Create a Social Media Calendar 6.4 Performance Testing 1.5 Build Website 3.5 Write Company Overview 5.5 Post Launch announcement on LinkedIn 6.5 Security Testing 1.7 Build Services Page 3.6 Write Elevator Pitch 5.6 Verify all content is Search Engine Optimized 6.6 Penetration Testing 1.8 Update Stock photos 3.7 Verify all content is Search Engine Optimized 1.9 Connect Payment Method 0.0 Project Apollo - The Green Ink Writing and Consulting Launch 1.0 Website 2.0 Branding 3.0 Written Content 4.0 Registrations and Legislation 5.0 Social Media 6.0 Testing 7.0 Deployment FINAL PAPER PART 2 5 finish dates, any activity without slack between the early and late starts/finishes are identified as critical to the schedule. While some activities along the critical path have slack, they are predecessors to activities without slack, thus they are determined to also be essential to the timing of the project. Additional tasks that arise during execution will be given a sub-numbering system (1.1, 1.2, 1.3, etc.) and may change the critical path for the project. Table 1.0 # Task Name Duration (Days) Predecessors Early Start Early Finish Late Start Late Finish Slack 12 1 Decide on colour Palate 3 0 3 4 7 4 2 Choose Typography 1 1 3 4 7 8 4 3 Design Logo 7 2 4 11 8 15 4 4 Upload logo Web-wide 1 3 11 12 46 47 35 13 5 Design Website 2 3 11 13 15 17 4 6 Confirm with Development Team 1 5 13 14 17 18 4 7 Finalize Design 1 6 14 15 18 19 4 8 Build Website 1 7 15 16 19 20 4 9 Update Stock photos 1 7 16 17 46 47 30 10 Connect Payment Method 7 7, 22 15 22 40 47 25 34 11 Write New Whitepaper 5 8 20 25 20 25 0 12 Write New Case Study 5 8 20 25 20 25 0 13 Write Available Services Content 5 8 20 25 20 25 0 14 Write Values and Vision 5 8 20 25 20 25 0 15 Write Company Overview 5 8 20 25 20 25 0 16 Write Elevator Pitch 5 8 20 25 20 25 0 17 Verify all content is Search Engine Optimized 3 11, 12, 13, 14, 15, 16 25 28 25 28 0 18 Finalize written Content 1 17 28 29 28 29 0 5 19 Register Business 1 3 11 12 36 37 25 20 Trademark name 1 19 12 13 38 39 26 21 Open business bank account 2 19 12 14 37 39 25 22 Open a business paypal 1 21 14 15 39 40 25 18 23 Create LinkedIn page 3 18 29 32 29 32 0 24 LinkedIn Cover picture 1 23 32 33 34 35 2 25 LinkedIn Info paragraph update 3 23 32 35 32 35 0 26 LinkedIn Content SEO 3 23, 24, 25 35 38 35 38 0 27 Finalize Written content 1 26, 38 39 38 39 0 28 Create a Social Media Calendar 5 27 39 44 39 44 0 29 Post Launch announcement on LinkedIn 2 28 44 46 44 46 0 7 30 Testing 5 27 39 44 39 44 0 31 Go/No Go decision 2 30 44 46 44 46 0 1 32 Launch the Website and go live 1 31 46 47 46 47 0 Deployment Website Branding Written Content Registrations and Legislation Social Media Testing FINAL PAPER PART 2 6 Figure 2.0 12 13 ES EF 20 20 25 Activity # 38 39 11 LS LF 11 12 14 15 20 25 19 22 36 37 39 40 12 14 20 25 21 12 0 3 3 4 4 11 11 1 37 39 15 22 20 25 1 2 3 4 10 4 7 7 8 8 15 46 47 40 47 20 25 32 33 39 44 44 46 13 24 30 31 11 13 13 14 14 15 15 16 20 25 25 28 28 29 29 32 34 35 35 38 38 39 39 44 44 46 46 47 5 6 7 8 17 18 23 26 27 32 16 18 15 17 17 18 19 20 25 28 28 29 29 32 35 38 38 39 46 47 20 25 32 35 39 44 44 46 14 25 28 29 16 17 20 25 32 35 39 44 44 46 9 46 47 20 25 15 20 25 20 25 16 20 25 Post Launch announcement on LinkedIn Go/No Go decision Launch the Website and go live Critical Path LinkedIn Info paragraph update LinkedIn Cover picture LinkedIn Content SEO Finalize Written content Testing Create a Social Media Calendar Write Company Overview Write Elevator Pitch Verify all content is Search Engine Optimized Finalize written Content Create LinkedIn page Update Stock photos Build Website Connect Payment Method Open a business paypal Write New Whitepaper Write New Case Study Write Available Services Content Write Values and Vision Register Business Design Website Confirm with Development Team Trademark name Open business bank account Finalize Design Activity Name Decide on Colour Palate Choose Typography Design Logo Upload logo Web- wide FINAL PAPER PART 2 7 Budget As this project deals with the launch and marketing of a new company without any current revenue, the budget of the project is very limited, there is approximately $1500 available in the company budget for this project. These funds are primarily allocated to paying for the business license and the website hosting costs. Not included in the budget is the human resources needed for the completion of tasks and activities, these are provided without cost. The biggest risk to the project budget is the costs for website, these costs are dependent on the pricing provided by hosting company. The project managed to mitigate a part of this budget overrun by utilizing a 50% discount coupon that was located. Risk Management Any new business venture is fraught with risk. The chart below outlines some of the expected risks and the mitigation and contingency plans in place. There are many of the usual risks for any project, such as scope creep or missing deadlines. However, the nature of the project also provides unique risks, including the issues if licensing is not approved. The key to many of the contingency plans is in the tracking and monitoring of the project, which showcases the importance of controlling the schedule and budget through earned value management (EVM). EVM for this project is outlined in greater detail in the section on controlling the cost and schedule. FINAL PAPER PART 2 8 Stakeholder Communication Due to the size of the organization and the newness of the business, there are a limited number of stakeholders to keep informed. However, they do include investors, potential clients, and employees, and the government. As the company is just launching there is communication with the local government to complete the necessary registrations and legislations. Because of current Covid-19 restrictions, most of the stakeholder communication will be conducted through email and online through video conferencing software such as zoom. Control Schedule & Cost As stated, the project will monitor and control the schedule and costs through Earned Value Management (EVM). To determine the cost performance index and schedule performance RISK RISK SEVERITY RISK LIKELIHOOD RISK LEVEL RISK SEVERITY RISK LIKELIHOOD RISK LEVEL ACCEPTABLE TO PROCEED? ACCEPTABLE IMPROBABLE LOW ACCEPTABLE IMPROBABLE LOW TOLERABLE POSSIBLE MEDIUM TOLERABLE POSSIBLE MEDIUM UNDESIRABLE PROBABLE HIGH UNDESIRABLE PROBABLE HIGH INTOLERABLE EXTREME INTOLERABLE EXTREME 101 Schedule Overruns Tolerable Probable High Acceptable Possible Low Yes 102 Budget Cost Overruns Undesireable Probable High Acceptable Possible Low Yes 103 Failure of security testing Intolerable Possible Extreme Tolerable Improbable Medium Yes 105 Scope Creep Undesireable Possible High Tolerable Improbable Medium Yes 106 Work missed in schedule Undesireable Probable High Acceptable Improbable Low Yes 107 Service Outages Undesireable Improbable Medium Tolerable Improbable Medium Yes 109 Legal risks if licensing is not approved Intolerable Improbable High Acceptable Improbable Low Yes 110 Force Majeure Undesireable Improbable Medium Tolerable Improbable Medium Yes 111 COVID-19 risks to schedule Undesireable Possible High Acceptable Possible Low Yes 112 Regulatory Risk (ie Changes to GDPR, PIPEDA, etc.) Acceptable Possible Low Acceptable Improbable Low Yes 113 Information Security Breach Intolerable Improbable High Tolerable Improbable Medium Yes 114 Designs not meeting the owner approval Undesireable Improbable Medium Tolerable Possible Medium Yes 115 Damage to Green Ink\'s Brand and Reputation Undesireable Improbable Medium Tolerable Improbable Medium Yes 120 Miscommunications and misunderstandings Acceptable Probable Medium Acceptable Improbable Low Yes 121 Contrary Staff priorities (staff prioritizing other projects) Undesireable Possible High Tolerable Improbable Medium Yes PROBABLE MEDIUM HIGH HIGH EXTREME RISK WILL OCCUR 3 7 9 12 POSSIBLE LOW MEDIUM HIGH EXTREME RISK WILL LIKELY OCCUR 2 5 8 11 IMPROBABLE LOW MEDIUM MEDIUM HIGH RISK IS UNLIKELY TO OCCUR 1 4 6 10 SERIOUS IMPACT TO THE COURSE OF ACTION COULD RESULT IN DISASTER LIKELIHOOD SEVERITY ACCEPTABLE TOLERABLE UNDESIRABLE INTOLERABLE LITTLE TO NO EFFECT ON EFFECTS ARE FELT, BUT NOT Regular communication and check ins with the team to ensure we remain on the same path Shorten deadlines on non-critical tasks to free resources up for other work Prioritize data protection, apply response process and be proactive to identify breaches Set up a meeting with ownership early to get feedback on the work in progress and make changes if needed Management buy-in, Launch basic website and regular updates to keep stakeholders informed and supported confirm backups are in good working order, ensure project team has aternate working locations if the outage is localized, follow business continuity and business resumption plans connect with legal programs who assist with the licensing and registration of businesses. Follow Business continuity, business resumption and crisis management plans as set by the company Ensure project team has work-from-home access enabled in case of wave 3 Work with legal support to be informed of any potential changes ahead of time shorten testing timelines, utilize slack, increase resources PM To check regularly and shorten deadlines for non-critical tasks to lower resource costs integrate security testing throughout the process Set clear guidelines for expectations, follow change management protocols should changes be necessary conect with subject matter experts in network and utilize their support to add tasks to the project YES / NO Launch Date February 1, 2021 Completion Date April 7, 2021 REF / ID P R E - M I T I G A T I O N MITIGATIONS / WARNINGS / REMEDIES P O S T - M I T I G A T I O N Risk Response Matrix Project Name Launching Green Ink Writing and Consulting Project Manager Tanya Mina Project Sponsor Jay Bishop, Executive FINAL PAPER PART 2 9 index, I am using the mid-way point of Monday, March 8, 2021 to determine if the project is on schedule and budget. CPI ?????? = 300 1500 = 20% SPI ?????? = 27 ?????????? 32 ?????????? = 84% Based on these calculations, it is obvious that the project is ahead of schedule and below budget. It is expected that the project will complete prior to the April 9th deadline and should cost less than the expected $1500.00. Project Closing & Lessons Learned The following is the project closing checklist: 1. Ensure all project deliverables are met and approved 2. Settle any outstanding payments 3. Review feedback from stakeholders 4. Release the program resources 5. Analyze program results and lessons learned 6. Ensure results have been shared and archived 7. Ensure documentations is archived 8. Celebrate projects success Some lessons learned from the project include: FINAL PAPER PART 2 10 1. More accurate budgeting budget came in significantly lower then the expected, these additional funds could have been utilized to expand the scope of the project or use external resources to improve the project results. 2. Enact a change management process that will support any necessary changes to avoid scope creep or make changes to expand the project if needed. 3. Risk management the project suffered from one risk, contrary staff priorities. The attention, time and effort of the primary team member was split when a new client was onboarded before the launch was completed. 4. Launching a client before the official launching of the company meant that some aspects of the project scope were put on hold indefinitely in order to support the client onboarding. FINAL PAPER PART 2 11 References Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process (7th ed.). McGraw-Hill Irwin. Project Management Institute. (2017). A guide to the project management body of knowledge (PMBOK guide) (6th ed.). Project Management Institute. Reichel, C. W. (2006). Earned value management systems (EVMS): \"you too can do earned value management\" Paper presented at PMI Global Congress 2006North America, Seattle, WA. Newtown Square, PA: Project Management Institute

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