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Project Charter EDUC 6145: Project Management: Designing an Electronic Performance
Support System
Karen Franklin 12/1/2016
Project Charter Project Name: Designing an Electronic Performance Support System-ID Case #26 Project Manager: Karen Franklin Project Tracking #: 0001 Project Justification: Widgetmart had implemented an operations manual and training for their
employees. Problems arose when this training was on the job and passed from person to person
and region to region with no single standards or single best practices agreement across the
organization. Widgetmart used an old rudimentary text based online reference tool, but there is
now more current technologies that are available to overhaul the training and performance
support of the associates. Overview of Deliverables: Goal is to have a completely integrated system that presents accurate information in the
most concise, reusable form possible. Goal is to embed the knowledge in EPSS software field edits, prompts, and error messages that
provide the necessary knowledge or tools to perform the task on demand or in the background. This allows the managers and associates to focus on tasks that require human intervention, and
not worry on tasks that are more easily completed by the computer. Specific Project Objectives & Success Criteria: Create a system in software that holds
knowledge and best practices of every process embedded in the EPSS software and support
systems. EPSS would have four functions:
Applications with embedded knowledge: data, best practices, and business rules embedded in EPSS software
A reference function: accessible when needed
A job aid function: easy to use job aid that is accessible with handheld devices
A computer-based instruction function: structured information and guidelines designed to help associates internalize the information.
Create a single, seamless package that includes everyone from entry-level shipment processors to
district managers with responsibility for 20-30 stores and include variation of the information for
Widgetmart, Universal Widgets, and Buy More, along with consideration for the various
countries the stores are located.
Primary Stakeholders & Roles: Widgetmart, Universal Widgets, and Buy More Regional and
District Managers, SME’s, and Associates
Key Assumptions: Over the years information has been accumulating in both the operations and
training manuals, gathering all the information in one place will be necessary. Consolidating the
information will take time across regions and stores in various countries that may have language
barriers. Cultural sensitivity consideration will be needed when gathering information and
implementing across regions and stores in various countries.
Signatures:
Project Sponsor and/or authorizing manager:
Reference
Ertmer, P.A., Quinn, J.A., Glazewski, K.D., (2014) The ID Casebook: Case Studies in
Instructional Design
Greer, Michael. (2010) The Project Management Minimalist: Just Enough PM to Rock Your
Projects! Retrieved from https://class.waldenu.edu/bbcswebdav/institution/USW1/201720_02/MS_INDT/EDUC_6145/art ifacts/pm-minimalist-ver-3-laureate.pdf
Project Status Report (Greer, 2010)
Title: Designing an Electronic Performance Support System
Date: 12/8/16
Author: Davey Jones
Accomplishments since Last Report: Online performance support system with four functional areas is moving along as anticipated. The four functional areas: applications with embedded knowledge, a reference function, a job aid function, and a computer-based instruction function have all been rolled out in framework design.
Upcoming Activities: More concentration on development in each functional area will be the
focus of team members. Continued communication on the whole project progress will be
provided. Testing of the technology infrastructure and framework end product will be conducted
and reported out.
Summary of Issues, Concerns, and Recommended Actions: Language translation took longer than anticipated but on track with time line; weaving in cultural sensitivity within the software
also took a little longer than expected due to the number of countries where the stores are located
but on track in development.
Comments:
Group dynamics went smoothly considering each member had not been involved in a project together, especially Instructional Design. Getting the software framework took many drafts before a final one emerged that was workable.
Checklist: Keep the Project Moving (Greer, 2010)
Check your Project’s Scope
Review Project Charter, Work Breakdown Structure, Project Scope Statement
Check your Deliverables
Analyze status of each deliverable
Check your Schedule
Examine milestones, key dates, and phases
Analyze Variances by comparing “Estimated” to “Actual”
Review Work Breakdown Structures, Schedule, Effort/Duration table, Cost Estimate
Address Scope Change
Make Project Scope Change Order when necessary
List, Track, and try to resolve open issues
Make list of unresolved issues, revisit list of open issues from last inspection
Revisit potential project risks
Check Risk Management Plan and identify ongoing events or upcoming events those particularly vulnerable to risk
Report Project Status and Communicate Regularly
Communicate with team on perspective of the project, circulate Project Status Report, and utilize Project Communications Planner
Drive for Close-out of Activities and sign-off of Deliverables as Appropriate What can be closed and formally approved? Get approval signatures
Create a List of Lessons Learned
Describe ways subsequent project tasks need to be modified so future difficulties are averted
Complete Appropriate Evaluation Checklists
Complete checklists as needed, file with project documents
Project Communications Planner (Greer, 2010)
WHO WHAT WHEN HOW WHO
(RECEIVER) INFORMATION (HOW (FORM/MEDIUM) CREATES &
OFTEN) PUBLISHES
Stakeholders Overview of Once Written Status Project progress monthly Report Manager
Team Members Progress of specific Weekly Informal meeting Project area of Manager
responsibility creates &
publishes
Ellen Tyson Progress of Daily Informal meeting Ellen Tyson Business creates; Project
Applications of Manager
online software publishes
Josie Bednarski Progress of new Daily Informal Meeting Josie Bednarski training system creates; Project
with variations of Manager
three stores publishes
Tim Hosch Progress of Daily Informal meeting Tim Hosch translation creates; Project
variations and Manager
regulatory publishes
compliance
Barry Murphy Progress of change Daily Informal meeting Barry Murphy6 management of creates; Project
systems and Manager
internal marketing publishes
strategy
Team Members Report of testing Bi-weekly Formal meeting Project each identified followed by Manager
function in online written status creates &
software report publishes
District Progress of Bi-weekly Formal meeting Project Managers/Supervisors software followed by Manager
development and written status creates &
each functional area report publishes
Project Sign-Off Form (Greer, 2010)
Project Name: Designing an Electronic Performance Support System
I have reviewed the following finished deliverables as of the date identified below:
Fully online Electronic Performance Support System with four functional areas:
Applications with embedded knowledge,
A reference function,
A job aid function
A computer-based instruction function.
I have found these finished deliverables to meet with my approval, with the following exceptions:
None found
For each of the deliverables that are named above as exceptions, we will proceed as follows with the following remedies within the time frames specified:
None needed.
Date: ___12/9/16_______________
Widegetmart V.P.
Widgetmart, Universal Mart, Buy Mart V.P.
References
Greer, Michael. (2010). The Project Management Minimalist: Just Enough PM to Rock Your Projects.