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1 … PROJECT MANAGEMENT PLAN ‘On Your Bike’ website redevelopment Ace IT Consultancy West Pennant Hills NSW 2125 13 October 2011
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PROJECT MANAGEMENT PLAN
‘On Your Bike’ website redevelopment
Ace IT Consultancy
West Pennant Hills
NSW 2125
13 October 2011
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Signature
The following signature indicates approval of the enclosed Project Management Plan.
_____________________________
Ace IT Consultancy
Director of IT Business Development
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TABLE OF CONTENTS
ContentsTABLE OF CONTENTS ............................................................................................................... 3 Overview ........................................................................................................................................ 5
Purpose ....................................................................................................................................... 5 Project sponsor ........................................................................................................................... 5 Objectives ................................................................................................................................... 5 Resources .................................................................................................................................... 6 Key issues ................................................................................................................................... 7 Scope .......................................................................................................................................... 7
OYB’s business requirements .................................................................................................. 7 Web design elements .............................................................................................................. 8 Website features ...................................................................................................................... 8
How the project team is organized ............................................................................................... 10 Project organization chart ......................................................................................................... 10 Project responsibilities .............................................................................................................. 11
Director of IT Business Development .................................................................................. 11 The project team ................................................................................................................... 11 OYB’s consultant ................................................................................................................... 12 Outsourced contractors ......................................................................................................... 12
Communications Management Plan ............................................................................................ 13 Introduction .............................................................................................................................. 13 Roles and Responsibilities regarding communications ............................................................ 13
Project Manager .................................................................................................................... 13 Project Sponsor ..................................................................................................................... 13 Technical Lead / Senior Web Programmer ........................................................................... 13 Customer ............................................................................................................................... 14
Contact Information Directory ................................................................................................. 15 Communications Matrix ........................................................................................................... 16 Meeting Guidelines .................................................................................................................. 17
Meeting Agenda .................................................................................................................... 17 Meeting Minutes ................................................................................................................... 17 Action Items .......................................................................................................................... 17 Meeting Chair Person ........................................................................................................... 17 Note Taker ............................................................................................................................ 17 Time Keeper ......................................................................................................................... 18
Escalation procedures for resolving issues ............................................................................... 18 Revision procedures for updating the Communications Management Plan ............................ 18
Risk management plan ................................................................................................................. 19 Risk management approach ...................................................................................................... 19 Roles and responsibilities ......................................................................................................... 19 Project risks identification ........................................................................................................ 20
Risk assessment meeting (Part of team planning meeting) .................................................. 20 Historical review of similar projects ..................................................................................... 20 Top three risks ...................................................................................................................... 20 Other possible risks ............................................................................................................... 21
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Responses to project risks ........................................................................................................ 22 Risk monitoring .................................................................................................................... 22 Risk mitigation ...................................................................................................................... 23
Probability and impact of identified risks ................................................................................ 23 Appendix 1: Assumptions ............................................................................................................ 24 Appendix 2: Group diary ............................................................................................................. 25 Appendix 3: Email log and discussion log ................................................................................... 26 Appendix 4: Gantt chart ............................................................................................................... 27 Appendix 5: Budget report ........................................................................................................... 28 Appendix 6: Project’s risk register ............................................................................................... 29
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Overview
Purpose The purpose of the project is to redevelop and redesign On Your Bike’s (OYB) existing website
in order to equip OYB with online sales capability and improve its marketing elements and
efforts through the website.
All activities directly related to the purpose are considered to be in scope. All activities not
directly related to the purposes are considered to be out of scope.
Project sponsor The project sponsor will be monitoring the project’s progress from its start to its end and making
sure it is properly accounted for to all stakeholders of the project.
IT Business Development Director
Ms Liana Roberts
Tel +61 2-9385-1000
Objectives The objectives of the project are as follows:
● Provide all deliverables identified by the project’s due date
● Fulfil all stated website design and business functionality requirements
● Complete the project within budget
● Produce detailed user’s manual on using and maintaining the website
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Resources
The project will be planned with the following resources:
● Budget
○ AUD$200,000 with maximum ±5% adjustment
● Time
○ Not more than 3 months
■ includes testing of OYB’s web hosting server
■ includes 2 days of OYB’s web team training
● Human resources
○ Project manager: Fabian Talbot
■ Tel +61 2-9385-1005
○ Senior web-programmer (Tech Lead)
■ Alex Aiston
○ Junior web-programmer
■ Aska MacBain
○ Graphic designer
■ Andrew Ackman
○ Business analyst
■ Davis Maguire
○ Web design/development tester
■ Steffi Beckett
○ Marketing manager (OYB)
■ Lynette Richards
○ Database specialist (Raytheon IT Consultancy)
■ Michael Sorkman
○ Photographer (Outsourced)
■ Natalie Portman
○ Data entry specialist (Outsourced)
■ Jackie Chan
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Key issues The project is on a tight schedule with three months to a deliver turnkey solution to OYB. The
website also involves a diverse group of users. Fortunately, this project is given an
AUD$200,000 budget and the project will be completed on time without sacrificing on the
project’s requirements gathering and analysis, and its testing phase.
Scope The project team will cover the following deliverables requested by OYB and any other
approved web design elements and website functionalities as advised by Ace IT Consultancy
pertaining to the proposed website and its backend systems.
OYB’s business requirements A. OYB’s redeveloped website must contain the following (List 1 to 6)
1. Informative page on OYB’s business and its history
2. A secure online purchasing facility with:
○ Customer database (which retains customers’ history and transactions)
○ Order entry and order tracking system that are linked to OYB’s current
• Inventory system
• Warehousing system
• Accounting system
3. OYB product catalogue which links to inventory system to provide users with the
products’ availability status
4. A discussion forum open to all registered users
5. Secure community pages accessible only by local cycling associations
6. Informative page on OYB sponsored events and cyclists
B. Detailed user’s manual on using and maintaining the website
1. Introduction to the website and its integrated backend systems
2. Description of administrative tools provided for the website
3. Troubleshooting guide cum FAQ
4. Login information for various administrative purposes for the web master/team
5. Contact numbers and license information pertaining to third party services acquired
for the website.
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Web design elements OYB’s website will adopt design elements distilled from web design trends 2011 conference.
The requirements for web design will be defined by the project’s graphic designer, business
analyst, project manager, senior web programmer and OYB’s marketing manager.
Website features
Enhance user experience
Search function to:
○ Help visitors find information they need on the website
○ Give visitors more control in how they interact with OYB’s website
Search optimization
Not only can visitors search for OYB’s products through its website, visitors will also be able to
find OYB’s products via search engines such as Google and Yahoo!.
Worldwide shipping service
OYB will be using FedEx’s online shipping service named Ship Manager.
Email subscription for site’s updates
Any changes such as OYB’s product catalogue, newly updated cycling events can be emailed to
subscribers. This is ideal for older age groups who do not spend much time on the web can still
be reached via traditional email.
RSS feeds for site’s updates
For regular users of the web who visit a wide variety of websites, RSS (Rich Site Summary)
provides OYB’s visitors with up-to-date product catalogue or any other website changes
(customizable), saving them time from always visiting OYB’s site for latest updates.
Instead of sending emails, a RSS “burner” (can think of it as an updates generator) will churn
out changes made to OYB’s website in the form of “feeds” and these “feeds” are then sent to the
visitor’s RSS Feed Reader usually integrated on their favourite Internet browser.
Security for online payment system
Transactions made via the website are protected from malicious and fraud attacks.
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Milestone list
Milestone Description Date
Project charter signed Initializing phase of the project completed 26.09.11
Requirements signed by
stakeholders
Shows that we gathered all the requirements and
all the stakeholders are happy with them 11.10.11
Planning done Planning phase of the project completed 17.10.11
Database completed and filled Product database contains all informations
about OYB’s products 10.11.11
Graphical design approved Graphical design for the website completed and
can be used 10.11.11
Main site completed Main part of the site (everything except forum
and community pages) done 22.11.11
Forum completed Forum is working, content is filled 30.11.11
Community completed Community pages are done, logins and manuals
for local bicycle associations are created 02.12.11
Everything works! Testing phase completed, all bugs eliminated 09.12.11
Project completed
All information and necessary documents are
sent to OYB, staff trained how to work with
administrative tools and website launched
19.12.11
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How the project team is organized
Project organization chart
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Project responsibilities
Director of IT Business Development Ms Liana Roberts will be the project team’s primary consultant. She is also project sponsor and
will work with the project manager and team, particularly in the areas of scope clarification and
progress monitoring.
The project team
Program manager The project manager is responsible for accomplishing the stated project objectives. Key project
management responsibilities include creating clear and attainable project objectives, building the
project requirements, and managing costs, schedule and the quality of the project. The project
manager also has to determine and implement the exact needs of the client.
Business Analyst
The role of a Business Analyst is to be an internal consultant that is responsible in investigating
the client’s business systems, identifying options for improving these business systems and then
give recommendations on how to bridge the needs of the business with the use of IT.
Senior web programmer (Tech Lead)
The project’s senior web programmer is also a technical lead and is the overall in-charge of all
technical aspects of the project, and as well as providing the Project Manager with all the
necessary information and updates to the website’s development. Senior web programmer will
also take part in the discussion of the website’s design elements with the graphic designer.
Junior web programmer
The junior web-programmer’s responsibility is to complete all programming tasks assigned by
the senior web programmer and be a crucial supporting figure to the technical development of
the website.
Graphic designer
The graphical designer is responsible for the website’s design elements and its look-and-feel
according to Ace IT Consultancy’s requirements.
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OYB’s consultant OYB’s marketing manager is involve in directing the content structure and its contents for the
web-site such as email templates to be sent out to new subscribers of the website and the
website’s forum topics.
Outsourced contractors
Photographer
Photographer has all resources needed to take pictures of OYB products for the product database.
Photographer’s responsibility is to visit the OYB’s warehouse with all necessary photo
equipment and take all the pictures needed. The cost of the work is hour-based, with the value of
$50 per hour.
Database specialist
The database specialist who constructed all existing business systems for OYB in particular the
inventory system, warehousing system and accounting system was requested by the project team
to be involved. The responsibility of the database specialist is to link these existing OYB systems
with the project’s new product database with the involvement of the project team’s senior web
programmer. The contract has the fixed cost of $5000.
Data entry specialist
The responsibility of the data entry specialist is to retrieve all OYB’s product information found
in different product information repositories needed for the product database. The cost of hiring
the data entry specialist is hourly-based, $16 per hour.
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Communications Management Plan
Introduction
This Communications Management Plan sets the communications framework for this project. It
will serve as a guide for communications throughout the life of the project and will be updated
as communication needs change. This plan identifies and defines the roles of persons involved
in this project. It also includes a communications matrix which maps the communication
requirements of this project. An in-depth guide for conducting meetings describes both the
communications rules and how the meetings will be conducted, ensuring successful meetings.
A project team directory is included to provide contact information for all stakeholders directly
involved in the project.
Roles and Responsibilities regarding communications
Project Manager The Project Manager will take a proactive role in ensuring effective communications on this
project. The communications requirements are documented in the Communications Matrix
presented in this document. The Communications Matrix will be used as the guide for what
information to communicate, who is to do the communicating, when to communicate it and to
whom to communicate.
Project Sponsor The project sponsor is responsible for the funding of the project and is ultimately responsible for
its success. Since the Project Sponsor is at the executive level, communications should be as
brief and summarized as possible unless the Project Sponsor requests more detailed
communications.
Technical Lead / Senior Web Programmer The Technical Lead is designated to be responsible for ensuring that all technical aspects of the
project are addressed and that the project is implemented in a technically sound manner. The
Technical Lead is responsible for all technical designs, overseeing the implementation of the
designs and developing as-build documentation. The Technical Lead requires close
communications with the Project Manager and the Project Team.
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Customer The customer for this project is On Your Bike. As the customer will be accepting the final
deliverables of this project, they will be informed of the project’s status including potential
impacts to the schedule for the final deliverable or the product itself.
OYB Business Steering Committee The business steering committee needs to be kept in the loop regarding changes to the project
plan, progress reports and possible disruptions to business operations as a result of
implementation or design changes.
OYB IT Staff OYB IT Staff handle day-to-day operations and maintenance of the company’s information
networks and infrastructure. As this is a critical aspect of the business, OYB IT Staff need to be
updated on any changes to OYB’s existing IT configuration so they are able to anticipate these
changes and resume operations with minimal downtime.
OYB Marketing Manager As OYB is a retail business, most of its revenue comes from product sales. Any disruptions to
sales operation will adversely affect OYB’s bottom line and the company’s financial health.
Therefore, the OYB Market Manager needs to be constantly updated on any changes made to the
sales page, product catalogues, point-of-sales systems and inventories to allow smooth business
operations while the project is designed and implemented.
OYB Database Specialist OYB’s Database Specialist is an independent contractor, however, because he has designed and
maintained all of OYB’s existing databases and will most likely continue working with OYB in
the future, the database specialist needs to be updated on any changes the project team makes to
the database to avoid any confusion in the future.
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Contact Information Directory
The following table presents contact information for all persons identified in this
communications management plan. The email addresses and phone numbers in this table will
be used to communicate with these people.
Role Name Email Phone
Project Sponsor Liana Roberts [email protected] +61 2-9385-1000
Project Manager Fabian Talbot [email protected] +61 2-9385-1005
Senior Web
Programmer
Alex Aiston [email protected] +61 2-9385-1008
OYB Business Steering
Committee
Morgan Freeman
(Committee head)
[email protected] +61 2-4231-8176
OYB IT Mark Zugger
(IT Head)
[email protected] +61 2-4652-5771
OYB Marketing
Manager
Lynette Richards [email protected] +61 2-5392-5766
OYB’s external
database specialist
Michael Sorkman [email protected] +61 2-4040-4112
.
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Communications Matrix
Stakeholder / Recipients
Information Time of Delivery
Medium of Delivery
Person in Charge of Delivery
Additional Comments
Project Team Members
Evaluation of work done and overall progress
Weekly Meetings
Face-to-face Project Manager
Project Sponsor
-Overall Status of Project -Current Tasks -Milestones achieved -Near-term goals
Fortnightly Reports
Emailed PDF Printed Report
Project Manager
OYB Management
Overall Status of Project
Fortnightly Reports
Emailed PDF Printed Report
Project Manager
OYB IT Staff
Changes made to System and Database
When Needed
Email Senior Programmer
Changes made to systems and database will be reported within 1 business day to minimize disruptions of business operations
OYB Marketing Manager
Changes made to sales page and relevant systems
When Needed
Business Analyst
Changes made to website will be reported within 1 business day to minimize disruptions of business operations
OYB’s database specialist
Current database design of OYB’s inventory and warehousing system
When needed
Face-to-face Senior Programmer
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Meeting Guidelines
Meeting Agenda Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda
should identify the presenter for each topic along with a time limit for that topic. The first item
in the agenda should be a review of action items from the previous meeting.
Meeting Minutes Meeting minutes will be distributed within 2 business days following the meeting. Meeting
minutes will include the status of all items from the agenda including any follow-up actions.
Action Items Action Items are recorded in both the meeting agenda and minutes. Action items will include
both the action item along with the owner of the action item. Meetings will start with a review
of the status of all action items from previous meetings and end with a review of all new action
items resulting from the meeting. The review of the new action items will include identifying
the owner for each action item.
Meeting Chair Person The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and
distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends
on time and that all presenters adhere to their allocated time frames.
Note Taker The Note Taker is responsible for documenting the status of all meeting items, maintaining a
follow-up action list and taking notes of anything else of importance during the meeting. The
Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the
Chair Person will use the notes to create the Meeting Minutes.
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Time Keeper The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the
meeting agenda. The Time Keeper will let the presenter know when they are approaching the
end of their allocated time. Typically a quick hand signal to the presenter indicating how many
minutes remain for the topic is sufficient.
Escalation procedures for resolving issues Any stakeholder with issues pertaining to the project must write a formal report and submit it to
the relevant project team member. The recipient of the report will then discuss the issue with the
Project manager and other team members if needed. If approved by the Project Manager, the
team make the necessary changes to resolve the issue.
Revision procedures for updating the Communications Management Plan The project team will decide on updating the Communications Management Plan if needed
during the weekly meetings. If any changes are required, the project manager will discuss the
changes with the relevant stakeholders before carrying them out.
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Risk management plan This section is not suggesting that threats to the project will happen. A risk management plan is
to help the project’s stakeholders aware of possible threats and be assured that the project team
has sufficient and efficient means of risk mitigation.
The project team is working under a tight schedule and the website is to be catered and appeal to
a diverse group of users from cycling enthusiasts to parents and their children. Under these
circumstances and the nature of website development projects, this section will describe project
risks that could affect the project’s performance in terms of completing the scope and delivering
the project on time and on budget.
Risk management approach The approach the project team has taken to manage risks for this project includes a systematic
process by which the project team identified, scored and ranked the various identified project
risks.
The most probable and highest impact risks were added to the project schedule to ensure that the
risk managers (Project Manager and Tech Lead) takes the necessary actions to mitigate these
risks at the appropriate time as the project progresses.
Part of our project schedule is a weekly meeting for the Project Manager and his team to provide
status updates on their assigned risk to the project sponsor, and if necessary provide an
executive summary to keep the project’s stakeholders informed.
Upon the completion of the project, the project team will analyze each identified risk and the
adopted risk management process. Based on this analysis, the team will identify any
improvements that can ameliorate the risk management process for future projects. These
improvements will also be recorded into the Ace IT Consultancy’s existing knowledge base.
Roles and responsibilities The assigned risk managers are the Project Manager and the Tech Lead (Senior web
programmer).
The program manager’s primary role is to monitor project risks and setup mitigation strategies
related to the project’s performance such as scope, milestones and spent budgets.
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The Tech Lead is an experienced web programmer who will monitor and setup mitigation
strategies for technological and web development risks that affects the website’s performance
particularly in the area of integrating web design and backend business functions.
In communicating all project risks updates, the Project Manager will be in-charged. The Tech
Lead will update all risks he is assigned to the Project Manager.
Project risks identification
Risk assessment meeting (Part of team planning meeting) A risk assessment meeting was held with the project sponsor, all project team members, and the
stakeholders. The project team employed the Crawford Slip method to identify risks. During the
meeting chaired by the Project Manager, the project team was distributed notepads was and
allowed 10 minutes for to record as many risks as possible. Later, the risks were presented to
everyone in the meeting room for discussion. The risks identified during this meeting were
added to the project plan and Risk Register.
Historical review of similar projects The project team reviewed the history of similar projects undertaken by Ace IT Consultancy in
order to determine the most common risks and the strategies used to mitigate those risks.
Top three risks The top three high probability and high impact risks to this project are:
1. Lack of stakeholders’ involvement As the website is to provide specific functionalities and constructed with the latest web design
trends, stakeholders’ involvement is crucial to the project team’s requirements analysis before
the construction of the website. With the lack of stakeholders’ involvement, the project will not
be able to finish on time and may fall short of the required project scope.
Potential response: The project sponsor is actively involved and a clear communications plan
will enable project team to speak to the right stakeholder with the right communication medium.
On top of that, a weekly team meeting will surface any major errors in the project.
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2. Miscommunication with external team resources Our most critical external resource comes from the previous database developer for OYB’s
current inventory system because the new website has to provide an online shopping cart linked
to OYB’s current inventory and warehousing system. By miscommunicating with the database
specialist, the project’s programmers will misunderstand the current design of these two systems
and therefore misalign integration and programming efforts to make the website work.
Potential response: Arrange meeting times early with the database specialist and factor the
meeting times into the project’s schedule. Obtain documentations from the database specialist if
available, if not, have senior programmer come out with an adequate documentation of
information passed down from the database specialist.
3. Huge change requests late in the project If stakeholders decide to add to the original functional and design requirements or make major
changes to the way parts of the site is programmed/designed to function, it will result in
delaying the project’s expected delivery and may even require a major overhaul of the website.
Potential response: Proper requirements analysis is to be done beforehand and scope statements
must be signed and accepted by stakeholders and project sponsor. If huge changes are bound to
happen, then setup prior mutual agreement with stakeholders that any major changes proposed
2-3 weeks before the testing phase may be accepted but there might be a delay on delivery date
and increase in budget. If major changes are proposed after testing, further negotiation of time
and budget is needed.
Other possible risks
4. Overestimating project team’s abilities This will result in underestimating the project’s timeline and thus impact the project’s
performance.
Potential response: Buffer time had been factored into the project and time consuming or
content heavy software development modules had been outsourced to open-source or
commercial software such as forum and community page content management.
5. Unexpected software abnormalities (“bugs”) Project team unable to discover or resolve software abnormalities in time will cause these
abnormalities to escalate as the website develops further. This will pose a threat to the website’s
completion being delayed or even cause the website to undergo over haul. These software
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abnormalities could be caused by human errors, hardware and software incompatibility or found
in the development tools used by the project team.
Potential response: The project team has two experienced programmers. Moreover, Ace IT
Consultancy has two website projects near to completion (By 6th week of this project’s
commencement) and thus there will be at least two senior programmers freed up to be the
project team’s consultants or be roped in to assist team. Lastly, according to our budget forecast,
the project team has ample amount of budget to seek external senior programmers if needed.
6. Key project team member sick/urgent leave/quits One of our key project team members is the senior web programmer who doubles up as the Tech
Lead. Without the key players, the project will suffer huge delays.
Potential response: Adequate buffer time had been added into the project’s schedule and
fortunately by 6 weeks into the project, other senior programmers should be freed up to assist. If
not, according to our budget forecast, the project team has ample amount of budget to seek
external senior programmers if needed.
7. Over-emphasis on low priority details Requirements for the website should be identified as being Low Priority and High Priority. Low
Priority requirements are website details that can easily be changed, or "would be nice to have"
if time and budget allows. High priority requirements are time consuming, difficult to change
and is a "must have". A delay will happen if project team fixates on low priority requirements,
for example spending too much time on the colours of a certain web page.
Potential response: The project team adopts a feature-driven approach in developing the website
and project requirements and analysis were discussed, signed by stakeholders early in the
project phase. The project team does the designing of web graphics and developing of backend
technologies in parallel in order to spend more time in integrating the design with backend
technologies. On top of that, the project team allocated a buffer of 2 days to do testing. Our
usual project’s practice for testing is 7 days.
Responses to project risks
Risk monitoring The most likely and greatest impact risks have been factored into the risk management plan to
ensure that they are monitored during the time the project is exposed to each risk. During the
weekly project team meeting, both the Project Manager and Tech Lead (Risk Managers) will
discuss the status of each project risk relevant to the current phase of the project. Risk
monitoring is part of the project’s monitoring and controlling project phase and will be a
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continuous process throughout the life of the project. As risks approach on the project schedule
the Project Manager will ensure necessary updates to the risk register.
Risk mitigation As more project risks are identified throughout the project, they will be accessed by the Project
Manager and Tech Lead, and together with the project team will develop avoidance and
mitigation strategies. These risks will also be used to update the Risk Register and the risk
management plan to ensure these risks are being monitored in timely fashion and are responded
to accordingly.
Both identified and future occurring project risks will be managed and controlled within the
constraints of time, scope, and cost. The Project Manager, with the assistance of the Tech Lead
will determine the best way to respond to each risk to ensure compliance with these constraints.
In worst case scenarios it may be necessary to allow flexibility to one of the project’s
constraints. If necessary, funding may be added to the project to allow for more resources in
order to meet the project schedule and scope requirements. Time and scope are rigid project
constraints and no flexibility. However, cost constraint will only be allowed to be flexible in
extreme cases where no other risk avoidance or mitigation strategy will work.
Probability and impact of identified risks
Prob
ability
High
R1
Medium R7 R6 R2, R3
Low R4 R5 Low Medium High
Impact
-Appendix 6 will show the project’s risk register-
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Appendix 1: Assumptions
OYB has 20,000 products to start with we used a Content Management System (CMS) to cater
for that and for future addition of products. CMS is used to manage huge amount of product
information.
The CMS is to have access to the product database which is in turn connected to OYB’s existing
inventory, warehousing and accounting systems. The product database is the “bridge” between
OYB’s existing inventory, warehousing and accounting systems, and the CMS itself.
Our main site, as well as forum and community pages will have administrative panel with the
capability to add/remove/edit any content in a non-technical fashion. In this way, OYB’s staff
will have the ability to maintain the site content (including the product database) without the
help of programmers.
We will purchase a commercially proven and efficient CMS with many existing and
customizable capabilities. Our programmers will just need to customize the CMS for the
purposes of our online store.
OYB already has a printed version of product catalogue for their customers. Nevertheless it is
not complete, so we need to retrieve missing product descriptions and take photos of them.
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Appendix 4: Gantt chart
ID Task Name Duration Resource Names Start Finish
1 On Your Bike (OYB) website & functionality redesign 63.5 days Wed 21.09.11 Mon 19.12.11
2 Initializing 3.5 days Wed 21.09.11 Mon 26.09.11
3 Identify stakeholders of OYB website 1 day Fabian Talbot Wed 21.09.11 Wed 21.09.11
4 Create project charter 1 day Fabian Talbot Thu 22.09.11 Thu 22.09.11
5 Hold kick-off meeting with project team 0.5 days Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi BeckettFri 23.09.11 Fri 23.09.11
6 Sign project charter with all stakeholders 1 day Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi BeckettFri 23.09.11 Mon 26.09.11
7 Project charter signed 0 days Mon 26.09.11 Mon 26.09.11
8 Planning 15.25 days Mon 26.09.11 Mon 17.10.11
9 Hold team planning meeting 1 day Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi BeckettMon 26.09.11 Tue 27.09.11
10 Prepare team contract 1 day Fabian Talbot Tue 27.09.11 Wed 28.09.11
11 Prepare scope statements 1 day Fabian Talbot Wed 28.09.11 Thu 29.09.11
12 Complete WBS 1 day Fabian Talbot Thu 29.09.11 Fri 30.09.11
13 Design and requirements analysis 7 days Fri 30.09.11 Tue 11.10.11
14 Determine operational and design requirements with stakeholders 3 days Fabian
Talbot;Davis
Fri 30.09.11 Wed 05.10.11
15 Analyse priorities of identified operational and design requirements 2 days Fabian
Talbot;Davis
Wed 05.10.11 Fri 07.10.11
16 Seek stakeholders' approval and feedback of identified requirements 2 days Davis Maguire Fri 07.10.11 Tue 11.10.11
17 Requirements signed by stakeholders 0 days Tue 11.10.11 Tue 11.10.11
18 Prepare schedule 3.25 days Tue 11.10.11 Fri 14.10.11
19 Identify required human resources 0.5 days Fabian Talbot Tue 11.10.11 Tue 11.10.11
20 Determine task durations 0.5 days Fabian Talbot Wed 12.10.11 Wed 12.10.11
21 Determine task dependencies 0.5 days Fabian Talbot Wed 12.10.11 Wed 12.10.11
22 Book external team members 2 hrs Fabian Talbot Thu 13.10.11 Thu 13.10.11
23 Draft Gantt chart 0.5 days Fabian Talbot Thu 13.10.11 Thu 13.10.11
24 Review and finalize Gantt chart 1 day Fabian Talbot;Alex AistonThu 13.10.11 Fri 14.10.11
25 Determine costs for the entire project 1 day Fabian Talbot Fri 14.10.11 Mon 17.10.11
26 Planning done 0 days Mon 17.10.11 Mon 17.10.11
27 Executing (Constructing of website) 38.75 days Mon 17.10.11 Fri 09.12.11
28 Website development 38.75 days Mon 17.10.11 Fri 09.12.11
29 Content 3 days Wed 19.10.11 Mon 24.10.11
30 Compose text content for the web-site 3 days Lynette Richards Wed 19.10.11 Mon 24.10.11
F S T
18 Sep '11
Page 1
ID Task Name Duration Resource Names Start Finish
31 Server 1.5 days Wed 19.10.11 Fri 21.10.11
32 Test server capabilities 0.5 days Alex Aiston;Aska MacBainWed 19.10.11 Thu 20.10.11
33 Tune up the server for the new tasks 1 day Alex Aiston;Aska MacBainThu 20.10.11 Fri 21.10.11
34 Database 18 days Mon 17.10.11 Thu 10.11.11
35 Review OYB's systems architecture 1 day Alex Aiston;Aska MacBainFri 21.10.11 Mon 24.10.11
36 Develop the database architecture 1 day Alex Aiston;Aska MacBainMon 24.10.11 Tue 25.10.11
37 Code the connection system between existing electronic systems and
the database of the website
4 days Michael
Sorkman;Alex
Aiston
Tue 25.10.11 Mon 31.10.11
38 Create product catalogue 16 days Mon 17.10.11 Tue 08.11.11
39 Retrieve existing ctalogue photos 1 day Jackie Chan Mon 17.10.11 Tue 18.10.11
40 Take photos of the products that are not in catalogue 10 days Natalie Portman Mon 17.10.11 Mon 31.10.11
41 Retrieve product description and specifications 15 days Jackie Chan Tue 18.10.11 Tue 08.11.11
42 Fill the contents of the database (electronic catalogue) 2 days Jackie Chan Tue 08.11.11 Thu 10.11.11
43 Database completed and filled 0 days Thu 10.11.11 Thu 10.11.11
44 Main Engine (CMS) 20.5 days Tue 25.10.11 Tue 22.11.11
45 Install online store engine 0.5 days Aska MacBain Tue 25.10.11 Tue 25.10.11
46 Customize engine 16 days Wed 26.10.11 Wed 16.11.11
47 Set up and customize main CMS module 7.5 days Wed 26.10.11 Fri 04.11.11
48 Start setting up and customizing 3.5 days Aska MacBain Wed 26.10.11 Mon 31.10.11
49 Finish setting up and customizing 4 days Alex Aiston;Aska MacBainMon 31.10.11 Fri 04.11.11
50 Customize administrative interface 6 days Alex Aiston;Aska MacBainTue 08.11.11 Tue 15.11.11
51 Create web-site structure 1 day Aska MacBain Wed 16.11.11 Wed 16.11.11
52 Connect engine to the graphical design 3 days Aska MacBain Thu 17.11.11 Mon 21.11.11
53 Fill the web-site with content (text, images) 1 day Aska MacBain Tue 22.11.11 Tue 22.11.11
54 Main site completed 0 days Tue 22.11.11 Tue 22.11.11
55 Graphical Design (Web) 18 days Mon 17.10.11 Thu 10.11.11
56 Discuss the main concepts of the graphical design 2 days Andrew
Ackman;Davis
Mon 17.10.11 Wed 19.10.11
57 Make a draft version of the graphical design 12 days Andrew Ackman Wed 19.10.11 Fri 04.11.11
F S T
18 Sep '11
Page 2
ID Task Name Duration Resource Names Start Finish
58 Review the draft graphical design 1 day Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex AistonFri 04.11.11 Mon 07.11.11
59 Make a final version of the graphical design 3 days Andrew Ackman Mon 07.11.11 Thu 10.11.11
60 Design approved 0 days Thu 10.11.11 Thu 10.11.11
61 Forum 5.5 days Wed 23.11.11 Wed 30.11.11
62 Purchase & Install forum engine 0.5 days Aska MacBain Wed 23.11.11 Wed 23.11.11
63 Customize the forum 1 day Aska MacBain Wed 23.11.11 Thu 24.11.11
64 Set up administration panel 1 day Aska MacBain Thu 24.11.11 Fri 25.11.11
65 Connect forum with design 2 days Aska MacBain Fri 25.11.11 Tue 29.11.11
66 Compose and fill the content of the forum 1 day Lynette Richards Tue 29.11.11 Wed 30.11.11
67 Forum completed 0 days Wed 30.11.11 Wed 30.11.11
68 Community 12.75 days Wed 16.11.11 Fri 02.12.11
69 Purchase & Install community engine 0.5 days Alex Aiston Wed 16.11.11 Wed 16.11.11
70 Customize community engine 3 days Alex Aiston Wed 16.11.11 Mon 21.11.11
71 Set up administration panel 3 days Alex Aiston Mon 21.11.11 Thu 24.11.11
72 Create community accounts for local cycling associations 0.5 days Alex Aiston Thu 24.11.11 Fri 25.11.11
73 Create user's manual for the owners of community pages 2 days Alex Aiston Fri 25.11.11 Tue 29.11.11
74 Connect community pages with design 2 days Alex Aiston Tue 29.11.11 Thu 01.12.11
75 Issue account information to OYB and local cycling associations 1 day Alex Aiston Thu 01.12.11 Fri 02.12.11
76 Community completed 0 days Fri 02.12.11 Fri 02.12.11
77 Testing 12.5 days Wed 23.11.11 Fri 09.12.11
78 Functionality test 3 days Steffi Beckett Wed 23.11.11 Fri 25.11.11
79 Human computer interface test 1 day Steffi Beckett Mon 28.11.11 Mon 28.11.11
80 Web security test 1 day Steffi Beckett Tue 29.11.11 Tue 29.11.11
81 Online payment test 1 day Steffi Beckett Wed 30.11.11 Wed 30.11.11
82 Speed tests (Page loads and script loads) 1 day Steffi Beckett Thu 01.12.11 Thu 01.12.11
83 Web traffic and load test 1 day Steffi Beckett Fri 02.12.11 Fri 02.12.11
84 User-Acceptance Tests 1 day Steffi Beckett Mon 05.12.11 Mon 05.12.11
85 Fix found main site bugs 7 days Wed 30.11.11 Fri 09.12.11
86 Fix found main site bugs 3 days Aska MacBain Wed 30.11.11 Mon 05.12.11
87 Fix found main site bugs 4 days Alex Aiston;Aska MacBainMon 05.12.11 Fri 09.12.11
88 Everything works! 0 days Fri 09.12.11 Fri 09.12.11
89 Monitoring and Controlling 32 days Mon 24.10.11 Tue 06.12.11
F S T
18 Sep '11
Page 3
ID Task Name Duration Resource Names Start Finish
90 Hold weekly team meeting 25.25 days Mon 24.10.11 Mon 28.11.11
97 Prepare and present report to stakeholders and boss 31 days Tue 25.10.11 Tue 06.12.11
102 Closing 6 days Fri 09.12.11 Mon 19.12.11
103 Detailed documentation for OYB staff 2 days Fabian Talbot;Alex AistonFri 09.12.11 Tue 13.12.11
104 Prepare final report 1 day Fabian Talbot Tue 13.12.11 Wed 14.12.11
105 Prepare lessons-learned presentation 1 day Fabian Talbot Wed 14.12.11 Thu 15.12.11
106 Backup project files 1 day Fabian Talbot;Aska MacBainThu 15.12.11 Fri 16.12.11
107 Hold closing meeting 1 day Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi BeckettFri 16.12.11 Mon 19.12.11
108 Project Completed 0 days Mon 19.12.11 Mon 19.12.11
F S T
18 Sep '11
Page 4
ID
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Fabian Talbot
Fabian Talbot
Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett
Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett
26.09
Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett
Fabian Talbot
Fabian Talbot
Fabian Talbot
Fabian Talbot;Davis Maguire;Lynette Richards
Fabian Talbot;Davis Maguire
Davis Maguire
11.10
Fabian Talbot
Fabian Talbot
Fabian Talbot
Fabian Talbot
Fabian Talbot
Fabian Talbot;Alex Aiston
Fabian Talbot
17.10
Lynette Richards
T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T
18 Sep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11
Page 5
ID
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
Alex Aiston;Aska MacBain
Alex Aiston;Aska MacBain
Alex Aiston;Aska MacBain
Alex Aiston;Aska MacBain
Michael Sorkman;Alex Aiston
Jackie Chan
Natalie Portman
Jackie Chan
Jackie Chan
10.11
Aska MacBain
Aska MacBain
Alex Aiston;Aska MacBain
Alex Aiston;Aska MacBain
Aska MacBain
Aska MacBain
Aska MacBain
22.11
Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex Aiston
Andrew Ackman
T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T
18 Sep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11
Page 6
ID
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex Aiston
Andrew Ackman
10.11
Aska MacBain
Aska MacBain
Aska MacBain
Aska MacBain
Lynette Richards
30.11
Alex Aiston
Alex Aiston
Alex Aiston
Alex Aiston
Alex Aiston
Alex Aiston
Steffi Beckett
Steffi Beckett
Steffi Beckett
Steffi Beckett
Steffi Beckett
T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T
18 Sep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11
Page 7
ID
90
97
102
103
104
105
106
107
108
T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T
18 Sep '11 25 Sep '11 02 Oct '11 09 Oct '11 16 Oct '11 23 Oct '11 30 Oct '11 06 Nov '11 13 Nov '11 20 Nov '11 27 Nov '11
Page 8
ID
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S
04 Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12
Page 9
ID
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S
04 Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12
Page 10
ID
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
Andrew Ackman;Davis Maguire;Fabian Talbot;Lynette Richards;Alex Aiston
Aska MacBain
Lynette Richards
30.11
Alex Aiston
Alex Aiston
Alex Aiston
02.12
Steffi Beckett
Steffi Beckett
Steffi Beckett
Steffi Beckett
Steffi Beckett
Steffi Beckett
Aska MacBain
Alex Aiston;Aska MacBain
09.12
S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S
04 Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12
Page 11
ID
90
97
102
103
104
105
106
107
108
Fabian Talbot;Alex Aiston
Fabian Talbot
Fabian Talbot
Fabian Talbot;Aska MacBain
Alex Aiston;Andrew Ackman;Aska MacBain;Davis Maguire;Fabian Talbot;Lynette Richards;Steffi Beckett
19.12
S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S
04 Dec '11 11 Dec '11 18 Dec '11 25 Dec '11 01 Jan '12 08 Jan '12 15 Jan '12 22 Jan '12 29 Jan '12 05 Feb '12 12 Feb '12
Page 12
28
Appendix 5: Budget report
ID Task Name Fixed Cost Total Cost
45 Purchase & install online store engine $8 900.00 $9 048.00 37 Code the connection system between existing electr onic systems and the database of the website $5 000.00 $6 650.00 14 Determine operational and design requirements with stakeholders $0.00 $4 488.00 50 Customize administrative interface $0.00 $4 306.00 56 Discuss the main concepts of the graphical design $0.00 $4 240.00 40 Take photos of the products that are not in catalo gue $0.00 $4 000.00 49 Finish setting up and customizing $0.00 $2 944.00 87 Fix found main site bugs $0.00 $2 944.00 6 Sign project charter with all stakeholders $0.00 $2 696.00 9 Hold team planning meeting $0.00 $2 696.00
108 Hold closing meeting $0.00 $2 696.00 57 Make a draft version of the graphical design $0.00 $2 208.00
103 Detailed documentation for OYB staff $0.00 $2 160.00 58 Review the draft graphical design $0.00 $2 120.00 15 Analyse priorities of identified operational and d esign requirements $0.00 $2 064.00 41 Retrieve product description and specifications $0.00 $1 920.00
106 Training of OYB's staff $0.00 $1 472.00 30 Compose text content for the web-site $0.00 $1 392.00 5 Hold kick-off meeting with project team $0.00 $1 348.00
70 Customize community engine $0.00 $1 320.00 71 Set up administration panel $0.00 $1 320.00 69 Purchase & Install community engine $1 000.00 $1 220.00 24 Review and finalize Gantt chart $0.00 $1 080.00 48 Start setting up and customizing $0.00 $1 036.00
107 Backup project files $0.00 $936.00 52 Connect engine to the graphical design (integratio n) $0.00 $888.00 86 Fix found main site bugs $0.00 $888.00 73 Create user's manual for the owners of community p ages $0.00 $880.00 74 Connect community pages with design $0.00 $880.00 78 Functionality test $0.00 $840.00 16 Seek stakeholders' approval and feedback of identif ied requirements $0.00 $784.00 33 Tune up the server for the new tasks $0.00 $736.00 35 Review OYB's systems architecture $0.00 $736.00 36 Develop the database architecture $0.00 $736.00 3 Identify stakeholders of OYB website $0.00 $640.00 4 Create project charter $0.00 $640.00
10 Prepare team contract $0.00 $640.00 11 Prepare scope statements $0.00 $640.00 12 Complete WBS $0.00 $640.00 25 Determine costs for the entire project $0.00 $640.00
104 Prepare final report $0.00 $640.00 105 Prepare lessons-learned presentation $0.00 $640.00 65 Connect forum with design $0.00 $592.00 59 Make a final version of the graphical design $0.00 $552.00 62 Purchase & Install forum engine $350.00 $498.00 66 Compose and fill the content of the forum $0.00 $464.00 75 Issue account information to OYB and local cycling associations $0.00 $440.00 32 Test server capabilities $0.00 $368.00 91 Hold weekly team meeting 1 $0.00 $368.00 92 Hold weekly team meeting 2 $0.00 $368.00 93 Hold weekly team meeting 3 $0.00 $368.00 94 Hold weekly team meeting 4 $0.00 $368.00 95 Hold weekly team meeting 5 $0.00 $368.00 96 Hold weekly team meeting 7 $0.00 $368.00 19 Identify required human resources $0.00 $320.00 20 Determine task durations $0.00 $320.00 21 Determine task dependencies $0.00 $320.00 23 Draft Gantt chart $0.00 $320.00 51 Create web-site structure $0.00 $296.00 53 Fill the web-site with content (text, images) $0.00 $296.00 63 Customize the forum $0.00 $296.00 64 Set up administration panel $0.00 $296.00 79 Human computer interface test $0.00 $280.00 80 Web security test $0.00 $280.00 81 Online payment test $0.00 $280.00 82 Speed tests (Page loads and script loads) $0.00 $280.00 83 Web traffic and load test $0.00 $280.00 84 User-Acceptance Tests $0.00 $280.00 42 Fill the contents of the database (electronic cata logue) $0.00 $256.00 72 Create community accounts for local cycling associ ations $0.00 $220.00 22 Book external team members $0.00 $160.00 39 Retrieve existing ctalogue photos $0.00 $128.00 7 Project charter signed $0.00 $0.00
17 Requirements signed by stakeholders $0.00 $0.00 26 Planning done $0.00 $0.00 43 Database completed and filled $0.00 $0.00 54 Main site completed $0.00 $0.00 60 Graphical design approved $0.00 $0.00 67 Forum completed $0.00 $0.00 76 Community completed $0.00 $0.00 88 Everything works! $0.00 $0.00
109 Project Completed $0.00 $0.00 $15 250.00 $90 822.00
Budget Report as of Thu 13.10.11WBS2007edited
Page 1
29
Appendix 6: Project’s risk register
Risk Register
No. Rank Risk Description Category Root cause Triggers Potential responses Risk owner Probability Impact Status
R1 1Stakeholders too
busy or fail to see the need for the project.
People risk
With the lack of stakeholders’ involvement, the project will not be able to finish on time and may fall short of the required project scope.
Lack of stakeholders’ involvement
Get project sponsor to speak with OYB's management.
Clear communications plan. Weekly team meeting to
surface any major hinderances in the project.
Unable to reach stakeholders or
postponed meetings.
Project Manager
High High
By miscommunicating with the database specialist, the project’s
programmers will misunderstand the current design of these two systems and therefore misalign integration
and programming efforts to make the web site work.
Miscommunication with external team resources
2R2 People risk
Miscommunication or database specialist
not committed to the project.
Arrange meeting times early with the database specialist. Factor the meeting times into the project’s schedule. Obtain documentations from him.
Unable to reach stakeholders or
postponed meetings.Tech Lead Medium High
R3Project Manager
Medium High
Poor communication of business
functionalities and poor analysis of
design requirements.
Scope risk
If stakeholders decide to add to the
original functional and design
requirements or make major changes
to the way parts of the site is
designed to function, it will result in
delaying the project’s expected
delivery and may even require a
major overhaul of the web site.
Huge change requests late in the project
3
Proper requirements analysis is to be done beforehand and scope statements must be signed and accepted by stakeholders and project sponsor. Negotiate mutual
agreement with stakeholders on scope, budget and time
flexibilities.
Requirements and scope statements not accepted and signed by stakeholders and project sponsor.
Risk Register
No. Rank Risk Description Category Root cause Triggers Potential responses Risk owner Probability Impact Status
Adequate buffer time in schedule. Seek other project's tech leads to help. Hire more experienced programmers.
Project Manager
Medium Medium
Exceed weekly meeting time.
Attitude of team members. Negative change in team
dynamics.
Inexperienced project team. Demanding or stubborn graphic
designers.
Operational risk
A delay will happen if project team fixates on low priority requirements, for example spending too much time on the colours of a certain web page.
Project Manager
Set small milestones. Team building activities. Buffer time
into schedule. Reinstate stakeholders' and business
requirements.
Medium Low
Members late for work. Undesirable
facial expressions and behaviors. Failure to
meet small milestones. Negative
change in team dynamics.
Overworking the team. Setting
unrealistic deadlines. R6 4 Missing key team member(s)
One of our key members is the senior web programmer(also as Tech Lead). Without him, the project will suffer
huge delays.
People risk
Over‐emphasis on low priority details
R7 7
Seek other project's senior programmers. Hire external
experts. Hire more experienced programmers.
Tech Lead Low HighOperational
risk
Project team unable to discover or resolve software abnormalities in
time will cause these abnormalities to escalate as the web site develops
further.
Unexpected software abnormalities (“bugs”)
5R5
Brought up during weekly meeting. Discovered during testing phase. Informed by developers community.
Hardware and software
incompatabilities. Human errors.
Development tools used.
Project Sponsor
Low Medium
Buffer time into schedule and outsource time‐consuming or
content‐heavy software modules.
Estimation riskResults in underestimating the
project’s timeline and thus impact the project’s performance.
Overestimating project team’s abilities
Inexperienced Project Manager or
complacency of web programmers.
Failure to meet small milestones. Attitudes of web programmers.
R4 6
