WEBSITE DESIGN, DEVELOPMENT AND IMPLEMENT ACADEMIC PROJECT

SUMMER JOB WEBSITE FOR CAPE COD CHAMBER

PJM6910 – Capstone Reekita Shah Alias Gala

Summer Job Website for Cape Cod Chamber of Commerce

Northeastern University

SUMMER JOB WEBSITE 1

VERSION CONTROL

Date Version # Section(s) Updated Sponsor

Signature

Project Manager

Signature

February 7,

2016

Version

1.0

1. Executive Summary

2. Scope Management 3. Schedule & Time Management 5. Cost & Budget Plan

Xyza Xybz

February 21,

2016

Version

1.1

2.3. Stakeholder Register

2.4. Scope Baseline Statement 3.1. Milestone List

3.2. Summary of Schedule 3.3. Schedule Baseline Statement 4. Communication Plan

4.1. Communication Responsibilities 4.2. Contact Information

4.3. Communication Matrix 5.1.3. Project Budget 5.2. Cost Baseline Statement

12. Ethics Statement

Xyza Xybz

March 6, 2016 Version 1.2

5.1.3. Project Budget 5.2. Cost Baseline Statement

5.3. Contingency Funding & Plan 6. Risk Management Plan 7. Quality Management Plan

11. Integrated Change Control

Xyza Xybz

March 20, 2016

Version 1.3

2.1. Scope Statement 2.2. WBS

2.4. Scope Baseline Statement 3.1. Milestone List 3.2. Summary of Schedule

3.3. Schedule Baseline Statement 5.1. Project Cost Statement

5.1.3. Project Budget 5.2. Cost Baseline Statement 5.3. Contingency Funding & Plan

8. Performance Evaluation Plan 9. Procurement Management Plan

10. HR Management Plan 14. Appendices

Xyza Xybz

April 2, 2016 Version

1.4

12. Closing Activities Plan

Xyza Xybz


Table of Contents

1. EXECUTIVE S UMMARY ..................................................................................................................................................... 4

2. SCOPE MANAGEMENT ....................................................................................................................................................... 5

2.1. Scope Statement .................................................................................................................................................................. 5

2.2. W BS....................................................................................................................................................................................... 6

2.3. Stakeholder Reg ister ........................................................................................................................................................... 7

2.4. Scope Baseline Statement ................................................................................................................................................ 11

3. SCHEDULE & TIME MANAGEMENT .........................................................................................................................12

3.1 Milestone List...................................................................................................................................................................... 12

3.2. Summary of Schedule ....................................................................................................................................................... 12

3.3. Schedule Baseline Statement........................................................................................................................................... 12

4. COMMUNICATION PLAN ................................................................................................................................................13

4.1. Communication Responsibilit ies .................................................................................................................................... 13

4.2. Contact Informat ion .......................................................................................................................................................... 13

4.3. Communication Matrix .................................................................................................................................................... 14

5. COS T & BUDGET PLAN ....................................................................................................................................................16

5.1. Pro ject Cost Statement ..................................................................................................................................................... 16

5.1.1. Cost Estimat ion Approach .................................................................................................................................. 17

5.1.2. Assumptions .......................................................................................................................................................... 17

5.1.3. Pro ject Budget....................................................................................................................................................... 17

5.2. Cost Baseline Statement ................................................................................................................................................... 18

5.3. Contingency Funding & Plan .......................................................................................................................................... 18

6. RIS K MANAGEMENT PLAN ...........................................................................................................................................19

6.1. Pro ject Summary and Object ives.................................................................................................................................... 19

6.2. Risk Planning ..................................................................................................................................................................... 19

6.2.1. Roles and Responsibilit ies .................................................................................................................................. 19

6.2.2. Risk Identificat ion Process ................................................................................................................................. 19

6.2.3. Risk Analysis and Priorit izat ion ........................................................................................................................ 19

6.2.4. Risk Response Process ........................................................................................................................................ 20

6.3. Risk Identificat ion ............................................................................................................................................................. 20

6.3.1. Risk Categories ..................................................................................................................................................... 20

6.3.2. Risk Register ......................................................................................................................................................... 20

6.4. Risk Analysis ..................................................................................................................................................................... 23

6.4.1. Qualitative Analysis ............................................................................................................................................. 23

6.4.1.1. Risk Calculation Score ..................................................................................................................................... 23

6.4.1.2. Probability and Impact Matrix........................................................................................................................ 23

6.4.2. Quantitative Analysis........................................................................................................................................... 24

6.4.2.1. EMV Analysis ................................................................................................................................................... 24

6.4.2.1. PERT Analysis .................................................................................................................................................. 24

6.5. Risk Response .................................................................................................................................................................... 25

6.5.1. Risk Response Matrix.......................................................................................................................................... 26

6.6. Risk Monitoring and Control .......................................................................................................................................... 28

6.6.1. Tools and Techniques .......................................................................................................................................... 28

6.6.1.1. Status Reports.................................................................................................................................................... 28

6.6.1.2. Contingency Reserves...................................................................................................................................... 28

6.7. Lessons Learned ................................................................................................................................................................ 28

7. QUALITY MANAGEMENT PLAN..................................................................................................................................28

7.1. Introduction ........................................................................................................................................................................ 28

7.1.1. Purpose of Project Quality Management Plan................................................................................................. 28

7.1.2. Pro ject Quality Management Plan Objectives ................................................................................................. 28

7.1.3. Quality Management Approach ......................................................................................................................... 29

7.2 Organization and Management ........................................................................................................................................ 29

7.2.1. Sponsor Quality Standards (Chamber) ............................................................................................................. 29

7.2.2. Responsibilities and Tools .................................................................................................................................. 29

7.3. Quality Assurance ............................................................................................................................................................. 30

7.3.1. Quality Assurance Responsibilit ies ................................................................................................................... 30


7.3.2. Quality Review and Audit Procedure ............................................................................................................... 30

7.3.3 Quality Assurance Table...................................................................................................................................... 31

7.4. Quality Control .................................................................................................................................................................. 32

7.4.1. Quality Control Responsibilities ........................................................................................................................ 32

7.4.2. Quality Control Table .......................................................................................................................................... 33

7.5. Quality Metrics .................................................................................................................................................................. 35

8. PERFORMANCE EVALUATION PLAN.......................................................................................................................36

9. PROCUREMENT MANAGEMENT PLAN ...................................................................................................................37

10. HR MANAGEMENT PLAN .............................................................................................................................................40

10.1. RAM .................................................................................................................................................................................. 40

11. INTEGRATED CHANGE CONTROL ..........................................................................................................................44

11.1. Purpose of the Change Management Plan .................................................................................................................. 44

11.2. General Policy ................................................................................................................................................................. 44

11.3. Change Management Process ....................................................................................................................................... 45

11.4. Change Control Procedures ........................................................................................................................................... 45

11.5. Detailed Actions and Responsibilities for Change Requests................................................................................... 45

11.6. Validate and Analyze Impact of Change Requests ................................................................................................... 46

11.7. Change Control Board .................................................................................................................................................... 47

11.8. Change Control System.................................................................................................................................................. 48

11.8.1. Change Request Form Template ..................................................................................................................... 48

11.8.2. Change Management Log ................................................................................................................................. 49

12. CLOS ING ACTIVITIES PLAN .......................................................................................................................................49

12.1. Closing Processes............................................................................................................................................................ 49

12.2. Closing Procurements..................................................................................................................................................... 49

12.3. Final Project Report Template ...................................................................................................................................... 50

12.4. Lessons Learned .............................................................................................................................................................. 53

12.4.1. Project Lessons Learned Template ................................................................................................................. 53

12.4.2. Project Team Lessons Learned Template ...................................................................................................... 54

12.5. Team Performance Evaluation Template .................................................................................................................... 56

13. ETHICS STATEMENT ......................................................................................................................................................56

14. APPENDICES ........................................................................................................................................................................58

14.1. Cost Variances ................................................................................................................................................................. 58

14.2. Schedule Variances......................................................................................................................................................... 59


1. EXECUTIVE SUMMARY

CAPE COD-Chamber of

Commerce

http://www.capecodchamber.org/

Cape Cod Chamber of Commerce is

a convention and visitors bureau.

Contact us by mail:

Cape Cod Chamber of Commerce

5 xyz Page Way

Centerville, MA 02632

Contact us by phone:

508-362-3228 or 1-788-33 CAPECOD

Contact us by email:

[email protected]

Financial Information

Finalized budget of $75,000 further

information will be discussed in cost

statement.

Sponsor Name:

Connie Emerson

Founder Team:

The Chamber is a private, not for profit

entity governed by a board of directors

elected by our 1,300+ member

organizations.

Summary

The Cape Cod Chamber of Commerce is dedicated to helping Cape Cod visitors make the

most of their vacation experience. The professional staff members are happy to suggest

suitable accommodations, restaurants, transportation services, visitor attractions and more.

Purpose

The Cape Cod Chamber of commerce is concerned with ensuring that small business

employers catering to the tourist industry (i.e. restaurants, kayak and bicycle rental, beach

concessions, boutiques, variety stores, etc.) are able to find qualified seasonal employees for

the summer tourist season, typically high school and college students as it would affect the

tourist visiting Cape Cod for their vacation. These businesses are not able to use search

engines like Monster, Indeed, JustHired – in fact, many of the business owners are limited in

their knowledge of computer applications.

Solution

Define, plan, design and implement a web application for small business employees to

advertise jobs and recruit high school and college students for the summer tourist season.

This application will facilitate communication between employers and employees. It will

also be linked to the existing chamber website.

Mission Statement

To create a website that would help small businesses catering to the tourist industry find

employees for the summer season, in order to achieve 99% visitors’ satisfaction.

Vision Statement

This web application will help all small business owners find employees for the summer

tourist season thereby increasing visitor satisfaction This will be accomplished by

demonstrating successful campaign awareness with the help of marketing strategies and

implementing best business development practices .

Target Market

100% High school and College students .

Competitors

Four main competitors: Monster, Indeed, Just-Hired and Craig List.

Marketing Strategy

We will market on social media, mass media, distribute Pamphlets, email schools and

colleges, high school and college campuses as well as at the Chamber of Commerce building

and website.

Revenue Model

Funded, in part, by the Massachusetts Office of Travel & Tourism. As a not-for-profit

organization, the role of the Cape Cod Chamber of Commerce is to support and promote the

business community of Cape Cod. This project is not expected to generate any revenue.

Funding

Initial cost of $75,000 from Cape Cod Chamber of Commerce.


mailto:[email protected]


2. SCOPE MANAGEMENT

2.1. Scope Statement

1.0 Project Scope

Project Scope Includes:

The purpose of this project is to define, plan, design, build and implement a website for small

business employees to advertise jobs and recruit high school and college students for the

summer tourist season. Project planning will begin on January 10, 2016 to be completed by

April 2, 2016. Project execution will begin on April 4, 2016 to be completed prior to October 10,

2016. The project budget is $72,808.

The project deliverables include:

1. Project Management

2. Requirements Documentation

3. Kickoff Meeting

4. Website Design

5. Test Plan

6. Website Development

7. Training Development

8. Job Aids

9. Campaign Awareness

2.0 Project milestones

Planning Complete - Mon 2/15/16

Kickoff Meeting Complete - Tue 2/23/16

Requirements Approved - Fri 4/5/16

Design Approved - Mon 4/18/16

QA Signoff Obtained - Fri 6/10/16

UAT Signoff Obtained - Tue 6/28/16

Website Complete - Mon 7/11/16

Training Session Complete - Mon 10/10/16

Campaign Completed - Tue 9/6/16

Project Signoff Completed - Wed 10/12/16

Website Project Completed - Fri 10/14/16

3.0 User acceptance criteria

● Website can be launched from the Chamber of Commerce website.

● Job seekers can upload resumes to the site.


● Job seekers can search for and apply for jobs.

● Business owners can download and save resumes.

● Business owners can post jobs.

● Job seekers and business owners can communicate back and forth.

● Job aids distributed to employers and chamber staff.

● Website training will be provided to chamber staff and small business employers.

4.0 Project boundaries or exclusions

● Ongoing training will not be provided beyond Chamber Annual Meeting.

● Ongoing website maintenance is not included.

● Hardware updates are not included.

● Employers will be responsible for entering job information.

5.0 Project constraints

● Project must be completed within the approved budget of $72,808.

● Project must begin on 4/4/2016.

● Website must be completed by Chamber Annual Meeting date (10/10/2016).

● Website quality must meet project quality plan.

2.2. WBS

Presented below are the high and low level project deliverables.

1 Project Management

1.1 Project Planning

1.2 Project Budget

1.3 Project Schedule

1.4 Project Procurement

1.5 Kickoff Meeting

2 Project Requirements

2.1 Business Requirements

2.2 Non-Functional Requirements

2.3 Technical Requirements

3 Website Design

3.1 Website Layout

3.2 Website Content

3.2.1 Content Design

4 Website Development

5 User Accounts

6 Website Procurement


7 Quality Assurance Deployment

7.1 Website Test Plan

7.1.1 QA Testing

7.1.2 UAT Testing

8 Production Deployment

8.1 Website Launch

8.2 Final Testing

9 Training Development

9.1 Training Materials

9.2 Job Aids

10 Annual Meeting

10.1 Venue Selection

10.2 Caterer Selection

10.3 Meeting Day

10.4 Meeting Day Activities

10.5 Training Sessions

11 Campaign Planning

11.4 Campaign Implementation

12 Project Monitoring and Controlling

12.1 Verify Project Scope

12.2 Review Project Costs

12.3 Review Project Schedule

12.4 Create Monthly Report

13 Project Closure

13.1 Project Signoff

13.2 Lessons Learned

2.3. Stakeholder Register Based on our stakeholder analysis, we were able to identify and categorize a number of project

stakeholders as shown on the following pages.

Stakeholder

Position/Role

Type of

Stakeholder

Stakeholder

Expectation(s)

Stakeholder

Interest(s)

Influence on

Project Result

Stakeholder Management

Strategies

Connie Emerson -

Sponsor (Provides

resources and sets

project schedule

Internal

The project is executed

within the scope,

schedule and budget.

Periodic updates on

project status

High Supporter

Provide status updates and solicit

feedback to ensure that their

requirements are being met and

that any changes in requirements

are captured and actioned.

Method/Frequency:

Face to face meeting/Weekly

Email/Bi-weekly


Cape Cod Chamber

of Commerce

Leadership Group

Internal

Expect a fully functional

website with availability

to Chamber employees

High Supporter

Provide a project plan and

strategies for hiring employees.

Communicate project status

updates.

Method/Frequency

Email/Bi-weekly

Meeting/Weekly

Small Business

Employers (Users of

the website)

Internal

Access to a website

where they can post jobs,

accept resumes and

communicate with

applicants. Periodic

status updates

High Supporter

Include users in requirements and

UAT to ensure that the final

product is acceptable to them.

Provide project status updates and

solicit feedback.

Method/Frequency: Email/Every 2

weeks or As Needed

Job Seekers/Students

(Users of the website) External

Access to a website

where they can search

for jobs, apply for jobs

and communicate with

employers

High Supporter




Provide project status updates and

solicit feedback. The chamber will

coordinate with a number of

colleges and high schools to get a

sample set of students to represent

this stakeholder group. All

communications involving them

will be passed back and forth

through the schools.

Method/Frequency:

Email/As Needed

Business Analyst

(Collecting business

requirements from

stakeholders)

External

Be informed on all

relevant project

stakeholders for which

requirements need to be

solicited

High Supporter

Send project status, stakeholder

updates, scope changes,

requirement changes

Method/Frequency:

Email/Weekly or As Needed

Project Manager

(Manages objectives

of the project, and

stakeholders

External

Resources will be

provided for the project.

Project team will update

on any obstacles or

progress impediments.

Requirements changes

will be immediately

communicated.

High Supporter

Remove any obstacles for the

success of the project by

conducting daily team meetings.

Method/Frequency:

Meetings/Daily

Emails/Weekly

Project Team

Members External

Keep informed of all

project activities; Expect

support from the project

manager on any

obstacles or progress

High Supporter

Stay in close communication;

Keep informed of all project

activities. Ensure participation in

weekly project meetings and copy

on all status reports.

Method/Frequency

Meetings/Weekly

Emails/Bi-Weekly


Site Developers

(Responsible for

building out the

website)

Internal

Access to systems and

tools necessary for

building out the site.

Knowledge of all

requirements including

new and changing.

High Supporter

Schedule status meetings to

communicate any requirements

changes and check development

progress. Method/Frequency:

Face to face & conference call /

Twice a week

Technical

Writer(develops

training material with

training department

and job aids)

External

Would expect to be

informed of key

deadlines of when their

work needs to be

completed. Be informed

on relevant stakeholder

requirements

High Supporter

Facilitate close communication

between technical writer and

training department as these

stakeholders will work closely

together to meet deadlines. Copy

on milestone dates reports and

request that training department

include on training specific

reporting. Method/Frequency

Emails / Weekly or Monthly

IT (provides IT

technical support) Internal

Would expect to be

informed of key

deadlines of when their

work needs to be

completed. Be informed

on relevant stakeholder

requirements

High Supporter

Send project status update and

information on technical

developments and support.

Method/ Frequency:

Email/Monthly or As Needed

Marketing

Team(Creates and

Implements

Awareness campaign

Internal

Be informed of key

completion deadlines

and relevant stakeholder

requirements.

High Supporter

Keep involved during the entire

process as the marketing data for

the campaign will be gathered at

various points in the project and

copied on status reports

Method/Frequency


Training (Develops

training plan and

materials for website

with the assistance of

the Technical Writer.)

Internal

Heavily involved

throughout the project

especially during the

website testing phase

High Supporter


between technical writer and

training department as these

stakeholders will work closely

together to meet deadlines. Copy

on all training related

correspondence

Method/Frequency

Email/As needed

Testing Team

(conduct QA testing

and User Acceptance

Testing)

Internal

Expects least amount of

errors encountered.

Access to website to test

the functionality

High Supporter




Provide project status updates,

consult with BA and solicit

feedback. Method/ Frequency:


Compliance

Governance Team

(verifies content and

website/application

process and training

standards)

Internal

Access to review

website/application

process and training

standards

High Supporter

Keep compliance governance team

informed with project status

updates, and testing schedules.

Method : Email Frequency : Every

2 weeks


Database Manager

(maintains website

database)

Internal

Available storage for

database and updated

software requirements.

Access to IT status

reports

High Supporter

Provide updates on project status.


with IT, Technical writer and site

developer. Method: Emails and

Meetings Frequency: Weekly or

As Needed

Domain providers

(provide domain that

will be used for the

new site)

External

To be notified of the

domain requirements

such as name and the go

live date

High Supporter

Send project status updates with

go live timeline. Method: Email

Frequency: As Needed

Webhosting service

provider (responsible

for hosting the new

site)

External

To be kept updated on

the hosting server size

requirements and go live

date

High Supporter

Send project status updates

including server size requirements

as they change with go live date.

Method/Frequency:

As Needed

Other job search

engines (Monster

Indeed, Glassdoor

etc.)

External

As competitors they

would rather be in

business with small

business owners

High Opposed No direct communication required

Chamber website

support staff (adding

new website link to

the current chamber

site)

Internal

Notification on when

new site should be added

to the chamber site

Medium Neutral

Send project status update.

Method: Email Frequency: Once a

month

School &Colleges

(notifying students of

job listings)

External

Students will get placed

for summer employment.

They will receive

notification of site

availability date and

access to the site. Future

job notifications

High Supporter


with the High schools and colleges

about site availability and

requirements. Manage

communication with career

centers and develop working

relationship between Chamber

and career offices. Method:

Meetings Frequency; Once a

month and 2 in person meetings.

Chamber of

commerce HR

Department

(Providing HR

Services)

Internal

Review of compliance

documents for

consistency with

employment, HR and

labor laws. Provides job

descriptions

High Supporter

Conduct meetings and provide

project updates as it relates to

website content and job

descriptions to ensure HR

compliance. Method: Meetings

Frequency: Weekly

Legal (reviews all

legal documents and

requirements)

External

Access to project

requirements and

compliance documents

High Supporter

Provide project requirements and

updates related to changes in

requirements as well as

compliance documents. Method:

Email & Meetings Frequency:

Weekly or as necessary

Tourists(Area

Visitors) External

To have access to

entertainment, dinning

and use of facilities

Low Neutral No direct communication required


2.4. Scope Baseline Statement

The scope baseline is used as a reference point for measuring, monitoring and controlling the overall project scope. The baseline for this project which is reflective of the project scope was set on March 3, 2016.

Changes to the scope baseline can happen as a result of the following:

Additional tasks or work packages.

Scope change requests or additions from the project sponsor.

Technological changes.

Changes to regulatory laws.

Any changes to the project scope will be made only after approvals have been sought using the

established change control process. Once the changes have been approved and relevant stakeholders have been notified, then the scope baseline will be reset to reflect the new changes.

Venue (Host of the

event) External

Informed of location

needs requirement for

the Business meeting and

training. Notifications of

date and time

Medium Supporter

Develop contract for venue/site.

Conduct a walkthrough meeting

and provide regular

communication with event status

updates. Method: Email &

meeting Frequency: 2 meetings

and emails as necessary.

Caterer (provides

food for Chamber

2016 Annual

Meeting)

External

Informed of date of

meeting, menu and

number of people in

attendance

Medium Neutral

Keep informed on details around

the Chamber 2016 Annual

Meeting Logistics. Copy on all

correspondence regarding the

annual meeting. Method: Email

Frequency: as-needed basis

City of Cape Cod

(Residents) External

Expectation that local

taxes will be affected for

funding or maintenance

of new site.

Low Supporter/Oppo

sed

Keep local residents informed with

project highlights and benefits.

Method: Town hall meeting

Frequency: 2 meetings/As Needed

Project Coordinator

(Coordinates project

activities in tandem

with Project

Manager)

External

Expects to be notified of

any updates to the

project plan.

High Supporter

Keep informed on all project

updates. Method(s) Email,

Frequency: When Needed

Meetings Frequency: Weekly

Procurement

Manager

(Responsible for

sourcing external

vendors)

External

Expects to be notified on

any changes in vendor

requirements.

High Supporter

Keep informed on all vendor

requirement updates. Method(s)

Email, Meetings

Frequency: Weekly, When Needed

Campaign Assistant

(Works alongside

Marketing Team to

implement awareness

campaign)

External

Be informed of key

completion deadlines

and relevant stakeholder

requirements.

High Supporter

Keep involved during the entire

process as the marketing data for

the campaign will be gathered at

various points in the project and

copied on status reports Method:

Email Frequency : Weekly

Intern (Work as

needed) External

Expects to be notified of

all action items

delegated to him/her.

Medium Supporter

Keep informed on all task

requirements and deadlines

Method: Email Frequency: Weekly


3. SCHEDULE & TIME MANAGEMENT

3.1 Milestone List

Planning Complete - Mon 2/15/16

Kickoff Meeting Complete - Tue 2/23/16

Requirements Approved - Fri 4/5/16

Design Approved - Mon 4/18/16

QA Signoff Obtained - Fri 6/10/16

UAT Signoff Obtained - Tue 6/28/16

Website Complete - Mon 7/11/16

Training Session Complete - Mon 10/10/16

Campaign Completed - Tue 9/6/16

Project Signoff Completed - Wed 10/12/16

Website Project Completed - Fri 10/14/16

3.2. Summary of Schedule The project schedule as summarized by deliverable start and finish dates is shown below.

Deliverable Start Date Finish Date

Project Management Mon 1/11/16 Tue 2/23/16

Project Requirements Wed 2/24/16 Fri 4/5/16

Website Design Mon 4/4/16 Mon 4/18/16

Website Development Tue 4/19/16 Tue 5/10/16

User Accounts Wed 5/11/16 Fri 5/13/16

Website Procurement Wed 5/11/16 Wed 5/18/16

Quality Assurance Deployment Thu 5/19/16 Tue 7/5/16

Production Deployment Tue 6/28/16 Tue 7/12/16

Training Development Thu 5/19/16 Fri 8/5/16

Annual Meeting Fri 1/29/16 Mon 10/10/16

Campaign Planning Mon 8/8/16 Tue 9/6/16

Project Monitoring and Controlling Mon 5/2/16 Mon 5/2/16

Project Closure Tue 10/11/16 Fri 10/14/16

3.3. Schedule Baseline Statement The baseline for the project schedule was set on March 3, 2016 and reflects a current project start

date of 1/11/16 and a project end date of 10/14/16. Changes to the project schedule can impact the project baseline.

Adjustments to the baseline schedule could be as a result of the following:

Over or under estimating task and resource durations.

Tasks on the critical path that take longer than expected will affect the schedule and the project baseline.

Variances on the critical path have the potential to negatively impact the project completion date.

Resource unavailability.

Changes in scope (additional requirements).


Unknown risks.

Any changes to the project schedule will be made only after approvals have been sought using the established change control process. Once the changes have been approved and relevant

stakeholders have been notified, then the schedule baseline will be reset to reflect the new changes.

4. COMMUNICATION PLAN

This Communication Management Plan provides the framework for managing and coordinating

the wide range of communications that take place throughout the project. This plan covers (i) the person responsible for sending out communications (Whom), (ii) the person(s) the

communication is directed to (Who), (iii) the message to be communicated (What), (iv) the communication frequency (When), (v) the communication method (How), and (vi) the purpose of the communication (Why). The Communication Plan also includes contact information for all

stakeholders directly involved in this project. The purpose of this plan is to ensure effective communications between all team members and

stakeholders. This plan will assist us in providing accurate, relevant and consistent information to the entire team and other stakeholders.

4.1. Communication Responsibilities The Project Manager is responsible for ensuring project communications are coordinated,

approved, and sent, in a timely manner for the duration of the project. She/he reserves the right to delegate communication duties to other team members as necessary. Any changes to the Communication Management Plan require the approval of the Project Manager. She/he will be

responsible for ensuring all stakeholders are aware of the updates.

4.2. Contact Information The following table includes the contact information of all team members. It should be used only when necessary during project emergencies. Day to day project communications should follow

the established Communication Matrix.

Role Name Email Phone Number

Sponsor Xyza [email protected] +1 8881234***

Project Manager Xyzv [email protected] +1 8881234***

Procurement Manager Hffs [email protected] +1 9832345***

Site Developer Xyzk [email protected] +1 8881234***

Campaign Manager Xyzl [email protected] +1 8881234***

IT Xyzj [email protected] +1 8881264***

Project Coordinator Xyzja [email protected] +1 8881434***

Business Analyst Xyzjs [email protected] +1 8881734***

QA Manager Xyzjw [email protected] +1 8881334***

Training Team Xyzjf [email protected] +1 8881234***

Database Manager Xyzjq [email protected] +1 8881234***

Campaign Assistant Xyzjs [email protected] +1 8881234***

Intern Xyzjq [email protected] +1 8881234***


4.3. Communication Matrix The following table outlines the project stakeholders, the message to be communicated, the

frequency, the delivery method, the message purpose and the communicator.

Stakeholder/

(Who)

Message /

(What)

Frequency /

(When)

Delivery Method/

(How)

Purpose /

(Why)

Communicator/

(Whom)

Project Team

Members

Project Plans

Weekly

Meetings

To inform on the project deliverables

and delegate tasks

Project Manager

Project Status

Reports

Bi-weekly Meeting / Email To solicit updates on overall project

status

Project Manager/

Intern

Connie Emerson –

Sponsor

Project Status

Report

Bi-weekly

Meetings/ Email To update on overall project progress

in relation to scope, schedule, and cost

reports

Project Manager/

Intern

Project Plans Weekly Face to Face

Meeting

To update on plans, issues and

changes related to the project

management

Project Manager

Cape Cod

Chamber of

Commerce

Leadership Group

Project Status

Report

Bi-weekly Meeting / Email To update on overall project progress

in relation to scope, schedule and cost

report

Project Manager/

Intern

Project Plans Weekly Meeting To update on plans, issues and

changes related to project plans

Project Manager

Chamber Staff Project Status

Update

Monthly Email/Weekly

Meetings

To update on staffing needs Project

Manager/Intern

Small Business

Employers

Business

Requirements

Meeting

Every 2 Weeks Email To confirm the requirements are

accurately collected

Project

Coordinator

Training When Needed Email To check training availability Team Member

Testing Sched

ule

When Needed Email To check testing availability Team Member

Job

Seekers/Students

Website

Notification

When Needed Email/ Campaign To inform the website is live and

available for use

Campaign

Assistant

Business Analyst Requirements

Documents

Weekly

Email To inform about changes related to

scope and project requirements

Project

Coordinator

Project Plan When Needed Email To inform about changes related to

project plans

Project Manager

Stakeholder

Register

When Needed Email To inform on new stakeholders, issues

related to stakeholders, and

communications with stakeholders.

Project

Coordinator

Project Manager Project

Progress

Reports

Daily and

Weekly

Meetings/ Email To inform about project updates,

issues and any other project changes

Project Team

Members/ Intern

Site Developers Website

Technical

Requirements

Twice a week Face to Face or

Conference Call

To inform and update on any changes

to technical requirements

Project

Coordinator

Development

Report

Twice a week Face to Face or

Conference Call/

Email

To solicit updates regarding

development progress.

Project Manager/

Intern

Technical Writer Content

Requirements

When Needed

Email

To instruct about content requirements

related to training materials.

Business Analyst


Progress Report Weekly Email To receive updates on the training

material content

Project

Manager/Intern

IT Project Status

Report

Monthly Email To inform about overall project status Project Manager/

Intern

Technical

Development

Report

(Website and

Content)

When Needed

Email

To inform about technical

developments on the project

Project Manager/

Intern

Technical

Support (SME)

When Needed Email To discuss and check their availability

for technical support

Project Manager

Technical

Progress Report

When Needed Email To solicit the progress on

development

Project Manager

Marketing Team Marketing

Campaign

Requirements

When needed

Email

To check their availability for

gathering marketing requirements

Business Analyst

Campaign

Awareness

Report

Weekly Email

To receive updates related to the ads

created and when implemented

Project Manager/

Intern

Training Team Training

Requirements

When Needed Email To notify about training requirements Business Analyst

Training Plan When Needed Email

To inform the team on how training

will be conducted

Project Manager

Training

Materials

When Needed

Email

To inform on when training materials

will be available

Project

Coordinator

Training

Progress Report

Weekly

Email

To receive updates on work completed

regarding training

Project Manager/

Intern

Testing Team Project Status

Report

Every 2 Weeks

Email

To update them on the status of the

project so that they can start testing

Project Manager/

Intern

Testing Plan When Needed Email To inform them on how testing will be

conducted

Project Manager

QA Testing

Requirements

When Needed Email To provide users' requirements for QA

testing

QA Manager

UA Testing

Requirements

When Needed Email To provide users' requirements for UA

testing

QA Manager

Testing

Progress Report

Every 2 Weeks Email To solicit updates on the progress for

testing

Project Manager/

Intern

Testing Result When Needed Email To ensure product meets all the users'

requirements

Project Manager

Compliance

Governance Team

Project Status

Report

Every 2 Weeks Email To update them on overall project

status and testing schedules

Project Manager/

Intern

Database

Manager

Website

Database

Requirements

When Needed

Meetings and

Email

To inform them on technical

requirements for database

maintenance

Business Analyst

Project Status

Report

Weekly Meetings and

Email

To update them on the status of the

project so that they can start their

work

Project Manager/

Intern

Database

Progress Report

Weekly Meetings and

Email

To receive updates on the progress of

database work

Project Manager

School &

Colleges

Job

Descriptions

Monthly Meetings To inform them about site availability

and job requirements

Campaign

Coordinator/

Team Member


5. COST & BUDGET PLAN

5.1. Project Cost Statement Summer Job Website-Cape Cod Chamber of Commerce

Initial Cost Statement

Introduction

The purpose of this project is to define, plan, design, build and implement a website for small business employees to advertise jobs and recruit high school and college students for the summer

tourist season. Project planning will begin on January 10, 2016 to be completed by April 2, 2016.

Student Users Job

Descriptions

Once Email To inform them about site availability

and job requirements

Campaign

Coordinator/

Team Member

Legal department Subject Matter

Expertise

Weekly or

When Needed

Meetings and

Email

To verify any issues regarding the

project and to get assistance for

finalizing the plan

Project Manager

and Procurement

Manager

Agreements When needed Meetings and

Email

To verify any agreements related to

the project

Procurement

Manager and

Project Manager

Venue Event

Requirements

When needed

Email / Face to

Face

To finalize the event date and

requirements

Team Member/

BA

Contract When needed Email/ Face to

Face

To sign contract Project Manager

Caterer Annual

Meeting

When Needed Email Inform on annual meeting date Team Member/

Intern

Menu Selection When Needed Email To finalize the menu for the meeting

day

Project Manager

Residents Issues When Needed Meeting To resolve any issue if it occurs Project Manager

Project

Coordinator

Project

Progress Report

Weekly

Meetings

Email

To update on overall project progress

in relation to scope, schedule, and cost

reports

Project Manager/

Intern

Project Plans When Needed Meetings/

Email

To update on plans, issues and

changes related to the project

management

Project Manager

Procurement

Manager

Vendor

Requirements

Report

Weekly

Email

To update on any changes with

regards to vendor requirements

Business Analyst

Subject Matter

Expertise

When Needed Meeting To request assistance in reviewing and

signing contracts

Project Manager

Domain Name

Requirements

When Needed Email To buy domain name Project

Coordinator

Web Hosting

Requirements

When Needed Email To inform when website needs to be

live and notify on server size

requirements

Business Analyst

Campaign

Assistant

Campaign

Awareness

Weekly Email To inform about awareness strategies

and how to implement the plan

Campaign

Manager

Project Status

Report

Weekly Email Update on project progress to

implement work

Project Manager/

Intern

Intern Project Plan Daily Email To inform on and delegate project

activity

Project Manager

Project Status

Report

Weekly Email

To inform on update to project

documents and project reports.

Project Manager

Training Report Weekly Email To solicit lessons learnt on internship Project Manager


Project execution will begin on April 4, 2016 to be completed prior to October 10, 2016. The project budget is $72,808. This project’s primary deliverables are listed below and thus has eight

major price points:

● Project Management ● Website Design

● Website Development ● Website Test Plan ● Website Deployment

● Website Campaign ● Training Development

● Annual Meeting

The project budget for the summer job website is $72,808 and upon cost estimation we believe that the budget provided is sufficient to complete the project. The Project Manager (PM) will be

responsible for managing and reporting on the project’s cost performance. Reporting on project cost performance will be done via conference call once a month. The Project Manager (PM) is responsible for monitoring cost deviations, informing the Project Sponsor and providing them

with options for getting the project back within budget.

5.1.1. Cost Estimation Approach

The methodologies chosen to estimate costs on this project are Expert Judgment and Bottom-Up estimation. These two methods were chosen due to industry experience, the use of subject matter

experts (SME’s) and also based on information from and implementations of prior comparable projects. Cost estimation for the annual meeting and training is based on the assumption that

there will be 200 people in attendance. Expert judgment estimation will be an iterative process that will progress along the project lifecycle and work in conjunction with bottom-up estimation. As the project work packages become more defined the use of bottom-up estimation will be

implemented. This methodology was selected to optimize accuracy of the project scope, schedule and costs. The size of the project allows for bottom-up estimation to be implemented without

too much complexity and conforms to the project sponsors reporting requirements. Estimates will be aggregated at the work level packages through a summary roll up to the project deliverables.

5.1.2. Assumptions

1. There will be no more than 200 participants at the annual meeting. 2. All project activities will be completed without overtime. 3. All defects will be resolved within the testing window.

4. Venue and caterers will be available on the requested date. 5. All project team members will be available for the entire project lifecycle.

5.1.3. Project Budget

Deliverable Estimated Budget

Project Management $16, 504

Website Design $1,715


Website Development $2,137

Website Test Plan $11,727

Website Deployment $2,908

Website Campaign $5,601

Training Development $4,778

Annual Meeting $11,955

Total Project Cost $57,325

Management Reserve 10%

Contingency Amount $9,750

5.2. Cost Baseline Statement

The cost baseline is used as a reference point for measuring, monitoring and controlling the overall project cost performance. The baseline for the project cost was set on March 3, 2016 and

reflects a current baseline cost of $55,287.

The baseline could be adjusted for:

Estimation in planning vs True cost of tasks- resulting variance from original estimates.

Increase to labor market costs.

A rise or decline in venue cost such as catering if more or less people have rsvp’d to the

annual meeting.

Adding additional resources.

Material cost increases.

Changes in scope (additional requirements).

Unknown risks.

Changes to the project schedule.

Any changes to the project cost will be made only after approvals have been sought using the

established change control process. Once the changes have been approved and relevant stakeholders have been notified, then the cost baseline will be reset to reflect the new changes.

5.3. Contingency Funding & Plan

Quantitative Analysis was performed on the top 8 risks in order to determine the dollar amounts

and time (expressed in days) required to manage each risk. The summation of all the individual amounts for each risk is the contingency amount to be added to the project budget to determine the final project budget.

Based on the analysis, a contingency reserve in the amount of $9750.00 is needed to manage the

project risks. Refer to the Risk Register for justification. Final Project Budget = Project Cost + Contingency Amount + Management Reserves (10%)

= $57,325+$9,750+$5,733 = $72,808

Contingency funds will only be used to activate the response to a risk trigger. Funds will be requested through formal writing delivered by the Project Manager to the Project Sponsor. Authorization of the use of contingency funds will be given by the Project Sponsor in


collaboration with the Cape Cod Chamber of Commerce Leadership Group. Unused funds will be released back to the sponsor upon project completion.

6. RISK MANAGEMENT PLAN

6.1. Project Summary and Objectives

The purpose of this project is to define, plan, design, build and implement a website for small business employees to advertise jobs and recruit high school and college students for the summer

tourist season.

Risk management planning is performed during the planning phase to document how the project manager and team will approach the risk management activities. The project team will refer to this section throughout the project as risk events occur or additional risks are identified. Any

subsequent update regarding risk shall be recorded in this section of the integrated project plan.

6.2. Risk Planning

The risk planning process is important to the project as it will guide the project team members on how to appropriately handle risks based on the assigned risk score and the risk tolerance

determined for this particular organization.

The Project Manager, project team, and other stakeholders will meet to decide on and plan all the risk management activities for the Chamber of Commerce Summer Job Website project. The primary objectives are to identify possible risks, determine the level of impact, the likelihood of

occurrence and through the creation of risk responses, plan how to prevent these events from negatively affecting the project outcome.

6.2.1. Roles and Responsibilities The below roles are responsible for the risk management process.

Project Manager

The project manager is responsible for managing the entire risk management process to include the management of contingency funds

Project Sponsor

The project sponsor is responsible for approving the use of contingency funds

Project Team Members

The project team is responsible for participating in the risk identification, risk prioritization, risk response and risk monitoring and controlling processes

Risk Owners

The risk owners are responsible for monitoring and controlling their assigned risk as well as providing status updates

6.2.2. Risk Identification Process The project manager and project team will identify possible risks through brainstorming sessions

held during team meetings, consulting subject matter experts, reviewing project documentation, and performing a gap analysis on the Work Breakdown Structure.

6.2.3. Risk Analysis and Prioritization The project team will review each risk and assign a risk score which is the product of the

assigned probability and impact value. Quantitative analysis is performed on the top 8 risks to determine the priority order.


Probability Description Impact Description

1 Probability of occurrence is highly unlikely 1 Impact will be minimum to none

3 Probability of occurrence is low 3 Impact will be low

5 Probability of occurrence is medium 5 Impact will be medium

7 Probability of occurrence is somewhat high 7 Impact will be somewhat high

9 Probability of occurrence is high 9 Impact will be high

6.2.4. Risk Response Process The project manager and team will use subject matter experts and lessons learned to document responses for all high and medium priority risks identified during the risk analysis process. Each

risk will have an owner who will be responsible for monitoring for triggers and providing status reporting during the project life cycle.

6.3. Risk Identification

A risk is an event that will affect the project outcome during the project life cycle in a negative

or positive way. If a risk is triggered, it will change the way that the project team will work on a project. Risks are initially identified during the planning process however they can also be

identified anytime during the project life cycle. 6.3.1. Risk Categories The risks for this project have been placed in the following categories: Project Management, Project Staffing, Annual Meeting, Chamber of Commerce Support,

Website Design and Development, and Testing. 6.3.2. Risk Register The risk register serves as a summary of all risks identified for this project. Risks can be added to this register anytime during the project

Risk

ID

Date

Added

Risk Statement Risk

Owner

Category Trigger Response

Strategy

P I Risk

Score

Contingency

16 3/15/2016 If the critical

activities are not

completed on time then there is a risk

that the website

completion is

delayed.

Project

Manager

Project

Management

Milestone is

missed.

MITIGATE- Fast-

tracking or

Schedule crashing needs to be done

7 9 63 A contingency

reserve of $6,750 is

needed for additional charges incurred

because of schedule

delays or additional

resource costs

3 3/9/2016 If the stakeholders

ask for additional

features after

requirements gathering has

ended, then there is

a risk of scope

creep resulting in

additional project costs

Business

Analyst

Project

Management

Stakeholders

request

additional

features for website after

design has

started.

MITIGATE: Meet

with key

stakeholders face

to face several times during the

requirement

gathering process

to ensure all

requests have been documented

7 7 49 $938.00 will be

allocated to the

contingency reserve

to manage issues resulting from scope

creep and extended

schedule due to late

requirement changes

11 3/14/2016 If there is a delay in

the QA/UAT testing then there is

Project

Coordinator

Testing QA/UAT

testing misses critical dates

MITIGATE - Hire

a second technical writer

5 9 45 $300.00 will be

needed to employ a second technical


a risk that the technical writer

will not be fully

available to

complete the

training materials which would affect

the training

schedule

writer in case there are delays with

training material

12 3/14/2016 If there are several large tourist events

in the month of

October there is a

risk that a venue

will be unavailable for the annual

meeting and the

training and demo

will not take place

Project Manager

Annual Meeting

Venue representative

indicates that

there is no

availability

for 10/10

MITIGATE- Secure a

temporary

contract with a

venue early after

requirements identification

5 7 35

7 3/12/2016 If job requirements

for high school

students are not in

accordance with the rules set by the

department of

labor, then there is

a risk that the small

businesses would be penalized

resulting in costs to

them

Compliance

Governance

Staff

Labor Small

business

owners raise

issue of labor laws for high

school

students

AVOID - Review

labor law policies

and ensure that the

jobs are compliant

3 7 21 A contingency cost

of $216.00 will be

required to address

labor related law violations due to

placement of

incorrect job

requirements

17 3/15/2016 If there is a risk to

the project with

respect to

communication

then there could be delays in the

project execution.

Project

Manager

Project

Management

Critical

activities are

missed

MITIGATE- The

project manager

should ensure

adherence to the

communication plan

3 5 15 $448 will be

allocated to the

contingency reserve

to address delays due

to communication problems

1 3/9/2016 If the project team loses a member to

another project,

then there is the

risk that schedule

will need to be extended resulting

in additional costs

for the project

Project Manager

Project Staffing

Project team member

notifies

Project

Manager that

they will be leaving the

project

MITIGATE: Hire an intern

3 5 15 Contingency reserve of $540.00 to hire an

intern

2 3/9/2016 If some of the local business owners are

not able to attend

the annual meeting,

then there is a risk

that they will not receive the training

resulting in them

not knowing how to

use the new website

Chamber of Commerce

Leadership

Annual Meeting

RSVPs have a significant

number of

'No's from

the invited

local business owners

TRANSFER - Training beyond

the annual

meeting is out of

scope for this

project and will be addressed by the

Chamber of

Commerce

Leadership

5 3 15

14 3/15/2016 If the audio visual

for the annual

meeting venue is

not set up properly then there is a risk

Project

Coordinator

Annual

Meeting

Contract is

signed with

venue

AVOID - include

IT in setup and

testing of

audio/visual system one day

3 5 15 $270 will be needed

for mitigation if the

AV system is not set

up properly


that the website demo and training

will not be able to

take place resulting

in a delay of the

website launch

before the annual meeting

5 3/10/2016 If the project loses

sponsor buy-in,


that the project will no longer have

adequate funding

resulting in a failed

project

Project

Manager

Chamber of

Commerce

Support

Notification

from Project

Sponsor

MITIGATE -

Meet with sponsor

to demonstrate

project value

1 9 9

6 3/12/2016 If the traffic to the

website is more

than anticipated,

then there is a risk that the website

server will

experience service

degradation

resulting in a crashed website

IT Staff Website

Design &

Development

Website

crashes

during testing

when large amounts of

simulated

data is

pushed out

AVOID - Enable

secondary website

server for

redundancy

1 7 7

15 3/15/2016 If the venue

location is a vested stakeholder in the

website project


that the venue

could be provided without cost to the

project providing a

large cost savings

to the project

budget

Project

Manager

Annual

Meeting

Vested

stakeholder

ACCEPT- Utilize

the venue at no cost

1 5 5 $288.00 will be

allocated to the contingency reserve

to secure a venue for

the annual meeting

13 3/15/2016 If food costs

increase because of

supplier issues, then the caterer will

have to charge

more resulting in

additional costs.

Project

Coordinator

Annual

Meeting

Caterer

notifies

project manager that

food costs

have

increased

TRANSFER:

After the contract

is signed, there can be no cost

increases so the

caterer should

account for this

during the bidding process.

5 1 5

9 3/12/2016 If a standard web

development

template is used, then there is a risk

that it will take less

time to build the

website resulting in

development cost and schedule

savings

Site

Development

Staff

Website

Design &

Development

Web

developer

suggests using a

template

ENHANCE - Use

web development

template

3 1 3

10 3/14/2016 If automated testing tools are used, then

there is a risk that

QA testing will be

completed quicker

resulting in project cost and schedule

QA Manager Testing QA manager suggests tools

that can be

used to speed

up the testing

phase

ENHANCE - Use automated QA

testing tools

3 1 3


savings

8 3/12/2016 If the actual

website database

storage

requirements exceed the

budgeted database

storage

requirements, then

there is a risk that additional space

will need to be

purchased resulting

in an increase in

project cost

Database

Manager

Website

Design &

Development

Web

development

indicates that

there is not enough space

for storage

ACCEPT -

Additional space

will be purchased

if this materializes

1 1 1

4 3/10/2016 If the web

developer is very

proficient then there is a risk to

launch the website

ahead of schedule

resulting in extra

time before the annual meeting

Project

Manager

Website

Design &

Development

Web

development

is tracking ahead of

schedule

ACCEPT - Project

team members can

use the additional time to work on

other projects until

the annual

meeting

1 1 1

6.4. Risk Analysis

In order to analyze the project risks, both qualitative and quantitative analysis was performed as shown in the upcoming sections.

6.4.1. Qualitative Analysis

6.4.1.1. Risk Calculation Score

Risk impact assessment investigates the potential effect on a project. It is assessed with the help of team members who are familiar with the risk categories and in accordance with the risk attitude and tolerance of the organization. 6.4.1.2. Probability and Impact Matrix

IMPACT

THREATS OPPORTUNITIES

9 5

11 16

7 6 7 12 3

5

1,14,17

15

3

2

9,10

1 8

13

4

1 3 5 7 9 9 7 5 3 1

PROBABILITY

LOW - A risk score of 1, 3, 5, 9 (Probability and Impact are both 3)

MEDIUM - A risk score of 7, 9 (Probability is 9, Impact is 1), 15, 21, 25, 27, 35

HIGH - A risk score of 45 and above


6.4.2. Quantitative Analysis

Both EMV and PERT analysis were performed on the top 8 risks to determine cost and schedule

impact as well as the prioritization. Data for the analysis was collected through interviews with project team members and other SMEs.

In order to mitigate the effects of bias in the quality of the data collected, all project team members as well as a large number of SMEs were interviewed so as to get a good variety in the

data. We also collected data by reviewing relevant project documents.

6.4.2.1. EMV Analysis EMV Analysis was performed to determine EMV values for both the costs and durations associated with each risk. Data for the analysis was collected through interviews with project

team members and other SMEs. In order to mitigate the effects of bias in the quality of the data collected, all project team

members as well as a large number of SMEs were interviewed so as to get a good variety in the data. We also collected data by reviewing relevant project documents.

Risk ID

Number

Probability Est. Duration Duration Impact

(Probability * Est.

Duration)

Cost EMV

(Probability * Cost)

1 30% 4 Days 1 Day $1,500.00 $450.00

3 25% 5 Days 1 Day $2,500.00 $625.00

7 20% 4 Days 1 Day $1,800.00 $360.00

11 30% 5 Days 2 Days $2,000.00 $600.00

12 20% 4 Days 1 Day $1,800.00 $360.00

14 15% 8 Days 1 Day $2,000.00 $300.00

16 50% 6 Days 3 Days $9,000.00 $4,500.00

17 35% 8 Days 3 Days $1,600.00 $560.00

Total 13 Days Total $7,755

6.4.2.1. PERT Analysis

The EMV estimate came to 13 days schedule impact and with a cost estimate of $7,755.00. In order to further fine-tune our estimation, a PERT analysis was also performed on the top 8 risks.

The results came to an additional .80 day schedule impact and an additional $1,995.00 in costs. As a result, we will update our schedule impact to 14 days and our total costs to $9,750.00. This

is the amount that will be requested for the contingency funds. Risks have been placed in order of priority using the data from the PERT analysis.

Priority

Order

Heat

Map Risk # Risk Probability

Est.

Duration

Duration

Impact

(Probability *

Est Duration)

Cost

New Cost

Estimate

(Probability

*Cost)

1 16

If the critical activities are not

completed on time then there is a

risk that the website completion is

delayed.

50% 7 3.5 $13,500.00 $6,750.00


2 3

If the stakeholders ask for

additional features after

requirements gathering has ended,

then there is a risk of scope creep

resulting in additional project

costs.

25% 10 2.5 $3,750.00 $937.50

3 11

If there is a delay in the QA/UAT

testing then there is a risk that the

technical writer will not be fully

available to complete the training

materials which would affect the

training schedule.

30% 5 1.5 $1,000.00 $300.00

4 17

If there is a risk to the project with

respect to communication then

there could be delays in the

project execution.

35% 8 2.8 $1,280.00 $448.00

5 1

If the project team loses a member

to another project, then there is

the risk that schedule will need to

be extended resulting in additional

project costs

30% 4 1.2 $1,800.00 $540.00

6 7

If job requirements for high

school students are not in

accordance with the rules set by

the department of labor, then there

is a risk that the small business

employees would be penalized

resulting in additional costs to

them.

20% 3 0.6 $1,080.00 $216.00

7 12

If there are several large tourist

events in the month of October

there is a risk that a venue will be

unavailable for the annual meeting

and the training and demo will not

take place.

20% 4 0.8 $1,440.00 $288.00

8 14

If the audio visual for the annual

meeting venue is not set up

properly then there is a risk that

the website demo and training will

not be able to take place.

15% 6 0.9 $1,800.00 $270.00

13.8 $25,650.00 $9,749.50

Schedule

Difference 0.80

Cost

Difference $1,995.00

6.5. Risk Response

This section is to document the response strategies and risk owners for all high and medium priority risks. Low priority risks will be tracked from the risk register. This matrix was

developed by the project manager, project team, and other key stakeholders through brainstorming sessions at team meetings and interviewing subject matter experts.


6.5.1. Risk Response Matrix Risk

ID

Risk

Heat

Map

Risk Statement Category Trigger Response

Strategy 1

Response

Strategy 2

Response

Strategy 3

Risk

Owner

3

If the stakeholders ask for additional features after

requirements gathering

has ended, then there is a

risk of scope creep

resulting in additional project costs

Project Management

Stakeholders request

additional

features for

website after

design has started.

MITIGATE: Meet with key

stakeholders face to

face several times

during the

requirement gathering process to

ensure all requests

have been

documented

TRANSFER: Chamber of

Commerce

leadership will

handle

additional requirements

through

another

project after

the annual meeting

ACCEPT: Re-scope the

project at the

time of

additional

requirements being identified

Business Analyst

Chamber of

Commerce

Leadership

Project

Manager

11

If there is a delay in the

QA/UAT testing then there is a risk that the

technical writer will not be

fully available to complete

the training materials

which would affect the training schedule

Testing QA/UAT

testing misses critical dates

MITIGATE - Hire

a second technical writer

MITIGATE -

Request funding for the

technical

writer to work

overtime as

needed

MITIGATE -

Extend training timeline so that

Trainer can

pick up some of

the technical

writing duties

Project

Coordinator

16

If the critical activities are

not completed on time

then there is a risk that the website completion is

delayed.

Project

Management

Milestone is

missed.

MITIGATE- Fast-

tracking or

Schedule crashing needs to be done

MITIGATE -

Utilize EVA

to closely track the

project

schedule and

cost so that

issues can be identified

before they get

out of control

ACCEPT -

There is a two

month buffer between when

the website is

scheduled to be

completed and

the annual meeting which

can be

leveraged in

case critical activities are

missed.

Project

Manager

Project

Coordinator

Project

Manager

17

If there is a risk to the

project with respect to communication then there

could be delays in the

project execution.

Project

Management

Critical

activities are missed

MITIGATE- The

project manager should ensure

adherence to the

communication

plan

MITIGATE -

The project manager

should hold

regular formal

and informal

meetings with key

stakeholders

to keep them

abreast of

project activities

MITIGATE -

Ask IT to set up a collaboration

site where

stakeholders

can view the

latest status updates for the

project

Project

Manager

Project

Manager

IT Staff

1

If the project team loses a

member to another project, then there is the

risk that schedule will

need to be extended

resulting in additional

costs for the project

Project

Staffing

Project team

member notifies Project

Manager that

they will be

leaving the

project

MITIGATE: Hire

an intern

MITIGATE:

Hire a replacement

team member

MITIGATE:

Extend the schedule to

compensate for

having less

project

management hours available

Project

Manager

HR


2

If some of the local business owners are not

able to attend the annual

meeting, then there is a

risk that they will not

receive the training resulting in them not

knowing how to use the

new website

Annual Meeting

RSVPs have a significant

number of

'No's from the

invited local

business owners

TRANSFER - Training beyond the

annual meeting is

out of scope for this

project and will be

addressed by the Chamber of

Commerce

Leadership

ACCEPT – Prior to the

annual

meeting

distribute

manuals to those who

cannot attend

the annual

meeting

MITIGATE – Emphasize the

importance of

attendance

through the

campaign awareness

Chamber of Commerce

Leadership

Training

Department

Campaign Team

5

If the project loses sponsor

buy-in, then there is a risk

that the project will no

longer have adequate

funding resulting in a failed project

Chamber of

Commerce

Support

Notification

from Project

Sponsor

MITIGATE - Meet

with sponsor to

demonstrate project

value

ACCEPT -

Release

resources and

show project

as cancelled.

TRANSFER -

Pass

responsibility to

the local

business owners to make

a case on how

this project will

enhance the

local economy

Project

Manager

Project Manager

Project

Coordinator

6

If the traffic to the website

is more than anticipated,

then there is a risk that the website server will

experience service

degradation resulting in a

crashed website

Website

Design &

Development

Website

crashes during

testing when large amounts

of simulated

data is pushed

out

AVOID - Enable

secondary website

server for redundancy

MITIGATE:

Enable

measures on website to

limit the

number of

concurrent

users

TRANSFER:

Chamber of

Commerce leadership will

handle needed

upgrades

outside of this

project

IT Staff

IT Staff

IT Staff

7

If job requirements for

high school students are not in accordance with the

rules set by the department

of labor, then there is a

risk that the small

businesses would be penalized resulting in

costs to them

Labor Small business

owners raise issue of labor

laws for high

school students

AVOID - Review

labor law policies and ensure that the

jobs are compliant

TRANSFER -

As employers it would be up

to the local

business

owners to

ensure they abide by all

labor laws

MITIGATE -

Include a job aid on labor

laws as it

pertains to high

school students

Compliance

Governance Staff

HR

Training

Department

12

If there are several large

tourist events in the month of October there is a risk

that a venue will be

unavailable for the annual

meeting and the training

and demo will not take place

Annual

Meeting

Venue

representative indicates that

there is no

availability for

10/10

MITIGATE-

Secure a temporary contract with a

venue early after

requirements

identification

MITIGATE -

Search for non-traditional

setting for the

training course

(i.e. movie

theatre, local playhouse)

ACCEPT -

Approach Project Sponsor

for approval to

move the

annual meeting

to an available date

Project

Manager

14

If the audio visual for the

annual meeting venue is not set up properly then

there is a risk that the

website demo and training

will not be able to take

place resulting in a delay of the website launch

Annual

Meeting

Contract is

signed with venue

AVOID - include

IT in setup and testing of

audio/visual system

one day before the

annual meeting

MITIGATE -

Have back up AV system on

standby

TRANSFER -

Hold venue responsible for

providing

working

audio/visual

system per contract terms

Project

Coordinator

Project Coordinator

Team

Member 1


6.6. Risk Monitoring and Control

6.6.1. Tools and Techniques

The tools and techniques used on this project are:

6.6.1.1. Status Reports

All project stakeholders responsible for monitoring risks will provide a weekly status report during project status meetings.

6.6.1.2. Contingency Reserves

Contingency funds are set aside based on the schedule and cost impact determined during the risk analysis process. The project manager will monitor throughout the project to determine if the amount allocated is sufficient enough to support the risks identified. If additional risks are

identified during the project cycle, the project manager will request additional funds from the project sponsor based on qualitative and quantitative analysis. The established change control

process will be used to approve any risk related changes. It has been determined through the risk analysis process that $9,750.00 in contingency funds are

needed for risk management activities. This section will also outline any additional reserves requested after the initial risk analysis along

with a copy of the change control form. 6.7. Lessons Learned

Lessons learned during the risk management process will be documented in this section.

7. QUALITY MANAGEMENT PLAN

7.1. Introduction

7.1.1. Purpose of Project Quality Management Plan

The Project Quality Management Plan (pQMP) is based on the concept that control of quality is

a project team’s obligation and recognizes that we must build quality into and define acceptable levels of quality in every aspect of the project lifecycle. Our team will deliver a quality product

that will meet or exceed the Cape Cod Chamber of Commerce’s requirements. The Quality Management Plan document will describe how quality will be managed and will contain the process and procedures to ensure that quality planning, quality assurance and quality control

activities are conducted properly for the project’s deliverables. Quality Management Plan (QMP) components include the following:

● Quality Standards ● Quality Management

● Quality Roles & Responsibilities ● Quality Tools

● Quality Planning ● Quality Assurance ● Quality Control

7.1.2. Project Quality Management Plan Objectives

Using an integrated quality approach of defining quality standards, measuring quality and continuous quality improvement, the QMP’s objective is to ensure quality is planned for both

product and process in every aspect of the project's deliverables through the completion and


closeout phase of the project. This document will be used to communicate to all stakeholders how quality will be planned, managed and achieved.

7.1.3. Quality Management Approach

Quality will be planned for both product and process and quality standards will be assessed through the Total Quality Management standards using PDCA. The level(s) of quality will be determined by the Cape Cod Chamber of Commerce (Sponsor).

7.2 Organization and Management 7.2.1. Sponsor Quality Standards (Chamber)

The process and product quality standards for this project will be determined based on organizational process assets, stakeholder requirements, Department of labor, FCC requirements,

industry standards and other requirements determined by project team. These requirements will primarily be based on the requirements for website development, user and website hosting

quality standards as well as with compliance and security specification standards. Process Quality: The process quality standards will be based on existing organizational standards

for the Cape Cod Chamber of Commerce, however it is anticipated that there will be additional and unique features in this project related to the summer job website build out that will be added

and planned for in process quality. Product Quality: The product quality standards will be based on existing organizational product

standards. This will primarily be based on the sponsor’s current quality standards for the existing website requirements. It is anticipated that there will be unique features related to the new

website and will require additional product quality requirements. 7.2.2. Responsibilities and Tools

The quality responsibilities and tools can be seen in the following tables.

7.2.2.1. Quality Responsibilities Table

Name Role Responsibility

Project Manager Documenting customer expectations and consensus quality management objectives at a project-level that supports the implementation of the PMP

Project Coordinator Document quality activities through the use of quality tools to ensure that all quality objectives have been met and nothing has been missed

Business Analyst Document all business requirements from the customer and any additional requirements above & beyond which delivers an exceptional product and service.

Quality Assurance Manager

Plans and performs all activities related to quality assurance throughout the project life cycle.

Quality Control Manager

Plans and performs all activities related to quality control throughout the project life cycle.

Human Resources Performs quality review and checks of project team members and SME’s required competencies

Web Developer Involved with the quality assurance and quality control activities of website design and development

IT Involved and responsible for overseeing quality activities for user accounts Procurement Manager Responsible for the quality activities related to project procurement


Campaign Manager Responsible for the quality activities for the campaign planning

7.2.2.2. Quality Tools Table Quality Assurance Tools Description Quality Audits/Review Compliance with policies standards and processes

Checklists Quick reference to ensure all quality activities have been completed and met. Flow Charts Mapping of processes

Benchmarking Utilize industry recognized benchmarks Process Analysis Planned continuous improvement of processes

Quality Control Tools Description Cost-Benefit Analysis Compares the cost of quality process to the expected benefit Cost of Quality Cost of conformance and cost of non-conformance

Control Charts Used to determine if a process is stable or predictable within limits.

Quality Inspections Used to inspect product quality

7.3. Quality Assurance

Quality assurance ensures that project processes are used effectively to produce quality project deliverables. It involves following and meeting standards, continuously improving project work,

and correcting project defects. 7.3.1. Quality Assurance Responsibilities

The QA manager will be responsible for the high level oversight of quality assurance management for the project deliverables and will report directly to the project manager. The

parties responsible for conducting the quality assurance activity will monitor process performance metrics, and assure all processes comply with project and organizational standards. If discrepancies are found, the QA manager will meet with the Project Manager and review the

identified discrepancies. The Project Manager will conduct regular project quality assessments, and document reviews which will include a review of processes, any discrepancies and audit

findings from the QA manager and discuss recommendations for process improvements. 7.3.2. Quality Review and Audit Procedure

The QA manager will oversee the day to day quality assurance activities and conduct process audits, monitor process performance metrics, ensure process compliance and submit any

discrepancies to the Project Manager for further process analysis. The customer will be notified of any discrepancies or deviation upon analysis by the Project Manager to join in discussion and provide recommendations for process improvements to meet quality standards and/or re-evaluate

quality standards for the project.

The following table identifies: 1. The project processes subject to quality assurance. 2. The quality standards and stakeholder expectations for that process.

3. The quality assurance activities that will be executed to ensure that project processes are properly followed.

4. How often or when the quality assurance activity will be performed. 5. The person responsible for carrying out and reporting on the quality assurance activity.

(Virginia Tech)


7.3.3 Quality Assurance Table Requirement

ID#

Deliverable/WBS

ID

Quality Standard Quality Assurance Occurrence Responsibility

1 Project

Management/ 1

Resources are fully

utilized

A checklist will be used

to ensure that resource

utilization is being

maximized

At the beginning of

the project Project Manager

2 Project

Management/ 1

Project Manager must be

PMP certified and have

work experience in

website development

projects


to ensure requirements

will be met

Once before hiring HR

3 Project

Requirements 2

The requirements

documentation will

follow User story writing

format

Quality Audit will be

used to ensure use of user

story format

Before the

documentation has

started

Project Manager and

Business Analyst

4 Project

Requirements 2

Project risks will be

documented using the risk

documentation format:

Cause - Condition -

Conclusion

Quality Audit will be

used to ensure use of risk

format

Before the

documentation has

started

Project Team and

Project Manager and

Stakeholders

5 Website Design/3

Website design must meet

US Web Design

Standards

Benchmarking will be

used to ensure that design

is incompliance with

standards

At the beginning of

website design Web Developer

6 Website Design/3 Website must be

responsive

Quality Audit used to

ensure site will meet all

responsiveness

requirements

At the beginning of

website design Web Developer

7 Website

Development / 4

Job website must be

integrated with chamber

website

Flow chart to ensure jobs

website is integrated into

chamber website

At the beginning of

website

development

Web Developer

8 Website

Development / 4

Website must comply

with WSA Usability

Standards

Benchmarking used to

ensure usability standards

At the beginning of

website

development

Web Developer

9 Website

Development/4

Website must comply

with SANS security

standards


to confirm requirements

will be met

At the beginning of

website

development

Web Developer

10 User Accounts /5

Each business will have

limited user account

access

Quality Audit - used to

ensure that user account

limitation is enabled

Once prior to

creation of user

accounts

IT

11 Website

Procurement / 6

The Procurement

Manager must have

experience in website

procurement


to ensure requirements

will be met


12 Website

Procurement / 6

Website procurement

services are within project

budget limits


review procurement

contracts for compliance

Once before

procurement

purchases

Procurement

Manager

13 Quality Assurance

Deployment / 7

The QA Manager must

have experience and

expertise in Strategic

planning, analysis and

process improvement.

Experience in either Agile

or Six Sigma is preferred.


to ensure requirements are

met




Deployment / 7

Website must meet ADA

Standards

HHS accessibility

checklist to ensure that all

the standards are being

accounted for

Once at the start of

development QA/QC Manager

15 Production

Deployment / 8

Website must be fully

developed and tested in

QA environment

Flow chart is used to

ensure that the website

development and testing

is isolated to QA

environment

Once at the start of

development Web Developer

16 Production

Deployment / 8

Maintain industry

standard uptime N/A QA/QC Manager

17 Training

Development / 9

Training documentation

shall follow

documentation control

procedures established by

the IT department of the

Chamber of Commerce

Quality Audit

to ensure that technical

writer instructions will

follow the documentation

control procedure

Once at the

beginning of

training

development

IT Department

18 Training

Development / 9

Technical writer shall

have experience with

creating and editing

training documentation

A Checklist will be used

to ensure trainer has

required experience

Once prior to hiring HR Manager

(Chamber)

19 Select Meeting

Caterer / 10

Caterer shall possess a

valid permit to operate as

a caterer as required by

the state of Massachusetts

Department of Public

Health


review catering license

for compliance

Once prior to hiring

caterer Project Manager

20 Select Venue / 10

Venue shall have enough

audio visual equipment to

support training

requirements


ensure equipment needs

will be met

Once prior to

signing venue

contract

Project Member 1

21 Campaign

Planning /11

Graphic designer must

fulfill basic requirements

of Digital Arts education

and similar work

experience

Checklist used to review

candidate's resume

Once prior

interviewing

HR

manager(Chamber)

22 Campaign

Planning /11

Campaign Ads must be

created and published in

accordance with MASB

standards

Audit of Ad creation and

publishing process

Once at the

beginning of Ad

creation and

publishing

Campaign Manager

23 Project Closure/ 12

Customer acceptance and

satisfaction standards

have been met

Quality Review - ensure

customer surveys captures

customer satisfaction

Once after project

completion Project Manager

7.4. Quality Control

Quality control monitors and analyzes the project work packages and deliverables to verify that

the project deliverables meet or exceed the quality standards/requirements and that customer acceptance is plausible.

7.4.1. Quality Control Responsibilities

The overall quality control responsibilities will be that of the QC Manager along with members of the project management team. The QC manager will report to the Project Manager on a


weekly basis on the status of quality control activities, identified discrepancies and recommendations for quality control improvement.

The following table identifies:

1. The major deliverables of the project that will be tested for acceptable quality level. 2. The quality standards and customer satisfaction criteria established for the project

deliverable. Included are any organizational standards that need to be followed.

3. The quality control activities that will be executed to monitor the quality of the deliverables. 4. How often or when the quality control activity will be performed.

(Virginia Tech)

7.4.2. Quality Control Table Requirement

ID #

Deliverable/WBS

ID#

Quality Standard Metrics Quality Control Frequency

1

Project

Management/ 1 Resources are fully utilized

Resources are

working 2.5 hrs. per

day on Project

Management

deliverables

Control charts will

be used to confirm

that resources are

working 2.5hrs a day

Throughout the

Project Management

deliverable

2 Project

Management/ 1

Project Manager must be

PMP certified and have

work experience in website

development projects

3 years PMP

certification and 4

years’ website project

experience

n/a n/a

3 Project

Requirements 2

The requirements

documentation will follow

User story writing format

100% compliant with

User Story

requirement format.

Quality Inspection

will be used to

confirm that

requirements

documents follow

correct format

Weekly: During the

requirement gathering

process

4 Project

Requirements 2

Project risks will be

documented using the risk

documentation format:

Cause - Condition -

Conclusion

100% compliant with

risk documentation

format

Quality Inspection

will be used to

confirm that

documentation

format meets 100%

compliance

Once during risk

planning and as

needed when risks are

identified

5 Website Design/3 Website design must meet

US Web Design Standards

100% compliance

with design standards

Quality Inspection

will be used to

confirm that website

design meets

standards

Weekly, throughout

design phase of the

project

6 Website Design/3 Website must be responsive

Website must

maintain a minimum

of 95% device

detection and

response rate

Quality Inspection

will be used to

confirm site

responsiveness

Weekly, throughout

web design phase of

the project

7 Website

Development / 4

Job website must be

integrated with chamber

website

Clicks to the jobs

website from the

chamber website

must resolve within 5

seconds

Control charts to

confirm that the

integration process

is stable

During and after

website development

8 Website

Development / 4

Website must comply with

WSA Usability Standards

Website must

maintain a minimum

95% efficiency rate

Quality Inspection

will be used to

confirm standards

are met

Weekly, throughout

website development


9

Website

Development / 4

Website must meet SANS

security standards

98% minimum

compliance with

SANS security

standards

Quality Inspection

will be used to

confirm that

standards are met

Weekly, throughout

website development

10 User Accounts /5 Each business will have

limited user account access

5 user accounts per

company

Quality Inspections

to confirm that

businesses can only

set up 5 user

accounts

at the end of user

account creation

11 Website

Procurement / 6

The Procurement Manager

must have experience in

website procurement

Procurement Manager

has a minimum of 5

years’ experience

n/a n/a

12 Website

Procurement / 6

Website procurement

services are within project

budget limits

Procurement

contracts do not

exceed 10% over

budgeted amount

Cost-Benefit

Analysis to confirm

that contracts meet

requirements

During and after

procurement


Deployment / 7

The QA Manager must have

experience and expertise in

Strategic planning, analysis

and process improvement.

Experience in either Agile

or Six Sigma is preferred.

QA Manager must

have 5 years’

experience in website

testing

n/a n/a


Deployment / 7

Website must meet ADA

Standards

100% compliant with

ADA Standards

Automated Quality

Inspections - using

web based checking

tools to confirm

ADA compliance

During and after

development

15 Production

Deployment / 8

Website must be fully

developed and tested in QA

environment

100% compliance

with QA build and

testing requirement

Quality inspection to

confirm website is

fully developed in

QA environment

During and after

development

16 Production

Deployment / 8

Maintain industry standard

uptime

Website is available

at least 99.9% per day

Automated Quality

Inspections - using

web based checking

tools to confirm

website uptime is as

expected

During and after

development

17 Training

Development / 9

Training documentation

shall follow documentation

control procedures

established by the IT

department of the Chamber

of Commerce

Document is 100%

compliant with the

Chamber of

Commerce

documentation

control procedure

Quality inspection

on document to

confirm compliance

Twice a week during

training development

18 Training

Development / 9

Technical writer shall have

experience with creating

and editing training

documentation

Technical writer must

have a minimum of 5

years’ experience

n/a n/a

19 Select Meeting

Caterer / 10

Caterer shall possess a valid

permit to operate as a

caterer as required by the

state of Massachusetts

Department of Public

Health

Caterer is 100%

compliant with permit

requirements

n/a n/a


20 Select Venue / 10

Venue shall have enough

audio visual equipment to

support training

requirements

Audio visual

equipment can

support 200 people

Quality Inspection to

confirm equipment

availability

One inspection 2

weeks prior to meeting

and another inspection

2 days prior to

meeting


/11

Graphic designer must

fulfill basic requirements of

Digital Arts education and

similar work experience

Graphic designer has

at least 4-5 years of

graphic design work

experience

n/a n/a


/11

Campaign Ads must be

created and published in

accordance with MASB

standards

100% compliance to

MASB standards

Quality inspection

on created and

published ads to

confirm compliance

Once a week while the

ads are being created

& After the first set of

ads have been

published

23 Project Closure / 12

Customer acceptance and

satisfaction standards have

been met

Receive minimum

customer satisfaction

rating of 98%

Quality Inspections

using customer

satisfaction surveys

to confirm

satisfaction standard

is met

Prior to project closure

7.5. Quality Metrics

Quality Metrics are an important and necessary strategy for managing quality in projects as they

provide measurements of the overall quality of deliverables as well as evidence that quality

products are being delivered to the customer. Quality metrics for the Chamber of Commerce

Summer Job Website project have been identified and defined for both process and product.

Specific metrics for the high level project deliverables can be found here in the Quality Control

Table.


8. PERFORMANCE EVALUATION PLAN

Contact Information CAPE COD-Chamber of

Commerce http://www.capecodchamber.org/

Cape Cod Chamber of Commerce is a convention and visitors bureau. Contact us by mail:


5 xyz Page Way


Contact us by phone:

508-362-3228 or 1-788-33

CAPECOD

Contact us by email:

[email protected]

Industry Catering to Tourist

Project Status Over Budget and Behind

Schedule Initial Funding: $75,000

Baseline Cost: $55,287.69

Cost Variance (CV):

($901.60)

Cost Performance Index

(CPI): 0.94

Schedule Variance (SV):

($1,692.00)

Schedule Performance Index (SPI): 0.88

Estimate At Completion

(EACf): $59,127.95

Estimate To Completion

(ETC): $45,244.95

Report / Executive Summary As of April 1st, 2016, the project is behind schedule and over budget. This is due to task delays, additional resource costs and the addition of new tasks. The recommendations to get this project back on track include; fast tracking and/or crashing it. Changes should not be made to the project scope. Given the current status, it is estimated that the final cost of this project upon completion will be $59,127.95. The project will require $45,244.95 in order to reach completion.

Current Status of Project Project status based on the Earned Value Management (EVM) cost & schedule indicators is shown below.

Cost Performance CV = ($901.60) - This indicates that the project is over budget. CPI = 0.94 - This indicates that expense efficiency is unfavorable because the project is getting only $0.94 value for every dollar spent. The project is over budget because additional costs were incurred as a result of (a) adding Project Procurement to the project, and (b) task 2.4 (Review Requirements Documents) is taking longer than estimated. Please see Appendix 14.1 for details on the cost performance.

Schedule Performance SV = ($1,692.00) - This indicates that the project is behind schedule. SPI = 0.88 - This indicates that for every estimated hour of work, the project team is completing only 0.88hrs of work. This work output is unfavorable. The project is running behind schedule because there are a number of tasks which should have been completed by now but have either not started or are still in progress. Please see Appendix 14.2 for details on the schedule performance.

Future Performance Forecast EACf = $59,127.95 - This value represents the expected total cost of the project upon completion. It indicates $3,840.26 cost increase over the baseline cost of $55,287.69.

ETC = $45,244.95 - This value represents the anticipated cost to complete the remaining part of the project.

Recommendations Based on the EVM analysis, both schedule and cost are a concern on this project. Possible solutions to resolve these concerns include:

Fast tracking the project by overlapping unrelated tasks. This will help shorten the project schedule thereby decreasing cost.

Where fast tracking is not available, crash the project schedule by assigning all available resources to the critical tasks.

The project scope should not be changed as any changes would negatively affect the quality of the project deliverables.




9. PROCUREMENT MANAGEMENT PLAN

The procurement management plan is necessitated by the fact that certain project tasks,

particularly domain name registration and hosting service provider, technical writing, and campaign management cannot be handled by any of the current project team members. This calls

for outsourcing of such services and associated products.

REQUES T FOR QUOTES:

WEBSITE GRAPHICS DOMAIN NAME AND HOSTING SERVICES

SERVICE SCOPE & INSTRUCTIONS FOR BIDDING

RFQ 2016-01

Issued By: Cape Cod Chamber of Commerce

5 xyz Page Way


Tel: 508-362-3228 or 1-788-33

[email protected]

INTRODUCTION

This project seeks to define, plan, design, build and implement a website for small business employees to advertise jobs and recruit high school and

college students for the summer tourist season. Project execution will begin on April 4, 2016 to be completed prior to Octobe r 10, 2016.

SCOPE OF WORK

The design agency that will be selected will be required to provide domain name registra tion services and website hosting services. The hosting

services should be premium-level, allowing for scaling up of the website, adding blogs, and database management services. Email services should

be included in the package. Cape Cod Chamber of Commerce will use these services on carefully chosen projects. The agency will offer quotes for

these two projects when required.

QUALIFICATIONS AND EXPERIENCE

Potential agencies need proven ability to deliver the services delineated above. This segment of the p roposal must comprise the company’s overall

experience and comparable projects.

COST AND FEES

Describe and give details about commission proportion charged on media items and guarantee. List charges for the following if applicable:

$ Domain name search

$ Domain name registration

$ Web Hosting services

BIDDING INSTRUCTIONS

All bids should be addressed to:

Director of Procurement


5 xyz Page Way


CONTRACT ASSURANCE

The contractor shall not victimize or favor based on race, skin color, nationality, or gender in the enactment of this contract.

PROMPT PAYMENT

Contractors are required to apply pro rata shares of the payment for all work completed by its subcontractors and materials furnished within 30

days or receiving progress payment.

CONFIDENTIALITY OF PROPOSALS

Bidders are encouraged to identify any confidential information that should not be disclosed and also guarantee not to disclo se confidential

information of the business if their bids are awarded.




TECHNICAL WRITER


RFQ 2016-02


5 xyz Page Way


Tel: 508-362-3228 or 1-788-33

[email protected]

INTRODUCTION


college students for the summer tourist season. Project execution will begin on April 4, 2016 to be completed prior to October 10, 2016.

SCOPE OF WORK

The writing agency selected will be required to provide technical writing services on an as -needed basis for the Summer Job Website project. This

will involve creating website user manuals, system manuals and guides, program or website documentation, test plans, and contract writing among

others. Cape Cod Chamber of Commerce will use these services on carefully chosen projects. The agency will offer quotes for e very project as

entreated and be supplied with a work order as required.


Potential agencies need proven ability to deliver the technical writing services delineated above. This segment of the propos al must comprise the

company’s overall experience and a listing of similar projects done in the past.

COST AND FEES

Describe and give details about commission proportion charged on writing technical content and guarantees. List charges for the fo llowing if

applicable:

$ Website documentation

$ Any other related services


All bids shall enclose a signed payment letter by a company officer authorized to manage contracts should they be awarded the bid. Bids should be

addressed to:



5 xyz Page Way


CONTRACT ASSURANCE

The contractor shall not victimize or favor based on race, skin color, nationality, or gender.

PROMPT PAYMENT









CAMPAIGN MANAGER


RFQ 2016-03


5 xyz Page Way


Tel: 508-362-3228 or 1-788-33

[email protected]

INTRODUCTION


college students for the summer tourist season. Project execution will begin on April 4, 2016 to be completed prior to October 10, 2016.

SCOPE OF WORK

The campaign management agency that will be selected will be required to provide website campaign products and services on an as-needed basis.

Projects may include managing digital, print, and social media website campaigns for the Summer Job Website. Cape Cod Chamber of Commerce

will use these services on chosen projects. The agency will offer quotes for projects as entreated and be supplied with a work order as required.


Potential agencies need proven ability to deliver website campaigns on print, electronic, and social media platforms. This segment of the proposa l

must comprise the company’s overall experience and a listing of similar projects done in the past.

COST AND FEES

Describe and give details about commission proportion charged on website campaign management and guarantees. List charges for the following if

applicable:

$ Print media campaigns

$ Digital media campaigns

$ Social media campaigns


All bids shall enclose a signed payment letter by a company officer authorized to manage contracts should they be awarded the bid. Bids shou ld be

addressed to:



5 xyz Page Way


CONTRACT ASSURANCE

The contractor shall not victimize or favor based on race, skin color, nationality, or gender.

PROMPT PAYMENT







Supplier Selection Matrix

The following supplier selection/evaluation matrix will be used. The process of procuring

products or services required in this project will be handled largely by the Procurement

Department with requests coming from the Project Team through the Project Manager. The

supplier who gets the highest score wins the bid.

10. HR MANAGEMENT PLAN

10.1. RAM

RES PO NSIBLE AC CO UNTABLE CO NSULTED INFO RMED

Project

Management

Project Planning Project Mgmt

Team

Project Manager Project Sponsor,

Chamber of

Commerce

Leadership

Project Sponsor,

Chamber of Commerce

Leadership, Intern

Project Budget Project Mgmt

Team

Project Manager Project Sponsor Project Sponsor,

Chamber of Commerce

Leadership, Intern

Project Schedule Project Manager,

Project

Coordinator, Team

Member 3


Chamber of

Commerce

Leadership,

Business Analyst,

Database Manager,

IT, Team Members

1, 2, 4, Training

Team,

Chamber of Commerce

Employees, Project

Mgmt Team

Procurement

Plan

Procurement

Manager

Procurement

Manager

HR Manager,

Project Manager,

Training Team,

Testing Team

Project Mgmt Team, HR

Manager


Kickoff Meeting Project

Coordinator,

Project Manager

Project Manager Project Sponsor Chamber of Commerce

Employees, Project

Mgmt Team

Project

Requirements

Business

Requirements

Business Analyst,

Team Member 1 -

4

Business Analyst Chamber of

Commerce

Employees, Project

Mgmt Team, Local

Employers

Chamber of Commerce

Employees, Project

Mgmt Team, Local

Business Owners

Non-Functional

Requirements

Business Analyst,

Team Member 1

Business Analyst Project Mgmt

Team, Project

Sponsor

Project Mgmt Team,

Project Sponsor

Technical

Requirements

Business Analyst,

Team Member 2

Business Analyst Web Developer,

Database Manager,

IT

Project Mgmt Team,

Project Sponsor

Website Design Website Layout Web Developer Web Developer Business Analyst Project Mgmt Team,

Project Sponsor

Website Content Web Developer Web Developer Business Analyst Project Mgmt Team,

Project Sponsor

Website

Development

Select Domain

Name

Project Mgmt

Team

Project Mgmt

Team

Chamber of

Commerce

Leadership, Project

Sponsor

Chamber of Commerce

Leadership, Project

Sponsor

Design

Navigation Page

Web Developer Web Developer Business Analyst Project Mgmt Team,

Project Sponsor

Design Content

Database

Database Manager Database

Manager

Business Analyst,

Web Developer

Project Mgmt Team,

Web Developer

Develop Website

Interface

Web Developer Web Developer Business Analyst Project Mgmt Team

User Accounts Create Test

Logins

IT IT Business Analyst,

Project Mgmt

Team, Testing

Team

Business Analyst, Project

Mgmt Team, Testing

Team

Create Admin

Logins


Project Mgmt

Team


Mgmt Team

Create Member

Logins


Project Mgmt

Team


Mgmt Team, Local

Business Owners

Website

Procurement

Purchase Web

Domain

Procurement

Manager

Procurement

Manager

Project Mgmt

Team

Project Mgmt Team,

Project Sponsor

Purchase Web

Hosting Service

Procurement

Manager

Procurement

Manager

Project Mgmt

Team

Project Mgmt Team,

Project Sponsor

Quality Assurance

Deployment

Website Test

Plan

Testing Team,

Web Developer

Testing Team Project Mgmt

Team, Web

Developer

Project Mgmt Team,

Web Developer, Project

Sponsor

QA Testing QA Testing Team QA Manager Project Mgmt

Team, Web

Developer

Project Mgmt Team,

Project Sponsor,

Chamber of Commerce

Leadership, Web

Developer

UAT Testing UAT Testing

Team, Web

Developer

UAT Manager Project Mgmt

Team, Web

Developer

Project Mgmt Team,

Project Sponsor,

Chamber of Commerce

Leadership, Web

Developer


Production

Deployment

Website Launch IT, Web Developer IT Web Developer,

Project Mgmt

Team


Mgmt Team, Project

Sponsor, Local Business

Owners, Chamber of

Commerce Employees,

Testing Teams

Final Testing IT, Web Developer IT Web Developer,

Project Mgmt

Team


Mgmt Team, Project

Sponsor

Training

Development

Training

Materials

Training Team Training Team Project Mgmt

Team, Web

Developer

Project Mgmt Team,


Sponsor

Job Aids Training Team Training Team Project Mgmt

Team, Web

Developer

Project Mgmt Team,


Sponsor

Annual Meeting Venue Selection Team Member 1,

Procurement

Manager

Project Manager Chamber of

Commerce

Leadership, Project

Sponsor

Chamber of Commerce

Leadership, Project

Sponsor

Caterer Selection Team Member 2,

4, Project Manager,

Procurement

Manager


Commerce

Leadership, Project

Sponsor

Chamber of Commerce

Leadership, Project

Sponsor

Meeting Day Project Mgmt

Team


Commerce

Leadership, Project

Sponsor

Chamber of Commerce

Leadership, Project


Owners

Meeting Day

Activities

Project Mgmt

Team, Project

Sponsor, Caterer,

Web Developer


Commerce

Leadership, Project

Sponsor

Chamber of Commerce

Leadership, Project


Owners

Training

Sessions

Trainer Trainer Project Mgmt

Team, Web

Developer

Chamber of Commerce

Employees, Project

Mgmt Team, Local

Business Owners,

Campaign Planning Hire Campaign

Manager

HR Manager HR Manager Procurement

Manager, Project

Mgmt Team,

Project Sponsor

Procurement Manager,

Project Mgmt Team,

Project Sponsor

Create Campaign

Plan

Campaign

Manager

Campaign

Manager

Project Sponsor,

Chamber of

Commerce

Leadership, Project

Mgmt Team,

Project Sponsor,

Chamber of Commerce

Leadership, Project

Mgmt Team,

Campaign

Implementation

Campaign Team Campaign

Manager

Project Sponsor,

Chamber of

Commerce

Leadership, Project

Mgmt Team,

Project Sponsor,

Chamber of Commerce

Leadership, Project

Mgmt Team,

Project Monitoring

and Controlling

Verify Project

Scope

Intern, Team

Member 1

Project Manager Business Analyst,

Database Manager,

IT, Training Team,

Testing Team

Project Sponsor,

Chamber of Commerce

Leadership

Review Project

Costs

Intern, Team

Member 2

Project Manager Procurement

Manager

Project Sponsor,

Chamber of Commerce


Leadership

Review Project

Schedule

Intern, Team

Member 3

Project Manager Business Analyst,

Database Manager,

IT, Training Team,

Testing Team

Project Sponsor,

Chamber of Commerce

Leadership

Create Monthly

Report

Intern, Project

Manager


Chamber of

Commerce

Leadership, Project

Management Team

Business Analyst,

Database Manager,

IT, Training Team,

Testing Team,

Project Sponsor,

Chamber of Commerce

Leadership, Intern,

Business Analyst,

Database Manager, IT,

Training Team, Testing

Team,

Project Closure Project Signoff Project Manager,

Project

Coordinator,

Procurement

Manager

Project Manager Project Sponsor Project Sponsor,

Chamber of Commerce

Leadership, Project

Mgmt Team

Lessons Learned Project Mgmt

Team


Chamber of

Commerce

Leadership, Project

Mgmt Team,

Business Analyst,

Database Manager,

IT, Training Team,

Testing Team,

Campaign Team,

Contractors

Project Mgmt Team

Responsible: The person or persons that perform the actual work

Accountable: The person that is held accountable for the execution of the task

Consulted: The person or persons who provide subject matter expertise

Informed: The person or persons that need to be updated with progress (Edwards, 2015)

Description of Authorities Role Name Contact

Cost overruns

Scope Changes

Change Control Requests

Management Fund

Contingency Reserves

Project Sponsor Xyza Email:

[email protected]

Phone: +1

8881234***

Advisory on Change Control

Requests

Chamber of

Commerce

Leadership

Xyzv Email:

[email protected]

Phone: +1

8882234***


Review and authorize scope changes

to be brought before the Project

Sponsor

Review and authorize change control

requests to be brought before the

change control board

All costs generated by the contractors

and intern hired for this project that

fall within the allocated budget

Shifting resources

Fast tracking and schedule crashing

activities

Project Manager Xyzv Email:

[email protected]

Phone: +1

8882234***

Approve costs that fall within the

allocated budget for their respective

assigned task

Project Team

Members

N/A Email:

[email protected]

Phone: +1

8881234***

Final approval of all budget

expenditure items that fall within the

allocated budget

Contract changes may be approved

unless the change falls outside of the

allocated budget

Procurement

Manager

Xyzv Email:

[email protected]

Phone: +1

8882234***

Full authority to hire contractors

within the allocated budget

HR Manager Xyzv Email:

[email protected]

Phone: +1

8882234***

11. INTEGRATED CHANGE CONTROL

Change Control Policy and Form

11.1. Purpose of the Change Management Plan

The Purpose of the change management plan is to identify, manage and control any changes to

the website project. This plan contains all the necessary information to manage and control change requests from inception to delivery of the project. This plan will be a part of the formal project management plan.

11.2. General Policy

The formal change management plan will be executed when a change is identified, requested, reviewed, approved or when updated change requests have an impact on other project deliverables during any stage of the project management.

All change requests will be tracked by making use of the defined procedure in the process flow and documented by using the change management log.

The parties responsible for assessing, reviewing, authorizing, implementing and updating the change requests are noted in the table below:

Description Role Name Contact

Authority for approving change requests Sponsor Xyza Email: [email protected]

Phone: +1 8881234***

Responsibility for reviewing change requests Project Manager, Sponsor and

CCB (when needed)

Xyzv Email: [email protected]

Phone: +1 8882234***

Responsibility for assessing, implementing and updating the

change requests to the project plan and relevant stakeholders

Project Manager Xyzv Email: [email protected]

Phone: +1 8882234***


11.3. Change Management Process

The Change Management process establishes an effective and orderly procedure for tracking and

managing the changes submitted. This process involves identifying, validating, analyzing, controlling, approving, implementing and updating the change request. Notifications to

stakeholders regarding completed changes and the impact to the project plan and baselines should be communicated as per the procedure described below.

11.4. Change Control Procedures

All submitted change requests will make use of the following change control procedure

CR - Integrated Change Control- Implement Change

(University of California)

11.5. Detailed Actions and Responsibilities for Change Requests Activity Responsibility 1. Identify the issue for change requests and record in the change management log Project Manager and assigned

team members

Validate Change Request

Activity Responsibility 2. Project Manager will identify a team member as the issue owner 3. Validate change requests with appropriate team members 4. Assess and evaluate change requests 5. Update target date for completion of change requests

Project Manager and assigned team members

Analyze Impact

Activity Responsibility 6. Consult the Project Sponsor about the change requests 7. Consult procurement manager to understand contracts terms and conditions as they


Close (Verify that the processes are complete and close change requests)

Implement (Implement the decision, including updates to relevant stakeholders, submitter and the project plans if necessary)

Control (Decide to approve or disapprove the change requests)

Analyze (Analyze the impact of change on project baselines and document in analysis and impact log)

Validate (Validate changes by verifying and consulting management)

Identify (Identify and document the change requests in change management log)


relate to the change requests 8. Appoint appropriate team members to review and assess change requests 9. Review and assess the impact of change requests on the project baselines 10. Update the assessment and impact log for change requests in relation to the scope, cost

and duration 11. Update the target decision date for the change requests

Control Change Request

Activity Responsibility 12. Consult procurement manager to understand contracts terms and conditions as they

relate to the change requests 13. To approve the change requests assign appropriate priority mentioned in the plan 14. Based on the assessment and impact results determine if there is a need to involve the

change control board 15. If change control board involvement is required, schedule meeting and send agenda to

members 16. If the change requests have no impact on the baselines make decision on whether to

proceed with the change or not

Project Manager and Procurement Manager

17. Discuss results of change request assessment to be brought up to the Project Sponsor 18. Provide suggestions, recommendations or any relevant information that aid the project

sponsor’s decision making

Change Control Board

19. Decide whether to approve or disapprove the requested changes 20. Discuss the decision with the project manager and CCB

Project Sponsor

21. Review and discuss decisions regarding the change requests 22. Schedule meeting with relevant subject matter experts as needed

Project Sponsor, Subject Matter Expertise, Project manager

23. Review and discuss final change request decision 24. Give final advice related to the decision taken by project sponsor

Change Control Board

25. Update each change request form for sponsor approval signature 26. Update change control board on sponsor change requests decision

Project Manager and assigned team member

Implement Change Request

Activity Responsibility 27. Verify contract terms and conditions before implementing changes 28. Negotiate issues related to the contracts due to implementing changes 29. Changes will be executed according to the contracts

Project Manager, Project Sponsor, Procurement Manager

30. Incorporate change requests into project management plans 31. Update project baselines 32. Update the submitter and all relevant stakeholders


Close Change Request

Activity Responsibility 32. Close change requests 33. Monitor all implemented changes and create weekly project reports 34. Confirm all updates have been filed and recorded

Project Manager

(Change Control Process)

11.6. Validate and Analyze Impact of Change Requests Changes to the project management plan will be validated and analyzed based on their priority as

defined below


Priority Description High Change requests that are critical, need to be implemented immediately, or have an impact on

other deliverables will be categorized as HIGH PRIORITY

Medium Change requests that are important but do not require immediate implementation will be categorized as MEDIUM PRIORITY

Low Change requests that do not have an impact on other deliverables or do not require immediate attention will be categorized as LOW PRIORITY

(Centers for Medicare & Medicaid Services, Change Management Plan)

Assessment results for the impact of CR should be noted in the table below

Type of CR Change Request Priority Impact Details of Impact related to scope, cost

and duration

Scope Time Cost Resources E.g. Need extra designer for editing

website design as current designer is unavailable

High Website design deliverable, time and cost

This change will cost $500, Duration: +5 days Scope: If deliverable will not be ready then project will fail.

Evaluated change requests are assigned a status as shown below Status Description

Open Entered/Open but not yet approved or assigned

Work in Progress CR approved, assigned, and work is in progress

In Review CR work is completed and in final review prior to testing

Testing CR work has been reviewed and is being tested

Closed CR work is complete, has passed all tests, and updates have been released.

(Centers for Medicare & Medicaid Services, Change Management Plan)

11.7. Change Control Board

High Priority changes to scope, schedule or cost will be addressed by the change control board.

All members will be responsible for providing suggestions, feedback and advice regarding the change requests. Subject matter experts will attend the meeting if the change is related to their field of expertise. The Sponsor is responsible for making final decisions about the change

requests based on the advice of board members. Project Manager will be responsible for implementing approved changes within the work plan and keeping the submitter and relevant

stakeholders updated on the status of change requests. Members of the change control board are noted in the table below:

Role Responsibility Name Email Phone Number

Sponsor Authorize CR Xyza [email protected] +1 8881234***

Cape Cod Chamber of Commerce Leadership Group Members

Involve in CR process and advise for decision making

Abcd [email protected] +1 8881204***

Project Manager Review, Implement and Update Xyzv [email protected] +1 8882234***

Procurement Manager Subject Matter Expertise Hffs [email protected] +1 9832345***

Site Developer Subject Matter Expertise Xyzk [email protected] +1 8881234***


Campaign Manager Subject Matter Expertise Xyzl [email protected] +1 8881234***

IT member Subject Matter Expertise Xyzj [email protected] +1 8881264***

Business Analyst Subject Matter Expertise Xyzjs [email protected] +1 8881734***

QA Manager Subject Matter Expertise Xyzjw [email protected] +1 8881334***

Training Member Subject Matter Expertise Xyzjf [email protected] +1 8881234***

Database Manager Subject Matter Expertise Xyzjq [email protected] +1 8881234***

11.8. Change Control System 11.8.1. Change Request Form Template

Element Description

Date The date the CR was created

CR number Unique ID # assigned by the Project Manager

Title A brief description of the change request

Description/Detail(s) of

Request:

Description of the desired change, the impact on other deliverables, impact related to scope, schedule and cost, or benefits of a change should be described in this section

Submitter Name of the person completing the CR form and who can answer questions regarding the suggested change

Phone Phone number of the submitter of change request

E-Mail Email of the submitter

WBS ID# The WBS ID# that the suggested change is for

Version Latest version of the file submitted for change request

Priority A code that provides a recommended categorization of the urgency of the requested change (High, Medium, Low)

URL: If it is a specific page designed and requires change then cut and paste the URL

Purpose of the

request

Reason for the request

Supporting

documents

Attach updated text, pictures, printed research or any form of information to support the purpose and reflect the consequences if change is not implemented in timely manner

Change type Define the change type related to project management plan e.g. scope, schedule, resources, etc.

Status Define the CR status type e.g. approved, open and so on

Internal use documentation: Date Received: Date Approved:

Reviewed by: Date:

Approved by: Approved: Yes/ No (If no, state Reason) Does this change affect other deliverables? Yes or No If yes, please

describe the deliverable or WBS ID# affected by the changed

Time allotted: (Centers for Medicare & Medicaid Services, Change Management Plan)


11.8.2. Change Management Log Change Log Date Approved

Name of the Project: Submitter: Date Received

Change

Version

No.

Change

Type

Reason

for

Change

Impact

of

change

Priority Associated WBS

ID#

Status Action

Steps

Additional

Comments

(Change Log)

12. CLOSING ACTIVITIES PLAN

12.1. Closing Processes

The initial step towards closing this project would be for the Cape Cod Chamber of Commerce to

accept the Summer Job Website following successful development, User Acceptance Testing,

and deployment of the website. In a meeting involving the Project Sponsor, Project Manager,

Project Coordinator, Project Management Team, Procurement Manager, and Chamber of

Commerce Leadership, this project will be signed off as successful between 11-October-2016

and 14-October-2016. Other groups and individuals critical in the project closure process include

Business Analyst, Training Team, Contractors, Information Technology, Database Manager,

Campaign Team, and Testing Team.

This will be preceded by the Cape Cod Chamber of Commerce accepting to close the project

upon satisfaction with the expected standards and requirements set at the beginning of the

project. The Project Team will have its Quality Review members capture customer satisfaction

through a survey. Before announcing formally that the project has been successfully closed, the

following will need to be addressed:

1. Close out of all completed procurement items.

2. A final project report produced and given to the project sponsor.

3. The teams will conduct lessons learned activities for both the project team and the overall

project. A team performance evaluation will also be conducted.

4. All related project documents and organizational process assets will be updated and archived

accordingly.

5. Team members will be reassigned to other projects as necessary.

12.2. Closing Procurements

Services like domain name registration, technical writing services, website hosting services, and

campaign management services were outsourced on this project. Contracts were awarded to

those whose bids were accepted to the positions of graphics designer, domain name registrar and

web hosting service provider, and campaign manager. To close out these procurement contracts,


the Cape Cod Chamber of Commerce together with the Customer and Project Team will meet to

agree on the fulfilment of the contracts as written. Following this agreement, the procurement

items will be paid out and closed as indicated below:

1. Graphics Design: This contract will have to be closed before the whole project is closed. This

is because by the time of going live with the website, all required graphics will have been

produced and used or stored to be used. Hence, at this stage, the graphics designer will receive

clearance in terms of receiving any pending payments and will provide Cape Cod Chamber of

Commerce all files produced for the project.

2. Campaign Management: A campaign manager was hired to handle all website promotions

and/or campaign related services and products. Given that the project will close about two weeks

after going live, this will have given the campaign manager enough time to ensure that all related

services and products are concluded by then. Materials relating to the campaigns will be handed

over to Cape Cod Chamber of Commerce, which will in return close all pending payments due to

the campaign manager before the project is officially declared as closed.

3. Domain name and web hosting services: It is important to note that the contract awarded to the

company for these services will not be fully closed for the reason that the website requires both

services to remain functional. As such, both services will be retained and rolled into the annual

fees for the website maintenance.

In closing the above procurement contracts, the signatories present when the same contracts were

being signed will be required to be present when such contracts are declared as closed. However,

a key factor is that all parties play their role. Cape Cod Chamber of Commerce will clear all

outstanding payments due to the contractors. On the other hand, the contractors will have to clear

all outstanding project-related tasks, services, or products due to the customer. Once this is done,

the signatories can then hold a meeting to formally close the contracts or procurement issues.

After this, the project may proceed to closure.

12.3. Final Project Report Template This document will serve as a template for the final project report to be completed by the project manager and distributed to all internal stakeholders. Final report will reside within the IPP and

be archived accordingly. Please note: All comments in italics will be removed when final report is generated.

Executive Summary Summary

The Cape Cod Chamber of Commerce is dedicated to helping Cape Cod visitors make the most of their vacation experience. The professional staff members are happy to suggest suitable

accommodations, restaurants, transportation services, visitor attractions and more.


Purpose The Cape Cod Chamber of commerce is concerned with ensuring that small business employers

catering to the tourist industry (i.e. restaurants, kayak and bicycle rental, beach concessions, boutiques, variety stores, etc.) are able to find qualified seasonal employees for the summer

tourist season, typically high school and college students as it would affect the tourists visiting Cape Cod for their vacation. These businesses are not able to use search engines like Monster, Indeed, JustHired – in fact, many of the business owners are limited in their knowledge of

computer applications.

Solution Define, plan, design and implement a web application for small business employees to advertise jobs and recruit high school and college students for the summer tourist season. This application

will facilitate communication between employers and employees. It will also be linked to the existing chamber website.

Stakeholder List Connie Emerson - Sponsor

Cape Cod Chamber of Commerce Leadership Group

Small Business Employers

Job Seekers/Students

Business Analyst

Project Manager

Project Team Members

Web Developer

Technical Writer

IT

Campaign Manager

Training

Testing Team

Web Hosting service provider

School & Colleges

Chamber of Commerce HR Department

Tourists

Venue

Caterer

City of Cape Cod Residents

Project Coordinator

Procurement Manager

Campaign Assistant

Intern

Project Scope:

The purpose of this project is to define, plan, design, build and implement a website for small business employees to advertise jobs and recruit high school and college students for the summer tourist season. Project planning will begin on January 10, 2016 to be completed by April 2, 2016.

Project execution will begin on April 4, 2016 to be completed prior to October 10, 2016. The project budget is $72,808.


User Acceptance User Acceptance Criteria Accepted (Y/N)

Website can be launched from the Chamber of Commerce website

Job seekers can upload resumes to the site

Job seekers can search for and apply for jobs

Business owners can download and save resumes

Business owners can post jobs

Job seekers and business owners can communicate back and forth

Job aids distributed to employers and chamber staff

Website training will be provided to chamber staff and small business employers

Key Deliverables Review

This section provides an at-a-glance overview of the key deliverables along with schedule and cost performance.

Deliverable Scheduled

Start Date

Actual Start

Date

Scheduled

Completion

Date

Actual

Completion

Date

Initial

Duration

Actual

Duration

Budgeted

Cost

Actual

Cost

Project Management

Project Requirements

Website Design

Website Development

User Accounts

Website Procurement

Quality Assurance

Deployment

Production Deployment

Training Development

Annual Meeting

Campaign Planning

Project Monitoring and

Controlling

Project Closure

FINAL

Final Cost Overview

Procurement manager will provide brief statement regarding procurement close-out, management fund and contingency fund.

Detailed procurement closeout plan is located here.

Final Schedule Overview Project Manager will insert brief overview of the schedule along with any challenges or successes

Final Change Control Overview

Project Team will provide brief overview of all submitted change control requests Change

Request

Number

Brief Request

Overview

Date

Submitted

Approved (Y/N) Scope Impact Additional

Duration

Additional

Cost


Final Risk Overview Project team will provide an overview of all risks that were triggered during this project

Final Quality Overview

Project Team will provide an overview of quality control challenges and successes along with a final inspection report.

Project Documents Archival Information All project documents including this report will be archived at the following site:

Final Project Closeout Approval

Project Manager _______________________________________________

Project Sponsor ________________________________________________ 12.4. Lessons Learned Before the actual reassignment of project team members, it would be prudent to carry out an official Lessons Learned Meeting. Lessons learned would be twofold: one for the overall project

and one for the project team. This process involves the distribution of Lessons Learnt Surveys and questionnaires to all stakeholders on this project. The survey and questionnaire should seek to petition for objective and uniform responses from the participants in relation to several

categories associated with this project.

12.4.1. Project Lessons Learned Template

Project Title:

Complied By:

Contributors:

Project Description and Key Lessons-Learned

Brief description of deliverable

context

Please give a brief description of the deliverable context.

What were the main challenges being faced at the start of the project?

Brief description of project A short description of the project should be provided here.

What were the issues the project tried to address?

What solutions the project tried to offer? What were its major outputs?

Key project successes Please describe what has worked well.

What have been the key successes of this project?

What factors supported this success?

What was the impact?


Project shortcomings and solutions Please describe what have been the main challenges of this project?

What have been the main challenges/ shortcomings/ unforeseen circumstances of

this project?

What was the impact?

How were they overcome (if they were).

Were the project results attained? If not, what changes need to be made to achieve

these results in the future?

Lessons learned Please think about and describe the key lessons learned from this project.

What could have been done differently/ better?

What would you recommend to improve future programming or for other similar

projects elsewhere

What mistakes should be avoided if the initiative were to be replicated?

How easy would it be to replicate the successes in a different context/ country?

Provide any other relevant information

Follow-up Actions Based on the Final Project Review, include a brief record of decisions and conclusions

related to follow-up actions

Project Information

Focal Points: Include the name(s) and email address(es) of the focal point(s) for this project

Sponsor: Include the name of sponsor involved in this project

Project resources: Please feel free to provide web links to other project resources and information

Date: Date of preparation of the report

12.4.2. Project Team Lessons Learned Template

Project Name:

Survey Guidelines:

The purpose of this document is to help the project team share knowledge gained from experience so the entire organization may benefit. Recording Lessons Learned throughout the project is the best way to ensure they are accurately

recorded. Topics to consider as you respond to the survey questions include all of the following (feel free to add to the list):

Project

Management

Technical

Management

Human Factors Overall

Project Planning Requirements Communication Customer

Satisfaction


Resource

Management

Specification Team Experience Technical Success

Risk Management Test Plan Interaction with Project

Sponsor

Quality product

Change Control Construction Interaction with

Customer

Product Accepted

Procurement Testing Interaction with

Management

On Time

Budget

Management

Rollout Management support Within Budget

Quality Control Training Quality of meetings Met Project

Objectives

Status Reports Documentation Vendor interaction Met Business

Objectives

Vendor Selection Vendor Management Stakeholder involvement

Please keep the following in mind as you complete this survey:

Be constructive.

Do not place blame!

Focus on successes as well as failures.

Indicate which strategies contributed to success/failures on the project.

Indicate which improvement strategies would have the greatest impact on this and future

projects.

Team Successes:

Please list project team successes below and describe the factors that you believe led to each success listed.

<Enter response here.>

Team Challenges:

Please describe aspects of this project team that may have presented obstacles to the project team’s success. Please describe any

efforts that were made to overcome these challenges and the effectiveness of those efforts.


Recommendations:

Please describe any recommendations for future projects. What can we do better next time, and what specific actions can we t ake to

improve?


Other Comments:


(Commonwealth of Pennsylvania, Department of Human Services)


12.5. Team Performance Evaluation Template

13. ETHICS STATEMENT

A project manager who fails to uphold the standards of the profession can have negative impacts to an organization, project as well as the project management profession as a whole.

It is very essential to behave ethically by treating all individuals with respect, fairness and integrity while working on a project. Hence, we will refrain from engaging in any form of

violence towards one another be it physical and/or verbal. All team members will respect the privacy and rights of one another. We will make sure that we respect each other's differences in

Each member of the project team will be

evaluated on a scale from 1-5 in two

categories, Project Performance and Team

Member Behavior. An average of their score

will be used to determine their overall team

performance evaluation score. Scale of 1-5 :

(1) Poor (2) Fair (3) Good (4) Very Good and

(5) Excellent Pro

ject

Man

ag

er

Pro

ject

Co

ord

inato

r

Team

Mem

ber

1

Team

Mem

ber

2

Team

Mem

ber

3

Team

Mem

ber

4

Bu

sin

ess A

naly

st

HR

Man

ag

er

Pro

cu

rem

en

t M

an

ag

er

Data

Base M

an

ag

er

Gra

ph

ic D

esig

ner

Tech

nic

al

Wri

ter

Tra

iner

QA

Man

ag

er

QA

Teste

r1

QA

Teste

r 2

QA

Teste

r 3

UA

T M

an

ag

er

UA

T T

este

r 1

UA

T T

este

r 2

UA

T T

este

r 3

Web

Dev

elo

per

IT Cam

paig

n M

an

ag

er

Cam

paig

n A

ssis

tan

t

Inte

rn

Cate

rer

Performance

Project Timeline/Schedule Adherence

Analysis/Requirements/Stakeholder Management

Budget Management

Transparency/Communication/Reporting

Change Control/Product/Performance improvements

Quality Assurance & Quality Control Activities

Documentation/Process Adherance

Organization and Execution

Overall Effectiveness

Behavior

Personal and Work attitude

Supportive/Team Spirit/Group Work

Leadership

Collaborative

Proactive/Provided Contributions

Problem Solving Skills

Ability to lead and/or work with/in teams

Additional Comments

Overall Performance Evaluation

Team Member Performance Evaluation - Cape Cod Chamber of Commerce Jobs Website


opinion and/or ideas. Team members will not spread any rumors about one another in the workplace as this behavior would be unethical and lead to conflicts among team members.

In order to handle any conflicts that occur during a project we will make use of conflict

resolution strategies and behave ethically by maintaining open and effective communication with our team members. We will be honest, transparent and compromise by showing tolerance for differing viewpoints. To manage all resources we will treat all parties fairly and with dignity

regardless of position or title and with professional courtesy. We will treat our contractors with the same level of professionalism and mutual respect that we give our team members. We will

respect all cultural differences of every individual. We will not make use of our power or position to influence others for our benefit. We will conduct all financial transactions with transparency and diligently seek out opportunities to maximize cost savings.

We will maintain a professional work environment by both engaging and encouraging others to

behave ethically according to the ethical standards and policies created for project managers. We will take responsibility for all our actions and not engage in any non-tolerating practice that harms the society in any manner. We will not discriminate against anyone while working within

an organization. We will be committed to preventing the wasteful use of natural resources and minimizing any hazardous impact of the development, production, use and disposal of any of its

products and services on the ecological environment. We will participate in the continuing education and development of professional skills and knowledge.


14. APPENDICES

14.1. Cost Variances

Project Management incurred an additional $424.00 for Project

Procurement at 88% completion.

Project Requirements incurred an additional $1,085.60 for 4 additional days

of work at 90% completion.

$0.00

$200.00

$400.00

$600.00

$800.00

$1,000.00

$1,200.00

Cost Variance

Cost variances in Project Management and Project Requirements. Variances

are due to the addition of Project Procurement and task 2.4 (Review

Requirements Documents) taking 4 days longer than originally estimated.

$0.00$50.00

$100.00$150.00$200.00$250.00$300.00$350.00$400.00$450.00$500.00

Pro

ject

Man

age

r

Tea

m M

emb

er

2

Bu

sin

ess

An

aly

st

Da

tab

ase

Man

age

r

Gra

ph

ic D

esi

gn

er

QA

Man

age

r

QA

Te

ster

3

UA

T T

est

er 2 IT

Inte

rn

Foo

d

Soci

al M

edia

Ad

s

Flye

rs

Cost Variance

5 resources incurred costs greater than originally estimated.

Project Procurement - $424.00 allocated to Procurement Manager Project Requirements - $220.00 allocated to Project Manager

- $209.00 allocated to Team Member 1

- $220.00 allocated to Team Member 2

- $436.60 allocated to Business Analyst


14.2. Schedule Variances

These 9 tasks should be fully completed by now but are running late. 1 task is 50% complete

while the other 8 have not started.

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