Sky High Donation TransportProject Charter

INFO 461 – Information

Systems Planning & Project

ManagementSection 001

Corey M. Cross

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Table of Contents

I.Assignment Description.......................................................3

II.Original Case Study Scenario and System Request..............3

III.Project Stakeholders...............................................................5

IV.Project Description...............................................................11

V.Measureable Organizational Value (MOV)........................16

VI.Project Scope........................................................................17

VII.Project Schedule Summary....................................................25

VIII.Project Budget Summary........................................................27

IX.Quality Issues.......................................................................28

X.Resources Required.............................................................29

XI.Assumptions and Risks.........................................................31

XII.Project Administration...........................................................32

XIII.Executive Summary and Recommendations..........................34

XIV.Acceptance and Approval.......................................................34

XV.References..............................................................................35

XVI.Glossary..................................................................................35

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XVII.Appendices...............................................................................36

Assignment DescriptionThe Husky Air Pilot Angels project was a great learning experience. All members of Team X-Men were an absolute pleasure to work with. Due to the demanding schedules of the team members, we communicated with high frequency through conference calls, group text messaging, emails, and in-person meetings when permissible. First, we would all read and understand the assignments before each meeting for efficiency, then create individual projects from the assignments. My main responsibilities were final spell and format checking, assignment submissions, Work Breakdown Structures, the Risk Management Plan and the Earned Value Analysis. Although we had individual core duties, we all took turns doing tasks as much as possible. Overall, this project was an insightful and enjoyable adventure with zero conflict.

Original Case Study Scenario and System RequestBackground

Husky Air opened for business in January 2008 when L. T. Scully and several other investors pooled their life savings and secured a rather large loan from a Chicago bank. Located at DeKalb Taylor Municipal Airport (DKB) in DeKalb, Illinois, Husky Air is a fixed base opera- tor (FBO) facility that offers a full range of services to the growing demands for business and private aviation. Currently, the company has 23 employees composed of pilots, mechanics, and office staff. As a FBO, Husky Air provides:

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Business jet, propjet, helicopter, and propeller aircraft charter Refueling Airframe, engine, propeller, and avionics maintenance Aircraft rental Flight instruction Pilot supplies

Although FBOs at other airports offer similar services, Husky Air has been receiving increased attention throughout the Midwest for its charter service, maintenance, and flight instruction.

Pilot Angels

In addition, Husky Air coordinates a charitable service called Pilot Angels. Working with hospitals, health-care agencies, and organ banks, Husky Air matches volunteer private pilots, willing to donate their time and aircraft, with needy people whose health-care problems require them to travel to receive diagnostic or treatment services. In addition, Pilot Angels also provides transportation for donor organs, supplies, and medical personnel. All flights are free of charge, and the costs are paid for by the volunteer pilots who use their own aircraft. The pilots who volunteer for the Pilot Angels program need no medical training and offer no medical assistance. The planes do not carry any medical equipment and do not have to accommodate any stretchers. Patients, however, must be medically stable and able to enter and exit the aircraft with little or no assistance. The Pilot Angels passengers typically travel to or from a hospital or clinic for diagnosis, surgery, or some other treatment. Travel companions, such as a relative, friend, or nurse, are common. Currently, a pool of pilot volunteers is kept in a file folder. If a hospital or person with a medical or financial hardship contacts Husky Air, the name of the traveler, the destination, dates/times, and the number of travel companions are requested. Because of limited weight restrictions in small aircraft, the weights of the passengers and their luggage are needed as well. After the initial information is provided, Husky Air contacts the volunteer pilots to determine their availability. Although a volunteer pilot may be willing and avail- able for a Pilot Angels flight, the plane may not have the range or weight-carrying requirements. This may be an inefficient use of time since many pilots may have to be contacted until a pilot and suitable plane can be found.

Project Deliverables

Husky Air would like to have a computer-based system to keep track of all its Pilot Angels volunteers. Basic information about the pilots may include their name, address, phone number, and so forth, as well as their total hours, certifications, and ratings. Moreover, specific information about a volunteer’s aircraft would be useful. Such information should include the type of plane, aircraft identification number (called the N number), whether single or multi-

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engine, and its capacity for carrying passengers and cargo. Some pilots own more than one plane. Husky Air also wants to know more about the people, hospitals, clinics, and organ banks that request the Pilot Angels service. In addition, they also would like basic information about the patients, their passengers, and specific needs to help match volunteers with the request for transport. Finally, Husky Air wants a list of all the Pilot Angels flights in order to recognize specific volunteers for their contributions. This would include:

The pilot who flew the flight The passengers onboard The plane that was used The total time of the flight The distance and destination of the flight The date and time of the flight The total fuel used

Project Stakeholders

Team Charter

Team Name: X-Men

Team Members: Corey CrossZachary KrigelmanHarry Kalra

Team Mission Statement

To work together productively and efficiently on all assignments and produce high quality results.

Team Core Values

Value Behavioral Example and counter Example (Please be specific)

Active Listening Listen to be engaged and to gain understanding, don’t listen as a means of finding an opening to get your point across.

Honesty If a member is tasked with certain research or a section to write up and given a date it needs to be done by, this task needs to be completed. I don’t expect someone to give a perfect final copy, but at least come in with a decent rough copy that can be added to and modified. If someone accepts a task they should get it done and not lie or forget that they accepted this

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task. Honesty is key, because to be an efficient and quality team we must trust one another.

Responsiveness Members of the team must be available to one another. This part can be most difficult for busy students, but it is necessary to have a team that can talk to one another in a timely manner and actually get work done.

Pride Pride can be a valuable tool for a team. You want team members that will put more the bare minimum of effort into their project. Members who will do that little bit extra to have a truly good outcome. A team with good pride will do their work not just for an okay grade, but will strive to have something of value by the time they are done working. A team without pride will merely skim through their task and seek to receive just a decent grade.

Respect Respect is key for good relations within any team. A respectful team member listens and considers the work and opinions of their teammates, shows up on time for meetings, and speaks to their peers in a mature fashion. A disrespectful teammate is inconsiderate, fails to listen, and shows up late for team gatherings.

Reliability Members of the team should all be trusted and counted on by one another. It is this trust that makes assignments less stressful as members can focus on their own individual duties. When everyone can count on one another, consolidating data becomes a relatively easy task. A non-reliable team can expect failures such as missed deadlines and incomplete assignments.

Strengths and Weaknesses

Team Member

Strengths Hot Buttons Reactions under stress

How you can help me when any hot buttons are

pushed

Corey Cross

Organizing events, written communication and problem solving

Missed deadlines

Complete tasks by any means possible

Express urgency when deadlines are fastly approaching

Harry Kalra

Technical experience

Showing up late and not calling

Limited attention span

Show up to meetings on time and if you cannot be there, then call and let us know

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Zachary Krigelman

Program platforms Missing meetings

Accelerated work speed, highly focused

Allow me to solve problems and delegate work as needed

Roles and Responsibilities

Name Roles and Responsibilities

Harry Kalra Analyst Gather requirements and analyze business needs

Corey Cross Project Manager Manage team members, develop the project plan, and be the primary point of contact when people outside the team have questions about the project

Zachary Krigelman

Database Admin Design and layout database structures.

Communication Matrix

Description Location Communication Medium

Day Time Frequency

Team Status Meeting

VCU In-Person/Conference Bridge line

TBD TBD Weekly

Adhoc Meetings

VCU Conference/Email TBD TBD As Needed

Team Communication Methods8 | P A G E

Communication Need Agreed Mode of Communication

Turnaround time (if applicable)

General Logistics & Coordination

After class discussion/email Within a day

Quick Question Text/email Within 30 minutes

Urgent Matter Phone call or text 30 minutes-1 hour

Personal Issue/Concern Email/text Within a day

Project Planning After class or meeting Within a day

Other Email/text Within a day

Team Conflict Methods for Resolving Disagreement

Acceptable Behavior (in face to face, phone and email situations)

Not Acceptable Behavior (in face to face, phone and email situations)

Communicate with team members respectfully

Interrupting the team member when he/she is speaking or dismissing their opinions

Following through with all work assigned Asking or intimidating another team member into doing their work

Process to be followed Accountability

Team Leader will meet with the offender to discuss the offense and discuss ramifications for their actions.

Offender should be made to apologize and acknowledge their offense

Team member should have courage to report a team member when they are not carrying their own weight, they should report this offense to the team leader.  First offense, the team lead should put the offender on probation.  Second offense removed from the team.

Team member should be made to not only complete their work, but also assist with the work of the offendee.

Rules and Expectations

Respect team members at all times Respect the opinions of others even when their opinions differ from your own

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Foster a team environment of inclusiveness and make sure each team member feels as though their contributions to the team are valued

We should not point fingers when we fall short. If one of us fall short in meeting a goal we all fall short and we should work together to get us back on track. We should work as a team at all times. Each success or failure will be reflected be the team as whole

Be honest with positive feedback The conclusion to each meeting should end with a ‘next steps’ item. This will help us to

understand the next steps that we should take or identify an item that we need to follow-up on for our next meeting

All team members should contribute. The team should listen to all ideas, this will help to foster a more creative team environment

Code of Ethics

Notify the team if you are going to be late or if you are unable to attend a scheduled meeting. Many of us have jobs and this will happen on occasion, however we need to make sure all team members are notified if other team members are unable to attend a meeting.

Respect all team members Pull your own weight, don’t let other team members do the work that you were assigned and

you contribute nothing. Take responsibility.

Short Biographies

Zachary Krigelman - I am currently earning a Bachelor’s of Science in Information Systems at VCU, while also working full time as a Warehouse Supervisor at RNDC. I have spent many years in warehousing and believe that I will likely be seeking an IT position within this environment. I currently am working on developing an Oracle based inventory system that coordinates with our legacy systems including sales, warehouse activities, personnel labor management and HR. I am highly driven to success and don’t often accept failures well. I never fully appreciated school until turning to college. In my life I have learned mostly through self-instruction prior to attending VCU, earning my Associates of Science in Networking and Business Administration through online education forums. After graduating next spring, I plan on taking time off to embrace the information I’ve learned and use it more in the field before continuing on to earn my MBA and a Master’s of Science in Information Systems.

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Harry Kalra - I work at Bell Techlogix as a desktop support analyst. I will be graduating from VCU in December and would like to go into programming.

Corey Cross - I’m a full time student at Virginia Commonwealth University seeking a Bachelor of Science degree in Information Systems with an expected graduation date of December 2017. I’m also a full time employee for The Results Companies formerly known as TLK Group. I moved up fast going from telephones sales, to order entry, to team lead, and finally, the IT department as a billing systems credentials administrator and data analyst. While in order entry, I was assigned a special project and management discovered my ability to write complex formulas in Microsoft Excel. That’s how I ended up being promoted to the IT department before finishing my degree. I have a love for technology and a great work ethic. Although I love school and I’m very proud of my accomplishments thus far, I am ready to graduate. Moving forward, I plan to go to graduate school and get my Master’s degree at a slower part time pace.

Electronic Signatures

Zachary Krigelman

Corey Cross

Harry Kalra

*By submission of this document, we conclude that all team members agree and have signed electronically.

Contact Information

Name Email Phone# (s) – Work/Home or Cell

Corey Cross crosscm2@vcu.edu Cell: (804) 398-3593

Zachary Krigelman krigelmanz@vcu.edu Cell: (804) 912-3130

Harry Kalra Kalrah2@vcu.edu Cell: (804) 304-3656

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Project Description

Husky Air operates a volunteer based program that provides the services of transporting medical items or patients between locations. This service, while only providing minimal income, generates a wide range of contacts for the organization to network with, and generates large amounts of publicity. The patients who are flown to different hospitals in the area, are often unable to provide payment for the transportation services provided. Therefore, these services often lead to charitable donations that help support the company, such as additional volunteers.

At this time, Husky Air’s database of pilots and aircraft are disorganized. Often times when a request comes in for transport, the office staff at Husky Air spends the majority of the available time making multiple calls to locate a volunteer pilot that is available. Oftentimes, the end result being is a pilot who doesn’t have a plane that is capable of meeting one or more of the requirements. This lack of organization causes Husky Air to lose many volunteer opportunities and paid contract services such as organ transport services.

Husky Air needs a network that will enable them to determine which pilots and planes are available for use that meet the customer’s request. Locating pilots on standby often requires many phone calls and a large quantity of time for the office staff. This system will allow for the Husky Air team to do more, be faster, be better and limit costs for the organization. Team X-Men will develop an information system for Husky Air that will allow their users to input the requirements for the specified flights and return a list of available pilots who meet the specifications. Such requirements include but are not limited to: pilot availability, plane engine size, weight restrictions, flight range, etc. The system will also generate reports as needed that will display flight information and volunteer information in order to recognize contribution levels.

Update:

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6/8/16: Husky Air received an offer for donation from a very enthusiastic parent of a previous rider. The promised donation will cover either 50% of all costs for the project, or $150,000, whichever is greater.

Learning Cycles

What we know What we think we know What we don’t know

Husky Air has activities which it uses for its financial income

The requirements to set up a charitable flight

The quantity and types of available resources such as planes and volunteers

The medical charter service is primarily for charity

The method of ordering volunteer contributions

The managerial processes for the charitable side of the organization

Information types collected about planes, pilots and hospitals

Who is covering the costs for the charitable flights

Action Plan

Who? Does what? By when?

Harry LC&AP Meeting, Project Resources and Costs 6/3/16 8:00PM

Corey LC&AP Meeting, Compensation Contract 6/3/16 8:00PM

Zach LC&AP Meeting, Measured Organizational Value 6/3/16 8:00PM

Metric

With customers as the primary focus, the new system will establish a good reputation for Husky Air and increase the number of patients served by 30% over 1 year.  For increased, efficient and

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effective service, we propose that Husky Air initially increase the number of volunteer pilots by 15%.  This decision is based on Husky Air’s current medical transport customer base and should continue to grow as that customer base grows.  

Time Frame

With more pilots, patients will immediately benefit from decreased response times.  Response times will be reduced by approximately 3 hours for all medical transportation service requests. The new framework will address scheduling requirements by reducing associated expenses by 25% within one year.  The time and human resources needed for scheduling will be dramatically reduced by 65%.  This alone will absorb up to 70% of the project expense over the first year, creating a breakeven point at fifteen months.  Overall, this system will give Sky High the ability to increase customer satisfaction and increase its market share by an estimated 15% in the next year.

Summary

Husky Air will be able to improve its operations by reducing scheduling time and accuracy.  The primary value of Husky Air’s new flight tracking system will be to increase the number of patients served.  Husky Air will have the capability to exact-match customer requests and coordinate flights more effectively, thus reducing flight times and delays in transportation as well as missed opportunities to service their customers.  Consequently, scheduling costs and scheduling errors will be dramatically reduced.  The salary costs of associated personnel can then be reduced or deleted and replaced with voluntary staff.  Husky Air will be able track and generate reports of pilot data, plane information, customer and service information.  Husky Air will have a better operational handle on its business allowing for a significant increase in customer service and satisfaction.

Alternatives

A. Continue to use the current system and do nothing.B. Use a packaged software.  Team X-Men proposes the following solution: Flight Schedule

Pro. The Flight Schedule Pro meets all the requirements set forth by Husky Air.C. Build a custom system using different tools. The system will be built down to the spec the

way Husky Air likes it.

About Flight Schedule Pro

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Flight Schedule Pro is an integrated suite with the following features: Online Aircraft Scheduling, Pilot Currency Tracking, Aircraft Maintenance, and Dispatching/Flight Recording,. The pricing is based on the number of aircrafts, flight instructors, and simulators: 1 for $19 month, up to 10 for $49 per month, up to 30 for $74 per month and up to 50 for $149 per month. You can learn more about Flight Schedule Pro at http://www.flightschedulepro.com/ .

Total Cost of Ownership

There is a cost that is associated with every alternative.  If Husky Air selects alternative 1, the cost will be low.  We estimate that the costs are at $400.00 per month If Husky Air selects alternative 2, the cost will rise.  Husky Air will also need to purchase three workstations that will be networked to a server.  The workstation that we propose is the Dell Inspiron 24 7000 Series for $999.00 for a total of $2997. The server that we recommend is the PowerEdge T119 II Tower Server for $799.00. Dell recommends the ProSupport Plus 3 year plan incase anything happens to the server. The cost will be $257.00. We also estimate that it will cost $500 to train employees to use the workstations and the server. If Husky Air selects alternative 3, they will still need to purchase the three workstations and the server. For alternative 3, there will be an added cost for software developers at $20,000.

Total Benefits of Ownership

After looking at the total cost of ownership, we can see that Husky Air will benefit if they select option B. Their costs will be lower than if they decide to build their own system. In addition to the financial benefits of ownership, the fringe benefits that the system offers with slight modification will dramatically reduce the work required of the volunteer pilots to provide these charitable donations. Small additions such as providing access through a mobile application will help retain volunteers and make the addition and training of new volunteers an easier success.

Here is the summary of the costs:

Alternative A Alternative B Alternative C

Direct Costs

Required Software $3,000.00

Required Hardware $3,796.00 $3,796.00

Ongoing Costs-Monthly

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Supplies $400.00 $400.00 $400.00

Maintenance $257.00 $257.00

Training $500.00 $500.00

Indirect Costs

Developers $20,000.00

Total Cost $400.00 $7,953.00 $24,953.00

Recommendation

If Husky Air keeps using its current system, they will not be able to run their business effectively and will spend more time than needed to manage their business. This will cause a reduction in clients. We recommend that Husky Air go with Alternative B and purchase a software package. This will save them time which will also save them money in the future. A software package is the best solution as it has all the features that Husky Air needs. We can build a custom system for Husky Air, however we feel that it would be unnecessary as Husky Air does not have any requirements that the software package will not do.

Learning Cycle Iteration

The X-Men team has done 3 total assignments. In doing those assignments, we have finished the work that was assigned to us in a timely manner. We have followed the team charter in doing those assignments. The only thing we would change is the in-person meeting time. We meet during class and discuss the assignments but I don’t think we need to meet in person as we can email and text each other. The only time we will need to meet in person is if any issue arises. Overall, we get along great and don’t expect any issues.

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Measureable Organization Value (MOV)

The organization is already successfully bringing in the funds to support their operation, but can’t afford to scale with self-advertising, so their main need is public relations. As such, their primary focus is on building customer base and establishing new relationships, a strategic focus. Their current charitable program is very disorganized, creating a loss of customer faith in their service. Being a reliable service that meets the goal of being able to fulfill 90% or more of requested projects, and completing those projects on time with 100% accuracy, will increase customer satisfaction, and the likeliness of future paid contracts. Husky Air isn’t currently very well known by the public. They do have a small network through hospitals and medical distributors, but these networks provide minimal recognition outside of services requested. Creating a better social presence will generate additional revenue once the publicity is available. This increased social presence will also lead to additional volunteer pilots.

With customers as the primary focus for this new project, the new system will establish a good reputation for Husky Air and increase the number of patients served by 30% over the first year. For increased, efficient and effective service, we propose that Husky Air initially increase the number of volunteer pilots by 15%. This decision is based on Husky Air’s current medical transport customer base and should continue to grow as that customer base grows.

With more pilots, patients will immediately benefit from decreased response times. Response times will be reduced by approximately 3 hours for all medical transportation service requests. The new framework will address scheduling requirements by reducing associated expenses by 25% within one year. The time and human resources needed for scheduling will be dramatically reduced by 65%. This alone will absorb up to 70% of the project expense over the first year, creating a breakeven point at fifteen months. Overall, this system will give Sky High the ability to increase customer satisfaction and increase its market share by an estimated 15% in the next year.

MOV Summary17 | P A G E

The primary focus of the project is on the customer and developing stronger public relations, a strategic focus. This project will decrease the turnaround timeframe of the charitable charters from six hours to thirty minutes within the next six months. Additionally, all other medical transport service requests (paid flights) will be reduced by approximately three hours within the same six-month timeframe. Due to these changes in scheduling times, costs associated with scheduling will be reduced by 25% over the first year and time and human resources will decrease by 65%. Market share is expected to increase by 15% and customer service approval ratings will make dramatic leaps.

Project Scope

Use Case Diagram

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Deliverable Structure Chart

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Work Breakdown Structure

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Scope Change Process

1. Scope change requests are filled out completely and turned in to the Project Manager.2. Request is then entered into the Scope Change Log for tracking initiation.3. Ensure that the business value to the project is well defined. The sponsor will need this

information to make a final decision.4. The project manager will take the scope change request, alternatives, business value and

project impact to the sponsor for a resolution.5. Resolution and course of action are then recorded on the Scope Change Request Form.6. Resolution and course of action are then briefly noted on the Scope Change Log. (If the

Sponsor does not agree and the change request is not approved, then the request should be closed as 'not approved' on the scope change request form and the scope change request log)

7. If the scope change request is approved, the approved course of action is added to the project to ensure the change is implemented. The project plan and budget should also be updated, if necessary.

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Scope Change Request Form

Project Name Sky High Donation Transport

Project Manager Organization

Requested by Organization

Submitted by Date Requested

Evaluated by Date Evaluated

Decided by Date Decided

Change Request Identification (Provided by the project manager)

Change Request # Number entered by project manager

Change Title Enter a brief descriptive title for the change request

Change Request Details (Provided by the requestor)

Description Provide a detailed description of the change being requested.

Justification Provide a business case for the change, including the impact of not implementing it.

Cause Note anything that could be helpful to understanding the cause of this change.

Priority high, medium, low.

Evaluation (Provided by the evaluation team) Include as appropriate:

Scope Discuss impacts on project scope.

Schedule Discuss impacts on project schedule.

Cost Discuss impacts on the project budget. Include a detailed cost analysis.

Quality Discuss impacts on the project’s quality objectives and how the change affects quality assurance and control activities.

Risk Describe any new risks introduced by this change.

Project management Discuss the impact this change has on the project.

Alternatives and recommendation

Describe compelling alternatives to this change.

Implementation Options (Provided by the project manager)

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Decision/Rationale: (Project Sponsor and/or Project Manager )

(Approved, Denied, Placed on Hold)

Describe the rationale for the decision and who was involved.

If Approved

Change Request Decision Signatures

Project Manager

_______________________________________________________ __________________________

(Signature) (Date)

Project Sponsor

_______________________________________________________ __________________________

(Signature) (Date)

Scope Change Log

Scope Chg #

Scope Change Description

Priority

(M/H/L)

Date Reported

Requested By

Assigned To

Date Resolved

Status Resolution/Comments

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Project Schedule Summary

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Project Budget Summary

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Quality Issues

Quality Management Plan

During development, the team will process multiple iterations of quality checks. Developing a quality system before implementation is a high-priority for our team, and is key for the change management plan. The reduction of compromising issues prior to implementation smooths the changeover to the new system. Each iteration of quality check adds a small amount of time to the project, but these time frames are built into the work breakdown structure. The time required to fix issues that may have been missed without the checks would have had a far greater impact on the project’s time and cost that weren’t originally in the budget. To maintain the focus on meeting the triple constraints and provide the highest level of quality as possible is the first priority of the team.

Type Metric Description

Process Documentation Defect The documentation is in place with specific instructions

  Defect of Communication

How many people are receiving the communication in a timely manner

Product Implementation Quality Is the new system doing what it is required

  Stability/Performance The new system does not have any bugs and does not crash

Project Risk Management The number of risks that were not detected in time

  Time to Market How long did it take to complete the project compared to the schedule

Verification and Validation

Verification focuses on the process-related activities of the project to ensure that the product or deliverable meets its specified requirements before final testing of the system begins. In this step, we will evaluate and review all the requirements, review the schedule and budget, and go over the deliverables to make sure the system has the specs and performs the way we want it to.

Validation is a product-orientated activity that attempts to determine if the system of project deliverable meets the customer or client’s expectations and ensures that the system performs as specified. In this step, we will have a company come in and test the system to see how the system performs. This will give us unbiased results as the company will not have anything stake in the system. We will confirm that all the goals that have been outlined have been met.

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Resources Required

Project Resources

People:

● Software Programmer-code the system (6 month extendable contract● Network Administrator-set up a network for the office (6 month extendable contract)

Technology:

● 3 workstation● 1 server

Facilities:

● Office Space (6 month lease) Other:

● Training for employees (1 month training)

Resource Compensation

People

Software Programmer $36,000-6 month salary

Network Administrator $27,500-6 month salary

Technology

3 workstations $2997.00

Server $799.00

Server Support Plan $257.00

Facilities

Office Lease $3500 per month-6 month term

Other

Employee Training $500.00

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Compensation Contract

In alignment with our efforts to be transparent and honest with our clients, Team X-Men has chosen a fixed-price contract for the Sky High Donation Transport project. This project has great user-involvement, enthusiasm, good management support and a very clear order of requirements. Most performance uncertainties can be identified and reasonable costs can be estimated and negotiated. Our total evaluation of this project has determined a low-to-moderate risk involved. Therefore, Team X-Men will take full responsibility for all costs and resulting profit or loss. We believe that this will provide a maximum incentive for us to control costs and perform effectively, while imposing a minimum administrative burden upon us as well as our client.

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Assumptions and Risks

Risk Analysis Report

RISK OWNER STRATEGYUnexpected changes in the project with more tasks and out of budget costs

Project Manager Monitor the progress of the project to make sure nothing expected comes up and if it does, the project manager needs to get it back on track

Lack of User/Management Involvement

Project Manager Try to have weekly status meetings with the Husky Air Management Team and get their feedback and incorporate it into the project if necessary

Security Vulnerability Network Admin Make sure the company data is protecting and no one can gain access through the firewalls

Behind Schedule Project Manager Make sure to create a schedule at the beginning of the project and have the deliverables listed and try to follow the schedule closely

Programming Errors Programmer Minimize coding errors by ordering tasks. Communicate and collaborate with team members on programming issues and bugs.

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Project Administration

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Earned Value Analysis

Actual Performance to Baseline Plan

Earned Value Metrics Value Analysis

Budget At Completion (BAC) 14040 N/A

Planned Value (PV) 14040 N/A

Actual Cost (AC) 9954 N/A

Earned Value (EV) 9954 N/A

Schedule Variance (SV) -3046 This project is behind schedule

Cost Variance (CV) 0 This project is still on budget

Schedule Performance Index (SPI) 0.77The team at Bug Busters is not using the planned schedule well and the project has fallen behind schedule

Cost Performance Index (CPI) 1The project resources are consuming the budget very well and this project is still on budget.

Projected Performance Based on Actual Performance

Earned Value Metrics Value Analysis

Estimate at Completion (EAC) 14040

If the current CPI continues then this project will come in on budget.

Estimate to Complete (ETC) 4086

Variance at Completion (VAC) 0

To Complete Performance Index (TCPI) 1

Recommendation & Solution

This testing project still has the potential to be completed on time. This can be accomplished with fast-tracking and scaling back some of the requirements. For instance, the business review and identifying components that do not meet specifications can be run parallel and scaled back to 2 days total. Retesting and verifications can also be run partially parallel while scaling back to 3 days. This project is running right on the target with its budget and implementing these changes should have zero to minimal impact.

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Executive Summary and Recommendations

The Husky Air Pilot Angels project has gained positive momentum since its inception. Implementation of a new system was deemed feasible upon completion of a feasibility analysis. Current workflow processes were studied to gain the most familiarity with problems and secure insight on potential solutions. A use case diagram has been completed to show who would be interacting with the system. Learning cycles were fostered to make the team experience more efficient and effective and a Scope Management Plan was developed to control scope creep. Schedule, budget, risk, earned value and quality, were strenuously evaluated during the planning phase. The clearly defined Measurable Organizational Value (MOV) continues to be the backbone of purpose for this project.

We are in the design phase with testing scheduled to begin in 14 days. Multiple test plans should be developed to help manage change during the early phases of implementation. Internal training will need to be employed to improve effectiveness and productivity during the early transition periods. White box and black box testing should be completed as well.

Given the size of the company, direct conversion is the recommended implementation strategy. It would be the easiest and most cost effective way to deploy the new system. There will be a learning curve that may affect efficiency during peak hours of operation for an estimated maximum of two weeks. Given the great culture of the workplace, good work ethics of the employees, and positive eagerness of Husky Air’s employees and volunteers, the impact of the learning curve should be very minimal. Lastly all change management activities including initial debugging should be done before the new system is turned over to the operations for maintenance.

Acceptance and Approval

Project Manager

_______________________________________________________ __________________________

(Signature) (Date)

Project Sponsor

_______________________________________________________ __________________________

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References

Marchewka, Jack T. (4/23/2015). Information Systems Planning & Project Management, Custom eBook for Virginia Commonwealth University, 1st Edition. [VitalSource Bookshelf Online]. Retrieved from https://bookshelf.vitalsource.com/#/books/9781119161318/

Glossary

Critical Path: the chain of linked dependent project tasks in a project network diagram that has the longest required completion time. The end date of a project is dictated by the tasks that make up this critical chain of tasks. Any change to the time required to complete a task on the critical chain will impact the overall completion date of the project.

Deliverable: any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project milestone.

Gantt Chart: a popular type of bar diagram that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. The tasks and milestones in the Gantt chart are taken from the work breakdown structure of the project. Some Gantt charts also show the dependency relationships between activities and can be used to show the current schedule status of a project.

Measurable Organization Value (MOV) is the projects overall goal and measure of success. In the IT field it must align with the organization's objective, mission, and goals.

Milestone: a scheduled event signifying the completion of a major deliverable or a set of related deliverables. Typically, the project will be divided into five to ten major milestones. Each milestone has a deliverable and a completion date associated with it, and has acceptance criteria in the description of a deliverable.

Project Charter: a statement of the scope, objectives, and participants in a project.

Stakeholder: any person or group that is affected by the execution and success or failure of a project. This includes team members, resource owners, end users, and operational owners of the project outcomes. A project's sponsor is the most important stakeholder.

Work Breakdown Structure (WBS): a project management tool used to divide the total project scope into manageable pieces of work. It is typically presented as an outline or a tree diagram. The higher levels of a WBS describe deliverables and planned outcomes, and the lowest level of the WBS describe the tasks required to complete the deliverables and outcomes. The work breakdown structure is used to create the work schedule.

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Appendices

Microsoft Project Tutorial I

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Microsoft Project Tutorial II

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Microsoft Project Tutorial III

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