12/6/2015

Husky Air: Pilot Angels

Tobi Oluwo

Project Stakeholders

Team Name: Skynet

Team Leader: Amira Nelson

Team Members

Name Team Role Email Phone Number

Amira Nelson Team Lead nelsonan3@vcu.edu (703) 447-0855

Iman Nur Peace Keeper/ Harmonizer nuri@vcu.edu (571) 228-5581

Tobi Oluwo Technical Support oluwooa@vcu.edu (571) 354-3685

Ashley Saunders Editor saundersaj2@vcu.edu (434) 770-4119

Allison Seol Technical Support seola@vcu.edu (703) 531-9581

Biography

Amira Nelson: I am from Woodbridge, VA. I am currently a senior at VCU, studying Business Information Systems. This past summer I worked for Deloitte Consulting doing IT client engagement work. I gained not only technical skills but professional/ client facing skills as well. After graduation, I plan to continue working at Deloitte Consulting in Northern Virginia. I enjoy spending time with my family, traveling the globe and trying new food! Last semester I studied in Barcelona, Spain and was able to travel to 10 countries.

Iman Nur:

I was born and raised in Alexandria, VA. I’m currently a senior majoring in Information Systems. When I'm not at school, I’m usually at my internship with WestRock (formally MWV). I've been working at WestRock as a Global Business Services, Service Delivery intern since February. The highlight of my college career has been studying abroad with Semester at Sea in Spring 2014, where I learned about business in a global context. Post-graduation, I would love to move to a new city and work in the Information Systems field or Social Media Marketing. When

I’m not at school or my internship, I’m usually hanging out with my friends and family or planning a trip somewhere.

Tobi Oluwo: I don’t really have a home base. I’m from all over the world; London, Nigeria and Woodbridge and Virginia because I always moved around when I was younger. I’m a senior majoring in Information Systems. I interned at Mapcom Systems as a Support/Production intern and I worked with clients to troubleshoot problems and develop new fixes for the special telecommunications software we provided. I’m also a photographer and music producer in my free time.

Ashley Saunders: I am from the small town of Chatham, Virginia, which is located in South Central Virginia. I am a senior here at VCU, majoring in Information Systems, with a certificate in Product Innovation through the VCU daVinci Center. I have been an intern at Dominion Resources for two summers and throughout the academic year, and I have been a Business Systems Analyst Intern and a Testing Analyst Intern. Upon graduation, I hope to be a Business Systems Analyst and advance to Project Manager. In my free time, I enjoy spending time and having fun with friends and family, traveling, and finding new things to do around the city, from restaurants to museums.

Allison Seol: I am from Annandale, VA, but I recently moved to Falls Church, VA. I am a senior at VCU majoring in Information Systems. Over the summer and now, I am an intern for Booz Allen Hamilton. Since I wanted to learn more about cyber security, I got to work with the Cyber Incident Response Team, Malware Team, and Digital Forensics Team. From this internship, I discovered that within cyber security, I want to specifically focus in computer forensics. After I graduate, I will be working at this company as a Digital Forensics Analyst. Hopefully, my plan, for now, is to either stay in the Washington DC area or move to California. When I am not working, I like to spend time with my family/friends, exercise at the gym, and watch Netflix/YouTube.

Strengths

Amira: My strengths come from the internship experience I’ve had the opportunity to be apart of. I’ve had three internships in my college career, two of which have been in the IT field.  I have gained experience with communicating in a professional environment, honed soft skills, to include PowerPoint and email, as well as being exposed to more technical skills to solve business solutions. I believe the greatest thing I have learned are my communication skills, verbal as well as written communication. I am organized and find that it is easy for me to stay on top of tasks. I

have experience working with Microsoft Visio, Microsoft Project, Microsoft SharePoint, Microsoft Visual Studio, Microsoft Office Suite, HTML5, C#, and Java.

Iman: Some of my strengths are that I’m organized, punctual and have strong communication skills. As a student and intern I've learned the importance of organization and time management, and both skills help me complete assignments on time. Punctuality is also really important to me, as I strive to always fulfill my obligations on time. I believe the most important skill to have as a team member is communication. As a team member, I’ll strive to communicate with everyone by responding to messages and calls in a timely manner.

Tobi: I’m all about teamwork and having a community based mindset when it comes to working on projects because everyone is supposed to grow and become better together. I really focus on doing things according to detail. I have great technical skills and personal skills for communicating concerns effectively.

Ashley: I have IT work experience and I am able to apply those lessons learned in the workplace to projects that I am assigned in the classroom setting.  I am self-motivated, I have good communication skills, and I am organized. In everyday life, I tend to look at things with a positive outlook, and I am always encouraging those around me to do the same, and to perform to the best of their ability to ensure they get the results they are capable of. Additionally, after the initial adjustment of a new software package, I am capable of completing required tasks efficiently. I am familiar with Microsoft Office Suite, Microsoft Visio, Microsoft Visual Studio, Microsoft SharePoint, and HP’s Application LifeCycle Management (Quality Center)

Allison: Some of my top strengths are that I am passionate, curious, and hard working. These three strengths came from my diverse job background. At first, I was a Biology Pre-medicine major, and I used to work at a couple of restaurants as a server. When I switched to Information Systems, I was extremely happy to get my first IT job very fast with no technical background. After this job, I got to work at another company as an IT position, and finally, I took on my first internship. From the IT field, I want to challenge myself to find the best solution to a problem. Because of my diverse job background, the most important fact I learned is to always stay curious because you can never stop learning since technology always changes each day. I have developed technical skills by working with Microsoft Office Suite, Microsoft Visio, Microsoft Access, malware tools, and forensic tools.

Weaknesses

Amira: I have a busy life like every college student, but when tasks come up I am unable to say “No” to others leading to a lot on my plate at one time. I am big with communicating concerns and feedback from the group, so it can be frustrating when there is a lack of communication among the group. To improve these I will take time to organize and plan time for the group needs and manage my schedule, I will be up front with communication and needs from my group and try not to take on too many tasks at one time.

Iman: A challenge that I have this semester is my busy schedule because I’m taking 18 credits, interning 20 hours a week, and participating in student organizations. I’ll try my best to prioritize my work and keep track of assignments by using my organization and communication skills.

Tobi: I work on different projects during the week such as photography, DJ mixes, and school assignments, and this may keep me very occupied. However, I can be as flexible as needed when it comes to projects for this class.

Ashley: I will become busy with work and assignments from other classes. I will strengthen my time management skills by planning out my weeks and working using a schedule. I will also be understanding of how my peers complete assignments and communicate my differences and being more open and available at times and contribute with my team.

Allison: My biggest weakness of all is time management and being overstressed. I tend to procrastinate to the extreme, but no matter what, I will always submit my tasks before or on the deadline. Since stress is in my nature, I push myself, but I tend to push myself too hard. Thus, there are some days where I have no motivation or productivity at all. In order to improve these weaknesses, I will try to manage my time better and not procrastinate for the other group members because I think it will be selfish and unfair of me to bring stress upon them. I will try to accommodate my schedule with my other group members’ schedules. Also, I am always on my feet when it comes to communication.

Roles and Responsibilities

Amira: I will stand as the team lead. I will be responsible for booking rooms for meeting times, delegating responsibilities for each assignment, verifying all assignments are completed to reflect the criteria and grading rubric. I will also help make sure that each team member completes tasks on time, and I am responsible for submission of the final version of each assignment. If we need to contact the professor concerning an assignment, I will take charge of reaching out for help.

Iman: I’ll play the role of the peacekeeper/harmonizer. My main goal is to keep the peace within the group and make sure all team members are participating and getting along. I will also ensure that each team member is fulfilling their role. When an issue occurs I will make sure it is addressed before we move on to another task. I will use my conflict management skills to make sure the group is working together through conflicts that may arise. As the peacemaker I’ll be encouraging and positive. If a conflict does arise which hinders the group/assignment I will talk to the group member having the issue and if necessary make an appointment with the professor. Discussing the issue with the professor will only occur after I have talked to all group members.

Tobi: I’ll be helping out with any technically related tasks along with Allison to ensure all projects meet the highest expectations.

Ashley: I will be responsible for taking notes on what is said for critiques, and for editing all of the assignments prior to submission. I will also ensure all edits have been implemented into the assignment, in efforts to assure the group as a whole addresses each requirement in the rubric for each assignments.

Allison: I will stand as the technical support. I will be responsible for guaranteeing that Microsoft Project, PowerPoint, and Word will be securely structured and fully operational, in order to utilize our time efficiently. Also, I will try ensuring that the project meets the desired technical quality standards by developing a strategic plan. For the entire group, I will try to provide technical guidance, so that our operations can run smoothly.

Agreed Meeting Times

As a team we agree to meet Tuesday and Thursday at 2:00PM. If needed, we will make additional time as we see fit. We will meet in Snead Hall or the Library in these selected times and Amira Nelson is responsible for reserving rooms when needed. For collaboration outside of our meeting time, we will use Google Docs and save our assignments on Google Drive.

Team Rules/Expectations

Dedicate your time to the approved meeting time, coming prepared to work in efforts to minimize time for each meeting.

All team members are required to effectively communicate with one another and as a team member we must be open to the communications we receive.

If one is not able to attend a meeting, he or she is responsible for informing the group ahead of time, and will be responsible for completing work that is required for the assignment.  

We will strive to submit all work prior to the deadline, and will not wait until the last day to collaborate and obtain assigned portions of the assignment. If a team member continuously waits until the “last day” to submit assigned portions, we will have a team discussion about the issue. If problem is not resolved we will bring the professor to help mitigate the issue.

Each team member is required to put in equal effort and will be held responsible for contributing to each assignment. If, for some reason, a team member is not able to complete any work for an assignment, he or she must inform the team immediately.

If a team member is unsure of the requirements for an assigned project, he or she is responsible for consulting with team members or contacting the professor to gain clarity.

If a team member misses meetings consecutively, they will not receive full participation credit for that given assignment.

If a team member fails to contribute equally, they will be confronted on the issue and subsequently receive a bad review for that assignment.

All team members must agree to disagree, everyone won’t always have the same opinion realizing that and trying to resolve conflicts in a mature manner.

Code of Ethics

Be a team player, don’t be afraid asking for help if you need assistance. Do your best, don’t slack off on the assignment. Go to class, not only to learn but to associate with other group members on the current

project Be honest about the work you submit do not plagiarize. If in depth help is needed ask the

professor. When delivering a work for the client, it will be of high quality (no half done work,

answer all questions, fully complete the deliverable). Items will be delivered on time, early is better. As a team we are flexible to change based on user needs and manage time accordingly.  

Signatures

Amira NelsonAmira Nelson

Iman NurIman Nur

Tobi Oluwo

Tobi Oluwo

Ashley SaundersAshley Saunders

Allison SeolAllison Seol

Executive Summary

Pilot Angles, which is a charitable service that Husky Air coordinates, is interested in implementing a new system to accurately and efficiently record volunteer and aircraft information. This will help Pilot Angels match volunteers and aircrafts to the client based on their individual needs. This will also allow Pilot Angels to recognize volunteers for their contributions. To complete this, Pilot Angles will need to implement a new reporting system and enhance how information is obtained from clients.     By implementing a new reporting system, Pilot Angels will increase its efficiency by 75% due to the elimination of individually contacting each pilot in its scheduling process. Developing this new system will also allow Husky Air to monitor Pilot Angels clients, volunteers, and aircraft specification.     There are three alternatives included in the project; first option is to do nothing, the other is purchasing a software package and the last option is to build a custom system. Even though the first alternative would be the cheapest, it would provide no benefits because sticking with a manual paper-based system will not increase efficiency or development, which could possibly lead Husky Air to go out of business since a plethora of businesses are transitioning to information systems now. For the second alternative, purchasing a third party software package, FlightOffice, will help Husky Air improve their number of operations, like awareness, efficiency, accuracy, and customer service. In addition, this customizable, web-based system is the most cost and time efficient, but more importantly, it satisfies all of the requirements for Husky Air. Although it requires a monthly subscription fee, we can compensate that fee by increasing the prices of aircraft rentals. Also, since it has the highest risk score, this implies that it has lower levels of risk. Lastly, the third alternative of building a custom system also offers similar benefits as the second alternative, but it is more expensive and riskier. Thus, Alternative 2 would be the best choice for Husky Air because it promotes the lowest levels of risk, increases the company's value and efficiency, and satisfies all of the requirements for a powerful computer-based system.

Project Description

Husky Air is a private aviation business that began operations in 2008 and is located at DeKalb Taylor Municipal Airport in DeKalb, IL. Their aviation business is a fixed base operator facility with 23 employees composed of pilots, mechanics, and office staff. The company offers a wide variety of services. Services include aircraft charter, refueling, aircraft maintenance, aircraft rental, flight instruction, and pilot supplies. Husky Air has received attention throughout the Midwest for its charter service, maintenance, and flight instruction.

Husky Air operates a charitable service called Pilot Angels. Volunteer private pilots who are willing to donate their time and aircraft are matched with people who are seeking medical attention and are required to travel in order to receive diagnostic or treatment services. In addition, Pilot Angels provides transportation for donor organs, supplies, and medical personnel. While the services are free for patients, the volunteer pilots are responsible for costs and utilizing their own aircraft. The pilots are not required to have medical training, and the aircraft is not equipped with medical equipment and does not accommodate stretchers. In order to utilize the Pilot Angels services, patients must be medically stable and require minimal help entering and exiting the aircraft.

          Currently, Husky Air keeps track of all of their volunteers through a paper file folder. When an individual or hospital contacts Husky Air requesting services, Husky Air records, the name of the traveler, the destination, and the number of travel companions. After the information is collected, Husky Air contacts volunteers to determine availability.

           Husky Air wants to hire a consulting team, SkyNet, to create a computer-based system to manage their Pilot Angel volunteers. Our goal is to create a system that stores all information about volunteers, their aircrafts, patients, and hospital requests. This system will help make the Pilot Angels more efficient by keeping track of available pilots and aircraft logistics. To develop this system, there are base costs that should be included such as the costs of the servers, laptops, workstations, software, etc. Based on the recommended 12- month time span to complete this project, there are 3 contract options that Husky Air should consider.

Measurable Organizational Value (MOV)

Desired Area of ImpactIt is important for Husky Air to improve their organizational structure by developing

more efficient and effective processes for data input and management. This will also have an effect on the social structure of Husky Air by allowing for a dissemination of knowledge for all active Husky Air employees and for Pilot Angels volunteers.

Desired Value of the IT Project Husky Air is concerned with having the ability to create a computer-based system that

will accurately keep records of all of its Pilot Angels data. They intend to keep basic data and specific data about volunteers so that they will be able to recognize volunteers for their service. Basic data will include components such as the volunteer’s name, address, certifications, ratings, and total hours. Specific data will be made up of information about a volunteer’s aircraft such as the type of plane, the aircraft identification number, whether the aircraft is single or multi-engine, and the aircraft’s capacity for carrying passengers and cargo. Husky Air will also know more about the individuals, hospitals, and organ banks that are involved with Pilot Angels’ services.

The implementation of this information will provide value to both Husky Air and the Pilot Angels program because it will increase information reliability and availability by presenting information more efficiently. All information will be held in a database as opposed to a file folder, which will eliminate the inefficiency of contacting each individual volunteer to obtain his or her personal information and aircraft capabilities and limitations.

Appropriate Metric

The implementation of this system will bring value to Husky Air, as the organization will be able to increase their information base of Pilot Angels volunteers. This will allow the Pilot Angel program to accurately convey information about the volunteer’s aircraft, availability, and ability, which will increase efficiency by 75%. Furthermore, Husky Air will be able to recognize volunteers for their contributions.

Summarized MOV

Objectives Goals Measures TargetsImplement a system to efficiently and accurately keep records of volunteers and aircraft information

Improve accuracy and efficiency for tracking volunteers and aircraft information

75% increased efficiency

Achieve 75% efficiency in 5 months after implementation of system

Implement a method for recognizing volunteers for their contributions

Improve accuracy for recognizing volunteers for their contributions

100% increased accuracy

Achieve 100% accuracy in one year after implementation of the system

Develop a method recording data for

Improve data collection and storage processes

80% improvement in data collection and

Achieve 80% improvement one

people and hospitals that use Pilot Angels’ services

for people and hospitals that use Pilot Angels’ services

storage processes month after implementation of the system

Project Schedule Summary

Project Summary Report

In order to reduce the project’s schedule by 10% and project’s budget by 20%, Skynet decided to exclude the premium features of FlightOffice because they are not necessary and crucial for Husky Air’s MOV and overall efficiency. Now, the total project duration decreased from 98 days to 88 days by reducing the duration of processes as well as deleting tasks to reduce the project’s overall budget. For the project’s schedule, it began on September 1st, 2015, and will end on December 31st, 2015. For the Husky Air Pilot Angels Project, the initialization and conceptualization processes will last for 4 days; the development of the charter plan will last for 2 days; the analysis process will last for 16 days; the design process will last for 42 days; the phase and construction processes will last for 34 days; the testing process will last for 14 days; the activity process will last for 10 days; the implementation process will last for 18 days; and the closing of the project will last for 7 days. On the other hand, for the project’s budget, since the initial total baseline cost was approximately $50,000, it has been reduced down to approximately $40,000. In addition, we leveled out the over allocated costs by appropriately reallocating the resources that will fit within the range of the revised project’s schedule and budget. Even though we reduced the project’s schedule and budget, FlightOffice will still meet the requirements of our client - customer support, great flexibility, new updates and features, flight scheduling system, security monitoring and updates, and crew/passenger information. Also, it will remain having the highest risk score, which implies it has lower levels of risk. More importantly, this software package will profitably improve the technical, economic, and organizational feasibilities of Husky Air.

Original Project Plan

Original Project Summary

Revised Project Plan

Revised Project Summary Report

Project Budget Summary

Contract Options

1) Fixed Price or Lump Suma. Incentives

i. Husky Air will have a final contract price and this is set in stone.ii. Husky Air will not have to account for the possibility of a variable costs.

iii. Husky Air will engage in one monetary (financial) transaction with Skynet Consulting.

b. Stipulationsi. Husky Air must remain in contract for entire duration, if contract is ended

Husky Air must pay negotiated fee.ii. Husky Air must remain in office space for a duration of 12 months.

iii. Husky Air must pay salary plus 25% benefits to each contracted employee.

2) Cost-reimbursable: Cost-Plus-Incentive Feea. Incentives

i. Husky air will receive an additional developer to complete the new system 2 months ahead of schedule.

ii. Husky Air will only have 10 month office space lease due to development timeline decreased.

iii. Husky Air will receive a discounted rate for contracted employees.b. Stipulations

i. Husky Air must pay contractors hourly plus 25% benefits.ii. Husky Air must pay $100,000 incentive fee for the negotiated contract.

3) Time and Materialsa. Incentives

i. Skynet can add or remove resources (employees), giving Husky Air a diverse set of skills to complete project in a short duration.

ii. Husky Air knows up front the base time and materials fee, contractors are paid hourly to include benefits.

b. Stipulationsi. Husky Air may be charged additional fees, this cost is not set stone.

ii. Husky Air must pay contractors hourly plus 25% benefits.iii. This contract is open-ended, without a predetermined financial agreementiv. The total amount of this contact is solely determined on the resources and

hours used

Resources Required

1) People a. Consultantsb. Application Developersc. Application Testers d. Business Systems Analysts (IT analysts)

2) Technologya. Office Staff:

i. HP Pavilion All in One PC 23T: $529.99/workstationii. Network Servers:

1. Mac OS X Server, unlimited licenses: $499 2. Microsoft Small Business Server, supporting up to 25 users: $550

b. Team:i. Citrix Server: $345/year

ii. Laptops: HP Pavilion Laptops 17Z - $399.99/laptopiii. Software: $8,000

3) Facilitiesa. 2,200 square foot office space rental in DeKalb, Illinois: $2,000/monthb. Building Utilities: $600/month

4) Othera. 50 Hours of Initial Training: $50/hour = $2,500

Estimated Cost for Labor

Employee Title Salary Hourly Benefits (25%)

Senior Consultant $130,000 $62 $32,500

Consultant $90,000 $43 $22,500Senior Application Developer

$101,000 $48 $25,250

Application Developer $84,175 $40 $21,043.75

Senior Business Systems Analyst

$87,500 $42 $21,875.00

Business Systems Analyst $72,000 $35 $18,000

Application Tester $76,000 $37 $19,000

Assumptions and Risks

Project Risk Analysis and Report

Phase Conceptualize and Initialize

Develop Project Charter and Plan

Execute and Control

Close Project

Evaluate Project Success

Risk Misunderstanding the stakeholder’s goal and documenting a poorly defined project goal.

The incorrect amount of resources could be allocated. For example, if expenses are miscalculated that would cause the projects finances to be unstable.

If the project plan and goal is misunderstood by the team they could design and develop a product that doesn’t meet the stakeholder’s expectations.

All projects need to have a definite end. Various factors could cause the project to exceed the estimated time of completion.

The team fails to produce a product that meets the stakeholder’s goals and expectations.

Known Business case; Approved

Project Charter; Developed and Accepted

WBS;Created

Completed Project; Approved

Completed Project;Evaluated

Unknown-Known

Business case; budget is sufficient

Level of cooperation between team members

Estimated time requires extension

Project completed

Completed project was/is successful

Unknown-Unknown

Unknown Unknown Unknown Unknown Unknown

External Changes in the economy, supply and demand.

A facility is leased for the incorrect amount of time. The loss of a team member.

The project becomes canceled because the client went bankrupt.

There is a delay in the close date because the building leased closed due to flooding.

The team may not have met their goals because of various factors they were not in control of.

Internal Project manager incorrectly defines the objective.

Team members do not agree to the plan and have disagreements with each other.

Team members may not be trained on how to use software.

System was not used properly

The project exceeds the budget and time planned.

People Team members Team members Team Project close Projects

interpret the project goal incorrectly.

do not agree to the charter causing tension amongst each other.

members design he product incorrectly.

date gets delayed because team member get sick.

sometimes are not properly defined thus the scope creep is not defined.

Legal The project needs to be planned depending on laws in that country. The product could be illegal in certain countries.

N/A N/A N/A N/A

Process Project manager’s work with the sponsor to define the goal, if this isn’t done then the product may not add value to the sponsor’s organization.

If team members do not play the roles defined in the charter that’s a risk to project.

The project is controlled to see if the system is working.

If the finished product isn’t working at this phase than it will delay the whole project.

Project managers and team members review the finished product and check for any shortcomings.

Environment Regulations differ depending on the state or country. Regulations not being followed is a huge risk that could lead to fines.

N/A The weather and natural disasters can affect the execution phase of a project.

N/A If the weather affected the projects timeline than the manager can note that during the evaluation.

Technology Technology changes on a daily basis the team needs to keep that in mind during the conceptualization phase.

The project team needs to determine which technology would be best for their project.

The team needs to execute the project using the technology they chose. Choosing an incompatible

The close of the project can be delayed if the team is having technical issues.

Project Managers can determine what technologies were efficient in the making of the product.

technology could jeopardize the whole project.

Organizational Managers determine the value the project will add to their organization.

Managers and teammates should have a good group dynamic having a good team will help make the product successful

Delays can occur during executing a project through improper handling or inefficiencies in technology.

The team may have built a system that doesn’t serve all the variables.

During the evaluation the client could dislike the product that was built.

Product Managers and teammates try and conceptualize the product’s functionality.

The project team and sponsors need to decide the deliverables and make sure they will be done correctly.

The team that is producing the project needs to decide what system to use.

Prior to the close of the project managers need to make sure the products deliverables are met.

Managers, teammates and stakeholders review the product and make sure they like the product.

Scope Project manager and sponsor should list specific project goals, deliverables, features and costs.

The scope determines who resources are allocated to and team member’s responsibilities.

It’s critical that managers monitor the schedule and budget during the execution and control phase. A consequence of not doing so is an increase in cost and time.

If the scope was followed the project will be successful. However if the manager didn’t follow the scope the project will fail.

Some projects don’t have a scope management system to determine their triple constraint. During this phase managers should review the project and find ways to make it more efficient.

Quality The project goal isn’t thoroughly defined.

The project plan doesn’t clearly define objective, resources and

The project lacks the correct systems needed to

A specific project close date isn’t defined.

The project doesn’t meet stakeholder’s expectations and doesn’t

controls. execution. add value to their organization.

Schedule If the team incorrectly measures the time it takes to do each section of the project that presents a risk.

Teammates could have conflicting schedule’s which is a risk to deadlines.

If the team is stuck on one task within the project it could delay the final project.

If the correct amount of time wasn’t budgeted for the project there will be a delay in the close date.

If the project took more time than allocated that will be presented in the evaluation.

Budget The project cost could be miscalculated.

The budget may not be enough for the plan in place.

If the team doesn’t keep track of the budget the project and cost could go over what was allocated.

Even if the project has the correct budget the team members could be executing the project incorrectly causing the project closing date to be delayed.

Review how much money was spent on the project and determine if the project goals were accomplished.

Owner Project Manager and Project Sponsor

Project Sponsor and Project Manager

Project Manager, Project Stakeholders, and Project Team

Project Manager and Project Stakeholders

Project Manager and Project Team

Conceptualize and initialize - The owners of this phase are the project manager and project sponsors who work together to define the project goal. If the project goals and expectations are not clearly defined in this step the project may not meet the sponsor’s expectations, which is a risk. The project manager and project sponsor need to work together to define the stakeholder’s expectations. The project goal needs to include time, money and resources invested. The stakeholder must agree to the goal set in place before the project begins.

Develop project charter and plan- To reduce risks in this phase the project manager and project sponsor must create a project plan that defines project objective, resources and controls. The team formed with the charter needs to be intact through the entirety of the project life. An hourly meeting once a week to discuss any disagreements in the team will help ensure there is no tension. The project team will follow the plan to ensure that the scope, schedule, budget and

quality are met. During this phase the projects resources are defined if the resources are insufficient that could negatively affect the final product and it could drive project costs up.

Execute and control - Once the project plan is approved the project team will work to design, develop and deliver the product. To reduce risks at this phase the team must follow the controls defined in the planning phase and make sure the plan is being followed. The stakeholders will use the planned progress and the actual progress to determine if the product is achieving the business value envisioned. Close project- It’s important that the project has a definite end. During the close phase the team project manager and sponsor make sure all the work is completed. A risk that could occur is a delay in the close date if the correct amount of time wasn’t scheduled. If the project objectives were not planned correctly that could also hurt the closing phase of the project. Evaluate project success- The project team is evaluated during this phase to determine if the projects goal was achieved. The experiences and lessons learned should be documented for future projects. Team members can use the lessons learned from this project to help reduce risks for future projects. Each task in each risk assessment will lead us to our ultimate goal of a project brought in on time, in budget, and to the expectations of Husky Air.

Project Administration

Skynet’s Quality Management Plan for Husky Air-Pilot Angels

Philosophy & Objectives

The main goal of Skynet is to ensure that the main goal of Husky Air (Pilot Angles) stakeholders’ expectations are met in terms of the process to include updates and communications of the overall project as well as the final deliverable. Our goal is to reduce external failures, such as a bug in the system, once the project is released by focusing on prevention rather than inspection. We focus on quality is every individuals’ responsibility, mainly due to the part that each person plays in the development of the system. By focusing on ownership of one’s work, quality will be improved. Finally, Skynet will be responsive to Pilot Angels’ needs by focusing on fact based evidence, capturing various trends to improve the project.

Metrics are in places that allow the stakeholders and project managers to monitor the standards in place for the project. The following are metrics used to measure the Husky Air-Pilot Angel’s project:

Process Metric

System Detection: Identification of system defects or failures in a timely manner.

Decreased Defect Anomalies: Reducing the amount of defects that impact other areas of the system or software code.

Product Metric

User Acceptance: Increased user integrated testing to increase the amount of customer acceptance once the product is delivered.

Product Performance: Users are able to complete usual tasks to include the new system (i.e. reduced disruption in normal Pilot Angles activities due to the new system integration).

Project Metric

Reserve Resource Need/Budget: Decreased amount of outside or reserve resources needed due to a delay in a scheduled task.

Resource Skills: Increased amount of knowledgeable project resources to reduce project iterations in the development stages to meet schedule and budget objectives.

Set of Verification Activities

Verification focuses on process related activities in the project to ensure that deliverables can be met before final testing of the system.

First, we will conduct a technical review to ensure that the system can perform all requirements asked for by Husky Air. We will test the user interface (GUI) to make sure graphics are displayed properly. There will be a walk-through of the system in which Husky Air can ask questions and make sure there are no violations to the system. Our team will inspect key features to help identify the amount of errors occurring.

Next, we will perform a business review to ensure that the system has the required functionality stated in the scope and project deliverables. We will make sure that the system stores all information about volunteers, their aircrafts, patients and hospital requests. The business review will provide the next steps to developing the system.

Lastly, a management review will be performed to ensure the project's progress is meeting the baseline project plan. The project manager will be in charge of ensuring the scope, budget, schedule and quality objectives are being met.

Set of Validation Activities

Validation occurs towards the end of a project and it determined if the client’s expectations are met. Validation is conducted by testing which is used to determine if the project has all the attributes defined in the scope and requirements.

Someone who isn’t involved in the project will conduct testing to ensure the results are unbiased. The tester needs to have the right intentions of helping the team make the system better.

Testing will occur throughout all the development phases. During testing everything will be outlined to ensure the objectives were meet.

Implementation & Project Closure Plan

Conversion strategy

Phased – We chose to use the phased approach as the conversion strategy for Husky Air’s system. This approach will allow for the system to be released in iterations. By releasing in iterations, our team will be able to modify different system components if problems are encountered in a previous release. This approach will also allow Husky Air employees to gradually become accustomed to an entire new system and to vocalize their opinions of each phase.

Direct cutover – We chose not to use direct cutover because of the risks associated with this approach. When using the direct cutover approach, the old system is completely shut down and the new system is turned on. If not properly switched over, the entire system has the risk of not running properly or at all, leaving the organization with no previous version of the system.

Parallel – We chose not to use the parallel approach. Husky Air does not currently have a system in place for their operations. This eliminates the need to implement a new system concurrently with the old system, which is the definition of the parallel approach.

Closure Checklist

In order to ensure that the project has been closed properly, our team will:

1. Receive project acceptance from the project sponsor

2. Develop a final report and presentation for project sponsor and other stakeholders

a. Final report should include:

i. Project summary

ii. Project description

iii. Project MOV

iv. Scope, schedule, budget, and quality objectives

v. Comparison of planned versus actual

vi. Original scope and history of any approved changes

vii. Original scheduled deadline versus actual completion date

viii. Original budget versus actual cost of completing the project

ix. Test plans and test results

x. Outstanding issues

xi. Itemized list and expected completion

xii. Any ongoing support required and duration

xiii. Project documentation list

xiv. Systems documentation

xv. User manuals

xvi. Training materials

xvii. Maintenance documentation

3. Organize final meeting and presentation

a. Communicate that the project is over

b. Formally transfer the system

c. Acknowledge contributions

d. Obtain formal signoff

4. Administrative close/final wrap-up

a. Verify all deliverables and open items are complete

b. Verify the project sponsor’s final acceptance

c. Organize and archive all deliverables and documentation

d. Plan for the release of all project resources

e. Plan for the evaluations and reviews of project team members and the project

f. Close all project accounts

Project Evaluation

1-3 Months after implementation, evaluation of wait times for scheduling 1-3 Months after implementation, evaluation of the amount of rescheduled flights 1 year overall impact on ROI Improvement in accuracy of records kept about volunteers and their activities Improvement in the efficiency of digital record keeping and data collection 1 year impact on decreasing operational costs

The project’s MOV can be evaluated by the following steps outlined above. The main objective of the project was to improve the accuracy and efficiency of how information of the Pilot Angels will be collected and disseminated throughout the organization

The Change Management PlanList of Change Sponsor(s), Target(s), and Agent(s)

Assess Willingness, Readiness, and Ability to Change

Sponsors Initiating Sponsor:Richard Woodjack

Sustaining Sponsor:Skynet

Richard Woodjack sets up a meeting about two employees, Betty and Junior, who are causing negative concerns with the upcoming implemented system, and he asks us to facilitate the change of the project.

Skynet will become the primary sponsors because the peoples’ ability and willingness to change is associated with the our commitment to the project and impact of the organization.

Targets Betty Junior

Betty is well-liked and respected by everyone, but is afraid of change – implementation of new system; we need to help her understand how the impact of this change will provide success and proficiency for the company for years to come.

Junior causes difficulties for everyone by spreading rumors and using his uncle’s connections to create more unnecessary problems; we need to institute new policies and provide consistent, accurate, and timely information to everyone of how the impact of change will promote significant growth.

Agents Project Manager Team

Both change agents are responsible for making the change happen and achieving the project’s goal and objectives, which is to implement a new system that will provide significant growth for the company.

Both change agents will report directly to the sponsors and take on the problems and challenges, such as targets who are afraid and unwilling to the capability of change.

A Change Assessment

Richard Woodjack who is vice president of operations for Husky Air stated two employees have issues and concerns regarding the system being implemented. The first employee is Betty who has been with the company for a long time and is well respected by her coworkers. Betty knows a lot about internal operations and if people have questions they go to her. Betty is older and is close to retirement therefore leaning how to use a new system freighters her. She is considering retiring early to avoid the stress of learning how to use a new system. Woodjack is concerned because Betty is a very critical employee and replacing her would be a challenge and may upset other employees. The second employee is Junior who is an employee they have tried to get rid of on numerous occasions. It is very difficult for the company to fire him because his uncle is on the airports planning and control commission. Junior has threatened use his connections or sue if he is fired therefore it’s easier for the company to keep him. Junior has been spreading rumors that the new system will cause layoffs when in fact the system growth within the company. Based on this conversation it is clear that Betty and Junior are both unwilling and unready to change.

A Change Strategy

Skynet has decided to adopt the combination of the rational-empirical approach and the environmental-adaptive approach because we have assessed that Betty and Junior are both unwilling to the capability of change. For the rational-empirical approach, it is based on the idea that people will follow their own self-interests, such as Betty’s fear of computer systems and Junior’s idea of wrongful termination. In order to execute this approach, we need to successfully convince, explain, and demonstrate better alternatives, such as implementing a computer system, creating new policies, or introducing other opportunities, which will benefit Betty, Junior, and Husky Air. In addition, Betty and Junior will be provided with consistent, accurate, and timely information. Most importantly, we will offer each of them a purpose, picture, and part to play. Since purpose is the reason for change, we can visualize for Betty and Junior how the current level of poor service is affecting the organization’s customers. If this poor service continues, the company will continue losing its customers to its competitors, will have to reduce its workforce, or the worst of all, will possibly face bankruptcy. Also, we can help them understand how they will play a part once the change is institutionalized, and for backup, we will provide a WIIFM (what’s in it for me?) to help them transition through the change.

On the other hand, for the environmental-adaptive approach, people steer away from disruption and loss, but the more important factor is that they can still adapt to change. For instance, Skynet’s project manager or team can abolish the old ways and institute new policies that can benefit for mostly everyone. In addition, for the entire company, the project manager or team can upgrade the third-party software, FlightOffice, so that they were given no choice but to change. In order for everyone to adapt to the change as soon as possible, every individual in the company needs to assimilate the change as quickly as possible. Therefore, Skynet, should adopt the rational-empirical and environmental-adaptive approaches together in order to profitably improve the technical, economic, and organizational feasibilities of Husky Air.

Tracking Change Management Plan

As discussed earlier, an important factor for implementing a change management plan is that the users have the ability to adapt to these changes through the various alternatives presented. Skynet will continue to use the milestones introduced to help gauge how Husky Air (Pilot Angels) is adapting to the change in the new system in addition to monitoring the overall project through the Gantt chart. Having open lines of communication must be effective when discussing change issues between the project sponsor/team and the various individuals affected by the system in Husky Air. This allows Skynet to distinguish the status of the project as well as the acceptance and ability to adapt to the new system.

Appendix

1. LinkedIn Screenshot

2. Comparison of Alternatives a. Total Cost of Ownership (TCO)

For our client, Husky Air, we will be offering three alternatives, which only one of them will provide the greatest and most beneficial return. Alternative 1 is to maintain the manual paper-based system; Alternative 2 is to purchase a third party software called FlightOffice and hardware, which would cost around $15,000; Alternative 3 is to create a new custom system that would approximately cost $30,000.

For Alternative 1, it would be the cheapest for Husky Air compared to the other two alternatives, but it would also give the lowest return. For Alternative 2, it would be the most cost efficient because FlightOffice is a subscription-based service that charges one subscription per aircraft, so we can compensate these subscription costs by increasing the price of aircraft rentals. In addition, this software package meets the requirements of our client - customer support, great flexibility, new updates and features, flight scheduling system, security monitoring and updates, and crew/passenger information. In addition, we will also need to purchase hardware, such as workstations, tablets, and a server, in order to fully perform with this software. Thus, it will operate with full advantage on both a workstation and tablet. For Alternative 3, it would be the most expensive alternative because we would have to start from scratch, but it would be personally customizable and subscription-free. However, we would also need to purchase software, three workstations, network server, and mobile devices. Also, we need to consider the fact of sustaining ongoing maintenance, updates, and licenses.

b. Total Benefits of Ownership (TBO) Alternative 1, which is doing nothing, does not benefit Husky Air in anyway because it

proposes doing nothing. The system will remain in its current form which means they will not be able to improve their efficiency, accuracy, or customer service. This in turn could eventually make Husky Air go out of business in the long-run.    Since Husky Air is a small fixed base operator (FBO) facility, our computer-based system from alternative 2 will allow their services to increase their growing demands for business and private aviation. In addition, this will increase their attention for its charter service, maintenance, and flight instruction throughout the Midwest. Having a properly functional system will allow Husky Air to better accommodate the volunteer pilots (Pilot Angels) and help out where they’re needed. This is a good show of social responsibility. Husky Air’s great social responsibility role will boost their ratings among clients/customers, which in turn leads to word-of-mouth and vouching for Husky Air’s business.    The benefits of alternative 3, building a custom system, would be not incurring monthly costs from operating with the FlightOffice software like in alternative 2, it would also help them build a more concrete understanding of what customers and clients want because they would need to meet with users during testing phases. It also gives them the option to have a fully customizable system, they can also add additional features to future iterations without having to depend on upgrades for FlightOffice software.

This table represents the comparison of the project alternatives. Risk scores have a reverse scale - high scores for risk imply lower levels of risk. On a scale from 1-10, 1 being the lowest and 10 being the highest.

Criterion Weight Alternative 1 Alternative 2 Alternative 3Financial ROI

NPVPayback

10%10%10%

343

10109

998

Strategic ObjectivesLikelihood of Achievability/Performance

5%15%

54

99

89

Organizational MOVPersonnel

5%5%

54

96

95

Project CostRisk

10%5%

32

98

107

Assets HardwareSoftware

5%5%

11

810

99

Customer Customer service 10% 1 9 10Total Score 100% 2.90 8.55 8.30

c. Recommendation

Out of the three alternatives, SkyNet has decided to choose Alternative 2 because it is the most cost efficient and it satisfies all of Husky Air’s requirements - computer-based system that will keep track of the Pilot Angel volunteers, information about the patient's, passengers, crew, and aircraft, and the matching of volunteers and transport. Instead of sticking with the manual paper-based system, FlightOffice is a centralized, customizable, web-based system that can fully operate on both workstations and tablets. Its modules can all “talk” to one another, so this will dramatically increase communication and efficiency for Husky Air. In addition, it goes above and beyond Husky’s Air requirements by offering a powerful document management system, quoting and billing rate sheets, learning and testing courses, etc. Another positive convenience is that this software has a graphical user interface (GUI), which will help the crew and passengers easily interact with each other. Also, referring to the table comparison of the three alternatives, Alternative 2 has the highest risk score, which implies that it has lower levels of risk. Even though this software requires a monthly subscription fee, the benefits of it, as well as its premium modules, will greatly support and improve Husky Air’s measurable organizational value. Furthermore, we can also increase the price of aircraft rentals, in which their clients and customers cannot refuse once they experience their incredible computer-based system. Most importantly, if Husky Air invests in FlightOffice, it will profitably advance the technical, economic, and organizational feasibilities of Husky Air.