Martial Arts Academy

INFO 461-001AS08 Project Charter, Implementation Strategy Plan

& Change Management Plan

Gold Team 2: The Goldening

Wesley Brown

Project CharterProject Stakeholders + Team Charter:

Team Charter INFO 461Team Name: Gold Team 2: The Goldening

Team Leader: Michael Miller

Team Members:Name Email Phone#

Unzila Baig Baiguf@vcu.edu 703-401-1192 Joshua Allen Allenj5@vcu.edu 757- 645-8221 Wesley Brown Brownwr2@vcu.edu 757- 880-4554 Michael Miller Millermc4@vcu.edu 757-817-4628

Team Strengths:

Unzila Baig: I do well in group related projects by providing direction and my technical input. Being a senior in the field of Information Systems I have worked in many group projects and enjoy the experience that I gain from each team. I’m a quick learner and hard worker. I have worked with all the Microsoft application that we will using such as Project, Visio and Excel. I have experiences with programming languages such as HTML, CSS, JavaScript and C#. Josh Allen: I have worked in several groups throughout my time at VCU. I excel at providing documentation of work and extensive work in Visio. I have worked with various systems and offer input from a network/system perspective.

Michael Miller: Like my peers, I have worked in numerous group projects related to information systems. I’m an easy-going person and always a team player, but I’m not afraid to step up into a leadership position if needed. I perform well with bookkeeping, Visio, and maintaining a positive environment.

Wesley Brown: I have had extensive group work experience, and of late have been specialized to our Major, Information Systems. In the past I have been able to contribute to the team by remaining punctual, and always contributing to the team by submitting new ideas, and ultimately able to perform technically using MS: Visio, Project, Excel, HTML, SQL and Linux.

**Roles: We will have rotating roles as the semester goes on.

Availability Times:

Unzila Baig:Monday: 1pm-3:50pmTuesday: N/AWednesday:1pm-3:50pmThursday: After 6:45Friday: 1pm- All day afterSaturday: All daySunday: All day

Michael Miller:Monday: Before 2pm and after 6:45 pmTuesday: 3:15pm - 7 pmWednesday: Before 2pm and after 6:45 pmThursday: After 3:15pmFriday, Saturday and Sunday: All Day

Wesley Brown:Monday: Before 4 pm Tuesday: 7 am - 12:15pm, 3:15pm - 530 pmWednesday: Before 4 pmThursday: 7 am - 12:15pm, 3:15pm - 530 pm, 6:45 pm - NightFriday: Before 5 pm Saturday: N/ASunday: N/A***Every day except Tuesdays available 9:30 pm

Short BioUnzila Baig:I’m currently a senior at Virginia Commonwealth University. I transferred to VCU during Fall 2014 from Northern Virginia Community College. My major is Information Systems. I’m currently looking for an internship that is more narrow down towards the IT field. I wanted to pursue this major due to the fact I’m fairly interested in learning different programs languages. Furthermore, I want to learn more about network security so eventually I can pursue my career in cybersecurity.

Josh Allen:I am a senior at VCU majoring in Information Systems. I transferred from Thomas Nelson Community College in 2012, and have enjoyed my experience at VCU tremendously. I currently live in Williamsburg, although I lived here in Richmond for 3 years while attending school. I am

most interested in the network and security side of Information Systems, and would like to pursue a career in Network Administration or Cybersecurity.

Michael Miller:I’ve been a student at VCU since the fall of 2010. I’m double majoring in Psychology and Information Systems. As much as I enjoy learning about Psychology, I realized late in my school career that I wanted to pursue a career in Information Systems. Gloucester County is my hometown, but I have been living in Richmond since attending VCU. At the moment, I would like to pursue a career in network administration. Outside of school, I like movies, gaming, music and playing with my cat. I would like to create my own indie game at some point in my life, or make some short videos for YouTube. Wesley Brown:28 year old student, 2nd attempt at college. Currently employed at CarMax as a Sales Consultant where 90% of my job is problem solving and building rapport with my customers within a short time period. Have worked as a Food and Beverage manager for 5 years with 60+ multi-national employees, therefore large experience with training, communication skills, operations and logistics. Currently busy with my 15 credits at VCU, my not-so part-time job (I work about 30hrs a week) and constant home maintenance with a house which is occupied by 6 animals, my girlfriend, and a roommate. Team Rules: Finish the task assigned. If you can’t complete then let the group members know so we can plan accordingly. Have your task done before coming to group meetings. You cannot miss more than three group meetings. Respect everyone’s ideas and comments. If you are to miss more than three meetings and give no input into the project then you will be given a lower letter grade than the groups. If there is a conflict among group members we will all meet together to resolve the conflict before going higher in the chain of command.

Code of ethics: Each member is required to be honest about their strengths and weaknesses and if a problem occurs, then ask for help.

All members of Gold Team I have read, understood, and agree to adhere by the rules and regulations outlined in the team charter. The submission of this charter indicates that every member of the team has agreed to provide a positive learning environment for themselves and their peers to produce quality projects in systems analysis and design. This charter signifies the opportunity for each member to learn about information systems, acquire skills regarding project management and designing a system, and gain better understanding of technical skills through the completion of group assignments.

Signatures of Agreement Date Unzila Baig 1/31/2016

Josh Allen 2/1/2016

Michael Miller 2/1/2016

Wes Brown 2/2/2016

Project Description:

        The Martial Arts Academy (MAA) is a martial arts studio that teaches both children and adults. The owners of the studio, Geoff and Julie, would like to manage their business more efficiently. Geoff and Julie currently use a completely paper-based system of tracking students, as well as tracking their billing. This paper system has led to errors in the past, such as losing track of when a particular student has received enough training to test for their next belt. Geoff and Julie would like to be able to retain their current customers, as well as bring in new ones, and their reputation may be hindered by failing to properly manage their studio. They would also like to make sure that any new system is worth the cost and bring extra revenue to the business.        We would like to propose several options to Geoff and Julie to improve their management system. We will research existing management systems that can be purchased, as well as research what would need to be done to build a custom system for MAA. We will focus on cost-efficiency in both cases, and we will focus on ensuring that the system is easy to use. If neither of those approaches are cost-effective, as well as technically feasible for Geoff and Julie, we will suggest that they use the system they currently have.

Learning Record:

Facts Assumptions Questions to be Answered

The studio has a poor management system.

It needs to be more organized.

How can we have a better organized system?

No technical experience Need to have an easy-to-use system

How can we make an intuitive management system?

Any software for the system must “pay for itself” and bring tangible benefits to the Academy.

Will need spend a lump sum for studio cloud monthly

How can we provide the best system for our customers while spending the least amount of money?

Action Plan:

Who? Does What? By When?

Unzila Baig Requirements and Time Frame February 8, 2016

Joshua Allen MOV Metrics and Alternatives February 12, 2016

Wesley Brown MOV Summary February 16, 2016

Michael Miller Recommendation February 19, 2016

Measurable Organizational Value (MOV):

Desired Area of Impact: Business management system

Desired Value of the IT Project:

Improve the customer experience by updating the current system handling student information into a more dependable, streamlined information system. As a result, current customers satisfied with the overhauled system and a stronger social media presence can provide stronger customer retention as well as introducing new customers via positive word of mouth.

Develop an Appropriate Metric:

15% increase in new customers Time Frame for Achieving the MOV

It will take approximately 1 month to integrate and learn the new system. After implementing the new system, we predict that results will begin to show within 1 month. The total time frame for achieving the MOV, therefor, is predicted to be 2 months.

Summarize the MOV in a Clear, Concise Statement or Table -Areas of Impact

Summary of MOV:This project will be successful if an information system that organizes and presents data on customer, employees and over martial arts academy as business. Our goal is to deliver an improvement to the overall existing system. The new system will execute the business rules faster and increase social connections which will provide an 15% increase in new customers base

Comparison of Alternatives:

1. Off-the-shelf software:

http://studiocloud.com/“StudioCloud is a FREE, easy-to-use, business management software that works on both Mac and PC and includes free cloud services. StudioCloud provides an integrated system including Cloud Syncing, Client Management, Scheduling, Point-of-Sale, Bookkeeping, Reporting, Marketing Campaigns, Project/Event/Order Management and much more! The free version of StudioCloud even provides mobility for one user by syncing all of your StudioCloud data between the cloud, or online server, and all of your internet enabled devices. With the integration of direct StudioCloud integration into ProSelect you can now add business management, for one user, to ProSelect for free. As your business grows, you can subscribe to add more features, services and workstations to StudioCloud as needed.”

2. Build a System:

Building a system would provide the opportunity to cater specifically to the needs of MAA, but at a greater cost than buying off-the-shelf software. It also would not be as viable due to MAA owners Geoff and Julie’s lack of technical expertise. They would likely need to hire an IT associate to help with their system.

3. Do Nothing:

Using their old system not expanding on the existing system at all.

Total Cost of Ownership (TCO):

  

.

Total Benefits of Ownership (TBO):

A more dependable system for managing the studio.o Managing will be more streamlined and less prone to mistakes. This

means the owners can spend less time fixing mistakes, and more time improving the experience for their customers. A better system also allows for scaling if they see a large increase in customers, and will help streamline the process.

Increased customer satisfactiono A better system means less mistakes, which can improve the reputation of

MAA. Good word-of-mouth from current customers can bring new customers to the studio

Increasing MAA’s presence in the communityo By creating a social media presence, MAA can draw in more customers to

their studio. Combined with good recommendations from current customers, MAA can greatly increase their customer base.

Recommendation:

In order for Geoff and Julie to get the most out of improving their management system for the Martial Arts Academy, we recommend that they incorporate a service known as StudioCloud. StudioCloud is a free service that provides cloud storage, client management, and bookkeeping to name a few of their features. Geoff and Julie requested that they would like a relatively inexpensive and streamlined solution to their current management system. If they are open to the idea, Geoff and Julie can utilize the free version of StudioCloud and give it a test run to see if it best fits their need for a new management system. If they like the service and it provides positive results for the Academy, they have the option to pay for a subscription to StudioCloud that can provide more services for the Academy as it continues growing.

Geoff and Julie hope that overhauling the Academy’s current management system will draw new customers to their business. In addition to using StudioCloud, our team recommends that they expand their social media presence to advertise why people should join their academy over others in the area. Creating a Facebook page, Instagram, and Twitter feed would be very beneficial for spreading information about the Academy and its new system. All three of these social media outlets would provide the opportunity for customers to voice their feedback, see pictures about what goes on during regular business hours, and get a live feed about certain martial arts classes and activities that are currently happening.In conclusion, our team believes that using StudioCloud and creating a stronger social media presence can fulfill the project scope that both Geoff and Julie want to achieve. If they are supportive of these ideas, then we can move on to the next steps of the project which involve setting an elaborate budget and detailed work breakdown structure.

Project Description & MOV

This project will be successful if an information system that organizes and presents data on customer, employees and over martial arts academy as business. Our goal is to deliver an improvement to the overall existing system. The new system will execute the business rules faster and increase social connections which will provide a 20% increase of new customer’s per month.

The MOV will be achieved over a period of 6 months, with an improved customer experience bringing in new customers through good word of mouth. The implementation of the new system and the launching of a social media presence will be completed within the first month. A return on investment is expected in one year after implementation.

Resources needed for Martial Arts Academy:

1. People: This team will consist of strong individuals from different technical fields to create a well round team. The people will need to sure the successful creation, execution, implementation and training for system for the Material Art Academy. Individuals as, Project Manager, Computer Technician, Network Administrator and Business Analyst.

2. Technical: We need varies different components of the hardware, network resources and software. All these components being added to the Academy will deliver the customer satisfaction and increase business process. Some of the these components are: Desktop Computer, Printer, Two tablets, StudioCloud Software and Wi-Fi

3. Facilities: Remote desktop connection will be used due to the fact we can’t work on sight. We will remotely implement the software. However, will have the computer technician install all the hardware required for the Academy. For the installing the Wi-Fi throughout the Academy there will be network engineer provided by FiSO to install all the routers and network cables.

Resource Cost Table (an estimate for the cost of each resource)

Product Cost Quantity Total

Desktop $700.00 1 $700.00

Printer $199.99 1 $199.99

Tablet $399.00 2 $789.00

Consulting Fee $5000.00 1 $5000.00

Overall Total $6,6679.00

Fixed Cost

Recurring Cost

Product Cost Payments/Year Total

StudioCloud $65.00 12 $790.00

FiOS Wi-Fi $89.99 12 $1,079.88

Yearly Total $1,859.88

Personnel Cost/Average Description

Project Manager $84,797 annually

The project manager will be in charge of making sure that the deliverables

are done in a timely manner. They will be required to seek out solutions to

problems that may arise in the development of the project. They will do this by collaborating with the team

in a professional manner.

Computer Technician $38,120 annually

They will perform duties such installing the updated hardware and software through the academy. Also they will provide technical support through phone or email or onsite

visits. Also if any hardware is damaged they have the responsibility

to fix the issue.

Network Administrator $52,919 annuallyTo manage the system provided and make sure all programs are running

smoothly and keep the software and hardware updated as needed.

Business Analyst $66,913 annuallyResponsible for improving Martial

Arts Academy competitiveness and performance across the spectrum.

Translating project requirements and manage communication from the

team to the business owners. Contract Payment Method:

We will be using a fixed cost structure for our contract with MAA. This contract will be in the form of a consulting fee, as we will not be building a system ourselves. Instead we are recommending off-the-shelf software and offering advice on implementation.

Project Scope & Scope Management Plan:

Deliverable Structure Chart (DSC):

Use Case Diagram:

Work Break Structure -0.0     Martial Arts Academy Project            -1.0     Initialize and Conceptualize project                            -1.1     Develop Business Case                                            1.1.1   Consult with clients                                            1.1.2   Gather information                                            1.1.3   Develop Learning Record                                            1.1.4   Develop Action Plan                                            1.1.5   Define MOV                                            1.1.6   Compare alternatives                                            1.1.7   Identify Costs                                            1.1.8   Milestone: Business Case Completed                            -1.2     Present Business Case to client                                            1.2.1   Review business case with client                                            1.2.2   Make recommendation to client                                            1.2.3   Milestone: client signs off on recommendation                            -1.3     Milestone: Business case completed            -2.0     Develop Charter and plan                            -2.1     Identify resources and costs                                            -2.1.1 Identify resources                                            -2.1.2 Develop resource cost table                            -2.2     Milestone: Project charter and plan completed            -3.0     Implementation                            -3.1     Buy equipment and software                                            -3.1.1 Purchase items                                            -3.1.2 Create invoice for client                            -3.2     Set up equipment                                            -3.2.1 Bring hardware into the Martial Arts Academy                                            -3.2.2 Install software on new equipment                            -3.3     Train clients to use new software                                            -3.3.1 Set up training directly with software vendor                            -3.4     Milestone: System implemented            -4.0     Close Project                            -4.1     Invoice clients                            -4.2     Final Documentation            -5.0     Evaluate Project

-6.0 Milestone: Project complete

Scope Change Process

If a change to the project scope is desired for the Martial Arts Academy’s new system, the project team will have to utilize a scope change process. A change to the project scope may only be approved if it provides a strong benefit to the measurable organizational value or if the change is critical to the project’s completion. To start the scope change process, a member of the project team must fill out and submit a scope change request form to the team leader. Once submitted, the request will be recorded in a scope change request log. The scope change process is designed in a way so that scope creep can be prevented and that all of the tasks on the critical path can still be completed on time.

Scope change request

Schedule and Budget:

Project Plan:

Risk Management Plan:

Revised Project Plan:

Risk Plan

Possible Risks to the Martial Arts Academy

1. Scope creep2. Improperly managed resources3. Proposed technology requires a lot of debugging and extra testing4. Users may not be receptive to the new system5. Going over budget

Risk Owner Response/Strategy

Scope Creep Project Manager Changes will only occur when scope change request form is approved. Complete only MOV related tasks while adhering to the scope management plan.

Improperly managed resources

Project Manager Follow the structure of the project charter and strategy plan

Proposed technology requires a lot of debugging and extra testing

Computer Technician Training session with users including troubleshooting technique

Users may not be receptive to the new system

Customer and Business Owners

Ensure customer needs are explored thoroughly and clearly defined

Going over budget Business Analyst Decrease the cost of hardware and software.  

Earned Value Analysis & Quality Management Plan

Initial WBS / Estimated Project Progress

Baseline Plan / Updated Project Progress

Earned Value Analysis:

Additional Reports:

TestIt4U AnalysisAnalyzing the data from the initial project time scope to the new project plan there moderate time delay. Phase one and three both have increase of two days when compared to the initial plan. Phase two has the greatest time delay and is the most expensive phase. Phase two which increases from initial 20 days to 27 days and will cost about $5,000 dollars. The only phase that hasn’t changed was phase four because it has not been completed yet. The overall project with 82% completed should cost about $11,680 dollars with phase four being our remaining cost of $2,220 dollars. However, the amount of each resource was allocated and didn’t change from the initial cost of the project.

Project Summary Report

Quality Management Plan:Team Objective Statement:Gold Team 2: The Goldening aims to ensure the best quality for our customers. We achieve this by focusing on the small details that often get overlooked. By working side-by-side with our customers, we are able to ensure that their needs are met in a timely manner. After implementation, we will be available as a resource for our customers if they have any questions or concerns about the system that we have implemented.

Quality Based Metrics:

Type Metric Description

Process

1. Number of Errors2. Time to Defect

1. Errors encountered by the user2. Time until an error is encountered

Product 1. Product Defects 2. Customer Response

time

1. Defects people may have found when training.

2. Amount of time it takes to respond to customer requests

Project 1. Budget Deficit2. Schedule Deficit

1. Measures how far below budget the project is

2. Measures how far ahead of schedule the project is

Verification Activities:

We will perform a business and management review to ensure that the project will be completed on time and within the budget. If it has not, we will identify the problem areas in the project and correct the mistakes. We will ensure that the project is within the agreed-upon scope. We will also perform a technical review to ensure that the product meets initial requirement.

Validation Activities:

We will present a system review with the customer to ensure that all of their needs are met. We will ensure that all technical specifications have been met, as well as being feasible for them to use.

Implementation & Project Closure Plan:

Conversion Strategy:

Since the Martial Arts Academy is currently operating with its paper-based management system and due to the nature of the new computer-based system incorporating StudioCloud, Gold Team II has decided to use the parallel implementation approach for the following reasons:

It will provide a steady process for the employees to become familiar with the new system.

Can easily function side-by-side with the current paper system. Provides a safety net if the system encounters any problems.

·          Gold Team II will not be using the direct cutover implementation approach for the following reasons:

It will place unneeded stress on the employees of the Martial Arts Academy because they are not familiar with the new system.

It would be risky if there was a hidden bug in the system that would cause it to break after implementation, thus halting/delaying the Martial Arts Academy from performing its day to day operations.

Puts stress under the project team to meet implementation deadlines.·          Gold Team II will not be using the phased implementation approach for the following reasons:

Contains unnecessary costs and takes longer for the system to be implemented. Does not account for the employees that may be having trouble becoming

familiar with the new system. Problems encountered in the early phases can impact the overall implementation

schedule.·          Closure Checklist:

1)    Gold Team II will begin the closure procedure by ensuring that all deliverables are completed and meet the stakeholder’s requirements.2)    Gold Team II will archive all deliverables and documentation related to the project and store them in an organized fashion.3)    Meet with the stakeholders to have a final validation of the project.4)  Gold team II will invoice the sponsor company for the hardware required to complete the project. Gold Team II will also provide an invoice to the sponsor for the fees associated with consulting.5) Gold Team II will show MMA the new system and will be assisting in teaching the employees and owners the system.6) Provide the company an executive summary on the final project.7) Once the implementation of the project is done then the computer technician will continuously maintain the system.

8) Coordinate between all Gold Team II members and MMA staff for a brief cocktail party, celebrating the successful completion of the project.

Project Evaluation:

Individual Performance Review:

The project manager will hold individual performance reviews for each of the team members in Gold Team II. These reviews will include measuring each individual based on:·         Having the team member review themselves first, then moving on to the manager’s review of the team member·         Team members’ general performance throughout the project·         Behavioral characteristics both individually and towards the team·         Team members’ best contribution to the project·         Recommendations and constructive criticism on how they can improve their performance on the next project

Postmortem Review:

After the project has been completed and implemented into the Martial Arts Academy, Gold Team II will hold a meeting led by the project manager to evaluate the project as a whole. The postmortem review will consist of these objectives:·         Review the project’s MOV and evaluate its success·         Review of the scope, schedule, budget, and quality objectives·         Review each of the project’s deliverables such as the risk management plan to see what can be improved on in the future·         Review overall team performance

Project Audit:

In conjunction with the postmortem review amongst Gold Team II, an outside perspective from an auditor that is unrelated to the Martial Arts Academy will be utilized to uncover any problems or opportunities for improvement that Gold Team II may have missed. The auditor in question will be someone who does not have a personal stake in the project, who will act in the Martial Arts Academy’s best interest, and who will have a base of industry experience so they can provide a valid review of the project and its team. The review from the auditor will function very similarly to the postmortem review and consist of these objectives:·         Review the project’s MOV·         Review how well the project was managed and executed·         Review the project plans, processes, and project methodologies used throughout the project·         Assess whether the project manager and team operated in a professional and ethical manner.

Evaluating Project Success – The MOV:

The MOV that was defined at the beginning of the project will be able to provide results at 1 month, 6 months, and 1 year after the system is implemented into the Martial Arts Academy. After 1 month, the new computer-based StudioCloud system will be implemented and the launch of the Academy’s new social media campaign can begin to attract new customers. Through the social media campaign and the streamlined experience for the customers due to the new computer-based management system, good word of mouth will proceed to attract additional people to become new customers of the Martial Arts Academy. The amount of new customers for the Academy will be able to be measured after 6 months. Finally, whether or not a return on investment was achieved for contracting a team to create and implement a new system will be measurable 1 year after the system’s implementation. Once the project is completed, Gold Team II will meet with Geoff and Julie, two of the stakeholders for the project, where they will determine whether the completed project meets their specific requirements and if they believe it will meet their customer’s needs.

Change Management Plan:

List of Change Sponsor(s), Target(s), and Agent(s) of Change:Sponsors of change: Geoff and Julie (Owners of MAA), Cersei Lannister’s co-workers at MAA, Tyrion Lannister’s co-workers at MAA, Gold Team II and its managerTargets of change: Cersei and TyrionAgents of change: Co-workers of Cersei and Tyrion

Change Assessment: Assessing the two employee’s willingness, readiness, and ability to change

Cersei: Sponsor: Cersei’s boss is who will be able to authorize the changes to the project. The

boss will provide guidance about learning how to use the new system. This will help her overcome any fear she had about the implementation of the new system.

Change Agent: The sponsor that will assist Cersei (her other co-workers) will help her overcome her fear of learning the new system. She will be taught the new system by someone she trusts and who knows the new system well. This will make her more comfortable using the new system at her workstation.

Tyrion: Sponsor: Tyrion’s sponsor will be his bosses. They have the authority to instruct Tyrion

to do what is expected of him for his job and to decrease any slack in his activities. The sponsor also has the authority to terminate or put him on probation if he is violating the code of ethics, procedures or rules of the Academy.

Change Agent: The change agent will consist of a group of Tyrion’s co-workers. They will assist in enabling to warn him whenever he is violating any rules. They will help him realize he is on probation from work and his time should be spent learning the new system. That will help him once he will rejoin the workforce.

Change Strategy:

Cersei: Rational-Empirical Approach:

Convince, explain, and demonstrate how a particular change will benefit the target of change.

Provide consistent and timely information to prevent any misinformation from being spread.

Be honest with everybody and stress that there is no news so that rumors will not spread throughout the organization.

Tyrion:Normative-Re-education Approach:

The changes will appeal to the social norms of the individuals affected by it.

Give examples of the new system assisting the users. Compare the new system with the old to show the improvements.

A slow change that will affect the culture which will dictate the social norms of the company.

Process for tracking change management plan:

Keep an open line of communication between change sponsors and the targets of change. Additionally, if the employees are open to it, monitor social media to see what they think about the new system. For a face-to-face approach to communicating, the change sponsors and the owners of MAA could individual meetings so that they may voice their concerns or criticisms about the new system. Training programs will be in the next phase. A training program outline will be given to each employee to reference. Once the final examination of the project is finished the training program will be developed, test and then approved. The implementation will to train and test hardware. Every task has a set date that will serve as deliverable for the project.