Manage-Mavens Project Management Plan

8/2/2019 Manage-Mavens Project Management Plan

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On Co-op eLearning Module Conversion Project

Team AgreementManage-MavensAimee WillisCyndee TovsenJennifer Soliman


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On Co-op eLearning Module Conversion Project: Team Agreement

Team Agreement

Our team collaborativelyagrees to the following statements:

1. Team Brand or Identity: The chosen team name is the Manage-Mavens with the logo seenabove. The logo implies three gals working well together (notice they are holding hands) to

manage projects. Hence: The Manage-Mavensproject team was born!

2. Team Members: Our team includes skilled eLearning professionals with thesebackgroundsand skills sets:

Manage-MavenTeam

Member

Background Skills

JennSoliman

Bachelor of Arts in Drama; former 6-9 year oldMontessori teacher; currently a coordinator inthe Health Systems unit at Ipas an internationalNGO, non-profit organization. I manage theelearning initiative, www.ipasu.org; coordinateour online newsletter, technical projects, and aglobal network of trainers.

Project management, instructionaldesign, elearning design anddevelopment, communication,problem solving, support,creativity, sense of humor,organization.

CyndeeTovsen

Bachelor of Arts in Organizational Management,Applied Associates in Commercial and TechnicalArt and Certificate as a Multimedia Specialist I

Project management, instructionaldesign, graphic design, multimediadesign and development


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3. Purpose of teams:

The role and purpose of our team and completed teamwork offer these values for projects andour clients:

a. The continued practice of active listening skills

b. Communication delivered with respect for all

c. Consideration of ideas other than those seemingly apparent

d. Level of honest and complete analysis of a project

e. Client needs and wants are placed with priority

f. Creation of the best-of-all considered options rolled into a single solution

g. Agreement of a plan between the project management team and the client

h. Project plan includes milestones and communication to include frequent reportingof project

status

i. Supportive, collaborative work between all members

j. The best work of our abilities in writing, editing, communication, and design

k. Timely communication with the client


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c. Aimee Willis: Increase in knowledge and comfort level of project managementduties, how to successfully execute a team project from start to finish, how toproject scope and budget and adhere to those goals.

5. Project leadership:

The leadership will rotate through the members for the projects. If a team member does not

follow through with timely production of her role, the other two members will offer to take onduties or help in any way to ensure the project stays on track. The leader shall sendreminders to other members for products and timelines to keep the project going forward.

Week Project Manage-Maven Project Manager

2 RFP Analysis / Project Charter Jenn Soliman

3 Work Plan / Project Budget Aimee Willis4 Risk / Change / Quality Management Plan Cyndee Tovsen

6 Evaluation Plan Cyndee Tovsen

6. Independent and/or collaborative work:

Because of the nature of our individual locations and work schedules, the team will initiatetheir duties individually and then post their work to the Google Docs website for collaboration.Any member may update or edit the group's work to keep the project in forward movement


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b. The asynchronous method we will use incorporates Google Docs for collaboratingon documents; all comments on the document should be incorporated into theGoogle doc. Email communication will be utilized for updating team members onprogress. Members may also email or text the group or each other as necessary.

8. Workload:

We are fortunate to have a small number of members in our group. The more individuals, themore communication and division of duties are necessary. The members of this group haveworked professionally together in the past and are comfortable offering to complete work inequal portions and filling in where necessary and with these considerations:

a. As the projects begin, members will determine key duties and collaboratively fill-inroles and duties.

b. If any member feels that the division of duties is unfair, they will speak up to the

group and obtain a resolution collaboratively.

c. The Project Manager submits scheduled work assignments to the course shell bythe due date and time, unless previously arranged with another member for thisresponsibility.

9. Review and feedback:

The Manage-Mavens are professional women with high regard for each other and theirabilities. While we each excel in different areas, we are considerate in our communicationsand comments, often offered as suggestions. We are open to others ideas and ways ofthinking. Anyone may edit grammar, spelling, and re-wording where necessary withoutff di S i b h f ll b i di i d


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A weekly report is produced by the Project Manager and communicated to members and theclient, detailing the status of the project. All issues are noted with recommendations forremedy. The Project Manager along with the team produces an evaluation report at the endof the project.

13. How, when, and why to ask for mediation:

All attempts by the group will be made to resolve any issues collaboratively. The team willrequest mediation from the instructor when a collaborative resolution cannot be made or amember feels as though they have lost their voice within the group. We will adhere to theguideline of three unsuccessful attempts to problem-solving regarding a given issue as termsto request mediation.

14. Other relevant information or agreements, as required.

Member contact information:

Manage-MavenTeam Member

Cell Phone HomePhone

Email Address Skype ID

Jenn Soliman (919) 265-7305

(919) 338-7803

[email protected] jennkiefer

Cyndee Tovsen (847) 544-8043

[email protected] inmedia6

Ai Willi (678) 770 i illi @ il i illi


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Request for Proposal

E-Learning Developer

Please submit proposals to


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Request for Proposal

Ontario Co-operative Association

Section I General Information

A) BackgroundThe Ontario Co-operative Association (On Co-op) is one of eight affiliated regional officesserving co-op member organizations across Canada. Its member organizations includeagriculture, finance, insurance, consumer, supply and services co-ops. Currently, there are

more than 1,300 co-ops, credit unions and caisses populaires in Ontario. Not only are co-oporganizations a strong economic force with assets estimated over $ 30 billion in Ontario, theyare open to everyone, regardless of race, culture, religion, philosophical beliefs, or economicstanding. Co-operatives are a business enterprise that provides services/products or work fortheir members needs and profits.

For many years On Co-op and its members have been passionately committed to thedevelopment of co-operative leaders and new co-operatives as well as the support of existing

co-ops and the co-operative sector through training and educational opportunities. A lifelonglearning committee consisting of sector experts has been instrumental in shaping this direction.

Other significant educational programs that On Co-op manages: Co-op Gala and Conference

o A full day event for industry leaders and managers Co-operative Internship Program

o A 26 week-long program for adults aged 21-29 years old Co-operative Young Leaders Program

o Seven one-week residential programs for youth aged 14-18 years old

Over the past six years the following activities have been completed: training needs


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C) BudgetThis project has been made possible through grants from the Ontario Trillium Foundation, andthe Agricultural Adaptation Council. The budget available for the developing ten modules into

an e-learning format is $125,000, including all applicable taxes and disbursements (mileage,other travel and long distance). Additional funds have been reserved to pay for the costsassociated with the operations of the review committee, the hosting of the modules and theLMS.

Section II Proposal Requirements

A) Expected Outcomes/Objectives of the ProjectIndividual consultants have been hired to develop the content for the curriculum. Thesecontracts have completed. (See Appendix 1 for details on the content of the ten modules). Thedeveloper in conjunction with On Co-ops project manager will take the material and prepare themodules into an e-learning format so that all ten modules are consistent with regard to format,learning activities and layout. It will also need to be technology supported such as CD Rom orDVD for those individuals who still do not have access to high speed internet.

Limitations on format

The e-learning developer in conjunction with On Co-ops project manager will need to filterthrough all developed materials and to prioritize the key areas of knowledge transfer. Keylearning outcomes will be determined for each module.

B) Expected activities of the e- learning developerThe developer will be expected to communicate with the key project manager from On Co-op.The project manager will be seeking input from a committee of experts that includes at a

minimum: an university professor, an adult educator/practitioner, a co-op worker and an e-learner/young member. This committee of experts will provide input during the course ofFebruary-August in order to:

Ensure that learning outcomes are being adhered to


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D) Key Deliverables

The developer will be expected to complete 10 modules that will be suitable for distribution in anonline format and eligible for certificate status. An internal certificate status is yet to bedetermined. Each module will be independent of each other.

The modules must be developed in an AICC/SCORM compliant format. LCMS as a tool isrecommended. Currently, each module has 5 general sections:

1. Outline/Introduction2. Facilitator/Trainer Notes

3. Student Notes4. Power Point Presentations5. Readings/Case Studies

Although each module has the same 5 general sections, the content developed for each of the10 modules can vary in terms of emphasis or time spent on particular aspects. This material willbe provided on CD and in hard copy to the successful developer.

We would love to see different types of learning approaches utilized such as audio, video,

interactive exercises, games and perhaps animation if the costs are within the budgetguidelines. Participants will pay both a subscription and a fee per module which is yet to befinalized. Individuals, co-operatives and associations will purchase this certificate program.

E) OwnershipThe Ontario Co-operative Association will maintain ownership rights of materials created for themodule development. An agreement to this effect will be signed, in conjunction with thecontract.

On Co-op will be responsible for evaluating and updating the content in an established andregular time frame, yet to be determined.


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C) Submission RequirementsProposals should be no longer than 3 pages, and should include the following information: An overview of the candidates proposed workplan for the development of the project A cost breakdown with comparison options that will outline what level of development

would be included at each level A proposed timeline A recounting of relevant experience, including contacts for three references Any other details or information that the candidate feels are relevant

D) Submission of ProposalPlease submit proposals by email to:Denyse Guy, Executive DirectorOntario Co-operative Association450 Speedvale Avenue West, Suite 101Guelph, ON N1H [email protected]

by February 14

th

, 2008.

E) Evaluation of ProposalProposals will be evaluated by the lifelong learning committee of the Ontario Co-operativeAssociation and key staff people on February 15th.

Evaluation Criteria

Proposals will be evaluated based on the following criteria (in no particular order):

Cost efficiency and work value Clarity of workplan and timeline Reference check Overall impression


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Appendix 1: Details on Modules

Module # 1: Nuts and bolts of co-operativesa) Comparison of Co-ops vs. Business Corporations Benefits and Member loyaltyb) Governance Structuresc) Financial Management Raising capital & offering statementsd) Succession planning & HR issues (training, compensation, role of unions, labor laws,

hiring challenges / sector image)e) Challenges & opportunitiesf) Policy context regulatory framework in Ontariog) Scale and context relative to rest of industry

Module # 2: Renewable Energy Co-operativesa) History of this sector in Ontario and in the worldb) Development of a project step-by-step approachc) Business plan and capitalizationd) Governancee) Community powerf) Challenges & Opportunities

Module # 3: Special Populations New emerging social co-opsa) Definition of social co-ops & overview of this sectorb) Workplace & services for the intellectual and physical challenged: Examples of co-

operative structures Family Matters, Team Werks, Co-op in Kingston, CommonGround

i) Providing serviceii) Creating employmentiii) Challenges and opportunities

iv) Organizational development structure, by-laws, governance, financingc) Workplace & services for new Canadians: Examples Multicultural Health Care Brokers,

Alive!i) Providing service & creating employment


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Module # 6: Worker Co-operativesa) Overview of this sectorb) Types of co-operatives restaurant, services, fair tradec) Organizational development structure, by-laws, governance, financing, relationship to

governmentd) Challenges and opportunities

Module # 7: Agricultural co-operative sector in Ontarioa) History of the movementb) Scope of the sectorc) Challenges and opportunitiesd) Continuous re-invention of established agricultural co-ops

e) Scale and context relative to rest of industry

Module # 8: Organics and Co-operativesa) History & growth of this sectorb) Formation of the co-operative - OntarBioc) Alliances with other co-operatives La Siembra, Planet Bean, ONFCd) Capitalization & governanceseparate corporation & venture capitalOrganic Meadow

Module # 9: New sector development and capitalizationa) Reasons for development increase market shareb) Infrastructure problems & co-op developmentc) History of the new generation co-operative developmentd) Specific requirements for new generation capitalization / member investments, delivery

contracts, governance structurese) Difference between new generation co-ops and first generation co-ops; issue of

competitive environment

Module # 10: Development of niche co-operatives: Case studiesa) Poultry Farm Fresh Poultry Co-operativeb) Goat Mornington Dairy Co-operativec) Pork Progressive Pork Producers


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Project CharterManage-MavensAimee WillisCyndee TovsenJennifer Soliman


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On Co-op eLearning Module Conversion Project: Project Charter

Project Charter

Project Title: On Co-op eLearning Module Conversion

Project Manager: Jennifer Soliman, Manage-Mavens

Description

Project needThe need to educate and train potential co-op members, leaders and workers in co-operativemanagement and leadership has created a demand in the availability of case studies anddocumentation of best practices and innovation especially for Ontarians. The result will be an

innovative training program accessible for members, staff and Board of Directors within theco-operative system and other interested individuals.

Project description

Using the clients LCMS Manage-Mavens will produce ten modules for the following OnCo-op specified sectors: Nuts and Bolts of Co-operatives, Renewable Energy Co-operatives, Special Populations - New Emerging Social Cop-ops, Health Care andHome Care, Child Care Co-operatives, Worker Co-operatives, Agricultural Co-operativeSector in Ontario, Organics and Co-operatives, New Sector Development andCapitalization, Development of Niche Co-operatives: Case Studies.


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Goal

The Instructional Designers will convert existing training modules into innovativeeLearning modules to address the educational needs of On Co-op members.

Assumptions, constraints and risks

Assumptions:

a. The content for the curriculum developed by the consultants and is freelyaccessible to the eLearning Developer and the On Co-ops project manager forreview.

b. On Co-op will provide editing and a Quality Assurance (QA) process for theinstructional designers work.

c. Instructional designers have an understanding of the co-operative sector andawareness of the university/college community.

d. Contract conclusion and launch dates can be negotiated.

Constraints:

a. Modules must be developed in AICC/SCORM compliant format using On Co-opsLCMS.

b. Modules must be compatible with current existing sector supported LMS.c. The eLearning Developer and On Co-ops project manager must come to an

agreement about the filtering of the developed content modules in order to

prepare them for an eLearning format within a yet-to-be determined schedule.d. Video, audio, interactive exercises, games and other animation are included to

the extent of Articulates library of templates and assets provided by On Co -op.e The eLearning format has yet to be defined


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f. The development timeline presents a challenge given the number of modules to

be converted.

Resources

Financial:

a. $125,000 to convert ten developed modules into eLearning, CD-ROM, and DVDformats, including all applicable taxes and disbursements (mileage, other travel

and long distance)b. Additional funds reserved to pay for costs associated with the operations of the

review committee, the hosting of the modules and the LMS.

Personnel:

The personnel involved in this project are:

Quality Assurance Manager

Sr. Instructional Designer Instructional Designer Graphic Artist Project Manager

Material:

Materials needed for this project:

CD-ROMs and/or DVDs (10 included in this contract)


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Approach

Start and Complete Dates Milestone

2/20/2012 3/06/2012 Pre-production analysis

03/02/2012 3/06/2012 Approval to start module conversion

03/02/2012 4/09/2012 Initial course prototype/Module 1 development

03/28/2012- 4/09/2012 Pilot course prototype/ Usability and Feedback Review

04/10/2012 Module 1 Completion and acceptance (Script,storyboard, design, customer approval, development,QA, testing, and customer sign-off for each module)

4/11/2012 4/12/2012 Refined Module template/prototype

04/27/2012 Module 2 and Module 6 Completion and acceptance




07/04/2012 Module 10 Completion and acceptance


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Roles and Responsibilities

Sign-off

Denyse Guy, On Co-op Sponsor February 26, 2012

Cyndee Tovsen, Manage-Mavens Sponsor February 26, 2012

Name Role ResponsibilityCyndee Tovsen Manage-Mavens

Project SponsorMonitor and Champion Project for Manage-Mavens

Denyse Guy On Co-op ProjectSponsor

Monitor and Champion Project for On Co-op

Jenn Soliman Project Manager Plan, Execute, and Be Responsible for the

Project

Aimee Willis Sr. InstructionalDesigner

Conversion of the modules to eLearning,CD-ROM, and DVD formats

TBD Instructional Designer Conversion of the modules to eLearning,CD-ROM, and DVD formats

Manage-Mavens-subcontracted artist

Graphic Artist Creates graphic images for content modules


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Resource Name Date Work Qty1 Aimee n/a Module Development

2 Jenn n/a Instructional Design

3 Jenn n/a Project Manager

4 Cyndee n/a QA

5 Instructional Designer n/a Module Development

6 Graphic Artist n/a Graphics

7 Multimedia Development/CDs n/a Graphics

8 TOTAL FOR PERIOD9 INSTRUCTIONS FOR UPDATING THE RATE TABLE

10 Activity Hourly Rate11 Project Management $60

12 QA $75

13 Instructional Design $60

14 Module Development $60

15 Reporting $75

16 Graphics $50

17 Multimedia Development $75

18

Resource Tracker with Rate Table

managemavens2 wbs spring2012


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Manage-Mavens/On Co-op eLearning Task Name Duration Start Date End Date Predecessors % Complete Hourly Rate Cost Status Assigned ToPre-Production 12 02/20/12 03/06/12 0% $14,860.00 Yellow

Analyze 12 02/20/12 03/06/12 0% $14,860.00

Project Management/Communication 7 02/20/12 02/28/12 0% $60.00 $3,360.00 Jennifer Soliman

Instructional Designer, Graphic Artist, SME Interviews 5 02/20/12 02/24/12 0% $200.00 $8,000.00 Yellow manage-mavens

Conduct Lit Review for Best Practices 2 02/27/12 02/28/12 4 0% $75.00 $1,200.00 Cyndee Tovsen

Write Needs Analysis Report 2 02/27/12 02/28/12 4 0% $60.00 $960.00 Jennifer Soliman

LCMS Training 2.5 02/29/12 03/01/12 5 0% $75.00 $1,500.00 Cyndee Tovsen

Review Interviews, Lit Review, and Needs Analysis with senior team 1 02/29/12 02/29/12 6, 5SS 0% $200.00 $1,600.00 manage-mavens

Present reports to the client 1 03/01/12 03/01/12 4, 6, 8, 5 0% $200.00 $1,600.00 manage-mavens

Client Approval/Sign-off to begin Production 3 03/02/12 03/06/12 9 0% $0.00 $0.00 Project Sponsor

Module 1 / Prototype 29 03/02/12 04/11/12 9 0% $20,600.00

Module 1 29 03/02/12 04/11/12 0% $20,600.00

Project Management/Communication 10 03/02/12 03/15/12 3 0% $60.00 $4,800.00 Jennifer Soliman

Design 26 03/07/12 04/11/12 10 0% $6,800.00

Write learning objectives 2 03/07/12 03/08/12 10 0% $60.00 $960.00 Jennifer Soliman

Design Plan 2 03/09/12 03/12/12 15 0% $60.00 $960.00 Jennifer Soliman

Transfer / utilize style guide / create template 3 03/13/12 03/15/12 16 0% $60.00 $1,440.00 Jennifer Soliman

Storyboard 3 03/16/12 03/20/12 17 0% $60.00 $1,440.00 Jennifer Soliman

Graphics 5 03/21/12 03/27/12 18 0% $50.00 $2,000.00 Graphic Artist

Develop 16 03/21/12 04/11/12 18 0% $3,200.00

Instructional Design Report 1 03/21/12 03/21/12 18 0% $75.00 $600.00 Jennifer Soliman

Module 1 / Initial course prototype programming 5 03/21/12 03/27/12 18 0% $50.00 $2,000.00 Aimee Willis

Development Status Report 1 03/28/12 03/28/12 22 0% $75.00 $600.00 Cyndee Tovsen

Implement 11 03/28/12 04/11/12 21 0% $3,520.00Module 1 / Pilot Course Prototype - Alpha Test 2 03/28/12 03/29/12 22 0% $60.00 $960.00 Jennifer Soliman

Make adjustments to Module 1 from Alpha Test 2 03/30/12 04/02/12 25 0% $50.00 $800.00 Aimee Willis

Beta Test 2 04/03/12 04/04/12 26 0% $60.00 $960.00 Jennifer Soliman

Make adjustments to Module 1 from Beta Test 2 04/05/12 04/06/12 27 0% $50.00 $800.00 Aimee Willis

Evaluate 3 04/09/12 04/11/12 28 0% $2,280.00

QA 2 04/09/12 04/10/12 28 0% $75.00 $1,200.00 Cyndee Tovsen

Pilot usability and feedback review from Beta Test 1 04/09/12 04/09/12 28 0% $60.00 $480.00 Jennifer Soliman

Client sign off 1 04/10/12 04/10/12 31 0% $0.00 $0.00 Project Sponsor

Publish Module Template with guidelines, acronymns, and dictionary 1 04/11/12 04/11/12 32 0% $75.00 $600.00 Cyndee Tovsen

Modules 2-10 60 04/12/12 07/04/12 33 0% $85,440.00

Project Management/Communication through the ten modules 10 04/12/12 04/25/12 13 0% $60.00 $4,800.00 Jennifer Soliman

Module 2 (Done concurrently with Module 6) 12 04/12/12 04/27/12 33 0% $8,960.00

Design 12 04/12/12 04/27/12 33 0% $1,440.00



Storyboard 1 04/16/12 04/16/12 39 0% $60.00 $480.00 Jennifer Soliman

Graphics 2 04/16/12 04/17/12 39 0% $50.00 $800.00 Graphic Artist

Develop 9 04/17/12 04/27/12 40 0% $2,280.00


Module 2 programming 3 04/17/12 04/19/12 40 0% $50.00 $1,200.00 Aimee Willis


Implement 6 04/20/12 04/27/12 44 0% $1,440.00

Module 2 alpha and beta testing with Module adjustments 3 04/20/12 04/24/12 44 0% $60.00 $1,440.00 Jennifer Soliman

Evaluate 3 04/25/12 04/27/12 44 0% $3,800.00

QA 1 04/25/12 04/25/12 47 0% $75.00 $600.00 Cyndee Tovsen

Module 2 feedback review 2 04/25/12 04/26/12 47 0% $200.00 $3,200.00 manage-mavens

Client sign-off 1 04/27/12 04/27/12 50 0% $0.00 $0.00 Project Sponsor

Module 3 12 04/30/12 05/15/12 51 0% $8,960.00Design 12 04/30/12 05/15/12 51 0% $1,440.00





managemavens2_wbs_spring2012



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Develop 9 05/21/12 05/31/12 72 0% $2,280.00




Implement 3 05/24/12 05/28/12 76 0% $1,440.00

Module 4 alpha and beta testing with Module adjustments 3 05/24/12 05/28/12 76 0% $60.00 $1,440.00 Jennifer Soliman

Evaluate 3 05/29/12 05/31/12 79 0% $3,800.00

QA 1 05/29/12 05/29/12 79 0% $75.00 $600.00 Cyndee Tovsen



Module 5 12 06/01/12 06/18/12 83 0% $8,960.00

Design 12 06/01/12 06/18/12 83 0% $1,440.00





Develop 9 06/06/12 06/18/12 88 0% $2,280.00




Implement 3 06/11/12 06/13/12 92 0% $1,440.00

Module 5 alpha and beta testing with Module adjustments 3 06/11/12 06/13/12 92 0% $60.00 $1,440.00 Jennifer SolimanEvaluate 3 06/14/12 06/18/12 95 0% $3,800.00

QA 1 06/14/12 06/14/12 95 0% $75.00 $600.00 Cyndee Tovsen



Module 6 (Done concurrently with Module 2) 12 04/12/12 04/27/12 33 0% $8,960.00

Design 12 04/12/12 04/27/12 33 0% $1,440.00

Write learning objectives 1 04/12/12 04/12/12 33 0% $60.00 $480.00 Instructional Desi

Design Plan 1 04/13/12 04/13/12 102 0% $60.00 $480.00 Instructional Desi

Storyboard 1 04/16/12 04/16/12 103 0% $60.00 $480.00 Instructional Desi


Develop 9 04/17/12 04/27/12 104 0% $2,280.00

Instructional Design Report 1 04/17/12 04/17/12 104 0% $60.00 $480.00 Instructional Desi



Implement 3 04/20/12 04/24/12 108 0% $1,440.00

Module 6 alpha and beta testing with Module adjustments 3 04/20/12 04/24/12 108 0% $60.00 $1,440.00 Instructional Desi

Evaluate 3 04/25/12 04/27/12 111 0% $3,800.00

QA 1 04/25/12 04/25/12 111 0% $75.00 $600.00 Cyndee Tovsen



Module 7 12 04/30/12 05/15/12 115 0% $8,960.00

Design 12 04/30/12 05/15/12 115 0% $1,440.00





Develop 9 05/03/12 05/15/12 120 0% $2,280.00


Module 7 programming 3 05/03/12 05/07/12 120 0% $50.00 $1,200.00 Aimee WillisDevelopment Status Report 1 05/08/12 05/08/12 124 0% $75.00 $600.00 Cyndee Tovsen

Implement 3 05/08/12 05/10/12 124 0% $1,440.00


Evaluate 3 05/11/12 05/15/12 127 0% $3,800.00

QA 1 05/11/12 05/11/12 127 0% $75.00 $600.00 Cyndee Tovsen




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Evaluate 3 05/29/12 05/31/12 143 0% $3,800.00

QA 1 05/29/12 05/29/12 143 0% $75.00 $600.00 Cyndee Tovsen



Module 9 12 06/01/12 06/18/12 147 0% $8,960.00

Design 12 06/01/12 06/18/12 147 0% $1,440.00





Develop 9 06/06/12 06/18/12 152 0% $2,280.00




Implement 3 06/11/12 06/13/12 156 0% $1,440.00


Evaluate 3 06/14/12 06/18/12 159 0% $3,800.00

QA 1 06/14/12 06/14/12 159 0% $75.00 $600.00 Cyndee Tovsen



Module 10 12 06/19/12 07/04/12 163 0% $8,960.00

Design 12 06/19/12 07/04/12 163 0% $1,440.00


Design Plan 1 06/20/12 06/20/12 166 0% $60.00 $480.00 Instructional DesiStoryboard 1 06/21/12 06/21/12 167 0% $60.00 $480.00 Instructional Desi


Develop 9 06/22/12 07/04/12 168 0% $2,280.00




Implement 3 06/27/12 06/29/12 172 0% $1,440.00


Evaluate 3 07/02/12 07/04/12 175 0% $3,800.00

QA 1 07/02/12 07/02/12 175 0% $75.00 $600.00 Cyndee Tovsen


Client sign-off 1 07/04/12 07/04/12 178 0% $0.00 Project Sponsor

Post-Production 2 07/05/12 07/06/12 179 0% $2,160.00

CD ROM Production 2 07/05/12 07/06/12 179 0% $60.00 $960.00 Jennifer Soliman

Summative Eval Report 2 07/05/12 07/06/12 179 0% $75.00 $1,200.00 Cyndee Tovsen

The Unknown 1 07/05/12 07/05/12 179 $1,940.00

Totals $125,000.00

g _ _ p g


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Risk and Change Management Plan

Manage-MavensAimee Willis

Cyndee Tovsen

Jennifer Soliman


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Manage-Mavens Risk Management Plan

Potential Risk Impact to the project Possible Solutions

Client does not review on time Delays timeline/milestoneachievement.

Establish an agreed-upon review timeline.Try to get review done within x days.

Client does not approve coursedesign

Risk of client/developer relationshipdeterioration. Decreased projecttimeline and increased cost fordeveloper to retool course design.

Keep client involved in developmentprocess stages and provide ongoingopportunities to voice opinions and ideas.This strategy keeps the client involvedthroughout the process and encouragesownership of course design, avoiding

surprises and disapproval of elements theywere not privy to.

Client requires multiplemultimedia learning objects thatdo not fit into the project plan

Increase in cost for developer toobtain/incorporate desired learningobjects. Delay development time.

Show the client examples of five fully-developed solutions and the cost tocomplete them (could have beendesigned/developed by others).

LCMS training is not sufficientDelay development time due to

developer's inefficiency in LCMS.

Remind the client of the scope detailingthat there would be 20 hours of trainingrequired. If the scope is larger, then a

scope change will be necessary withincreased costs to the client.


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Member of the developmentteam becomes ill and is unable

to meet deadlines

Delays timeline/milestoneachievement - increases risk ofpotential errors during developmentif developer is short staffed andendeavoring to meet originalmilestones.

Other members may try to pick up theloose ends of that member's duties, but ifthat is not possible, then ask for extensionof time in the deadline. It may be possibleto still meet the end deadline if you canplay catch up. Can also have a person or

two designated in the wings, so to speak,that could jump in to help out for a shorttime. The project manager may need tohire someone temporarily to fill in for theextended absence.

Project timeline, as it stands, is

not adequate - too short

Milestones/Project not completedwithin allotted time frame. Risk ofclient/developer relationship

deterioration - no repeat business /ability to continue updates to projectas needed.

Consider why the timeline is not adequate.Improper scope? WBS not executedproperly? The earlier a problem isaddressed, the better. Don't wait until the

end of the project to bring up issues thatcan be resolved. Save the clientrelationship!

Developer and On Co-ops PMmust agree on the filtering of thecontent

Delayed development due toindecision/confusion regardingmodule content.

Design open, easy access andcommunication to theproject manager of this migrationinitiative. Utilize best practices from litreview and possibly utilize a mutually

designed rubric that addresses objectivesto keep content filtering on task.

Technology breakdown

Delayed development for remainingcourse conversion . Developer'scosts increase due to repair andcould affect course moduleconversion quality.

Ensure proper working order of allhardware prior to project execution. Investin computer repair service contract thatoffers quick turn around in service so thatany down time is minimized.


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Creation/adaptation of styleguide is delayed

Delay in project at onset - styleguide adaptation is at front end ofproject.

Ensure that access to and provision ofstyle guide is part of the kick off meeting,so that it is available oncePrototype/Module 1 design begins.

Review by the committee ofexperts takes longer thananticipated

Delay in course content / learningoutcomes review and approval.Delay in alpha and beta testingresults and feedback = delay insubsequent milestones.

Be prepared to move forward with otheraspects of development that do not

depend on committee input to keepdevelopment timeline on track. Oncecommittee review is completed, developercan rearrange tasks to accommodate whathas been completed vs what isoutstanding.

Suitable graphics difficult to

find/obtain

Client is not satisfied with

module/course graphics

Consider high quality stock imagesubscription, like istockphoto, and buildthis expense into the budget. Provide client

image selections and encourage theirparticipation in selecting the appropriatemodule images.

Graphic artist not available forallotted timeline

Development team limited to stockimages

Consider high quality stock imagesubscription, like istockphoto, and buildthis expense into the budget. Provide clientimage selections and encourage theirparticipation in selecting the appropriate

module images. If scope creep is notaddressed early, it will continue.


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Client decreases developmenttime frame - project timelineshortened

Development workload vs. timeframe intensified - increase indevelopment errors, decrease inproduct quality.

Retool WBS and milestone chartimmediately, listing project tasks the newtimeline can accommodate andhighlighting tasks that will be sacrificed.Review with client and encourage opencommunication and participation in

brainstorming the change. Obtain sign offon new development timeline/taskdocument.

On Co-op's Quality Assurance(QA) process requires moretime than expected

Delayed development forsubsequent course conversion ifclient's QA is prolonged.

Be prepared to move forward with otheraspects of development that do notdepend on QA to keep developmenttimeline on track. Once committee reviewis completed, developer can rearrangetasks to accommodate what has been

completed vs what is outstanding.

Client decreases anticipatedbudget - $125,000

Decrease in quality of product

Anticipate a decrease in budget prior todevelopment and formulate an alternativedevelopment plan that accommodatesincrementally decreased budgets by $5000each down to $100,000. Provide examplesof fully-developed solutions at the updatedbudget(s) (could have been

designed/developed by others)Client's desired additional media- audio, video, interactiveexercises, games, animation -does not fit into monetarybudget / allotted developmenttime

Decrease in client's perception ofproduct quality - risk ofclient/developer relationshipdeterioration.

Keep client informed throughoutdevelopment process of media availabilityto budget ratio. Encourage and foster clientparticipation in media selection within thestated budget to foster ownership ofmodule design and end product. If scopecreep is not addressed early, it will


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continue.

Client does not pay invoices asagreed after milestoneachievements

Delay in subsequent developmentdue to strained developmentresources/funds.

Ensure that invoice dates and requiredpayment dates (based on developmenttimeline/milestone chart) are built intoproposal and signed off on by client.Include a clause in sign off document thatstates "invoiced payments must bereceived within "X" amount of days in orderto continue development", in which client

initials/signs. Customer relationship is anon-going investment and helps when youneed to see the finance department aboutgetting paid for work. Keep up continuedcommunication and relationship building.

Manage-Mavens team is havingminor issues internally.

Possible discontent in the teamresulting in a possible breakdown ofcommunication and thus lostproductivity for the project.

Review the Team Agreement and Charterand utilize ongoing good communicationskills and practices of weekly teammeetings and reports. Can use peerpressure to sway an individual intoconforming with the group.


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Manage-Mavens Change Management Plan

Possible client change

(individual event, overallscope, etc.)

Impact to the project Possible Solutions

Change/replacement of OnCo-op's Project Manager

Timeline will be delayed andpossible cost increase.

Manage-Mavens will continue on time .

Change in On Co-op's LCMSTimeline will be delayed,budget increased,

Retool WBS and milestone chart to reflect delayfrom training on the new tool. Most likely theentire project will be reentered into the newLCMS. Templates will need to be recreated.

On Co-op updates/changestheir styleguide

Budget will be increasedbecause Graphic Designer willhave an increase in workload.Timeline may be delayeddepending on when theupdates are made.

Retool WBS and milestone chart to reflect delayfrom changes that need to be made by thegraphic designer. Obtain sign off on budgetchanges and new timeline/task document.

On Co-op makes changes to

priority sector / moduletopic(s) Change in scope.

Clearly need a signed change management

document to go forward with changed work.

Committee of expertspersonnel changes - newmember(s) do not agree withformer dissemination

Possible change in scope.

Communication with all members is importantinternally as well as externally. New ideas needto be reviewed and discussed with possiblenegotiation for solution. If change in scopeoccurs, a signed change order is needed.


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On Co-op increases numberof module conversions -increase from 10

Change in scope.This is clearly increased scope and requires asigned change document to continue in increasedproduction.

On Co-op makes changes toestablished 5 sections ofmodules outlined in RFP

Change in scope.Clearly need a signed change managementdocument to go forward with changed work.

Client decreases developmenttime frame - project timelineshortened

Development workload vs.time frame intensified -increase in developmenterrors, decrease in productquality.

Retool WBS and milestone chart immediately,listing project tasks the new timeline canaccommodate and highlighting tasks that will besacrificed. Review with client and encourageopen communication and participation inbrainstorming the change. Obtain sign off on newdevelopment timeline/task document.

Client decreases anticipatedbudget - $125,000

Decrease in quality of product

Anticipate a decrease in budget prior todevelopment and formulate an alternativedevelopment plan that accommodatesincrementally decreased budgets by $5000 eachdown to $100,000. Provide examples of fully-developed solutions at the updated budget(s)(could have been designed/developed by others).But in reality, if we have a signed contract, the

money can't go down like this without some legalaction. Of course we will lend our expertcommunication skills prior to taking such action.

Certificate requirementschange over course ofdevelopment.

Additional time is necessary torecode the certificate. Thisshould be a minor

Inform client of time it will take to update thecertificate requirements and keep the clientapprised of updates as they happen.


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Quality Management Plan

Manage-MavensAimee Willis

Cyndee Tovsen

Jennifer Soliman


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Manage-Mavens

Quality Management Plan v1.0

Quality Management Plan

1. Quality Management Approach

In regards to the On Co-op eLearning Module Conversion, the Manage-Mavens have developed a Quality Management Plan and Approach suitableto the size and scope of the project. Our team will validate the quality of the project deliverables and processes to create the deliverables by ut ilizing

the information in this document, which has been agreed upon by both client and vendor. The anticipated outcome of adherence to the Quality

Management Approach is a final product that meets the needs of our client and exceeds their expectations.

Our quality management plan identifies these key components:

Objects of quality

review

Quality Measure Quality Evaluation

Methods

Impact of Quality Measures

Project Deliverables Deliverable Quality Standards

Completeness and Correctness

Criteria

Quality Control Activities Deliverables meet and/or exceed client expectations

Project Processes Process Quality Standards

Stakeholder Expectations

Quality Assurance Activities Processes positively influence the development of quality

deliverables


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2. Quality Management Objectives

The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project.

The Manage-Mavens team is committed to producing and managing quality products for On Co-op. Through monitoring and control, the team will

issue scheduled status reports to all stakeholders regarding development, implementation, and close-out of the project to the agreed-upon

standards set with On Co-op. The team will hold regularly-scheduled project team meetings to keep all development members apprised of current

status, as well as to discuss project issues and plans for corrective action in order to keep the project moving forward. Our aim is to keep the project

on time, in budget, and in the good graces of our customer, On Co-op, who approves all of the deliverables and accepts the final product(s).

3. Project Quality Control

The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of

acceptable quality and are complete and correct.

The following table identifies:

The major deliverables of the project that will be tested for satisfactory quality level.

The quality standards and the correctness and completeness criteria established for the project deliverable. Included are any organizational

standards that need to be followed.

The quality control activities that will be executed to monitor the quality of the deliverables.

How often or when the quality control activity will be performed.


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How the Quality Control impacts the project

Project

Deliverable

Deliverable Quality

Standards/

Completeness and

Correctness Criteria

Quality ControlActivity/Strategies

Frequency / Interval Impact

Project Charter Charter adheres to TQM*

format

Compare project charter to

established TQM format

2/20/12: Post Charter

Development - adherence

throughout project:

(2/20/12-7/04/12)

Agreed upon milestones, expectations

and budget result in clear

communication and strong client

relationship.

Module

Prototype

(Module 1

Conversion)

Prototype conforms to On

Co-op style guide,

AICC/SCORM format, and

LCMS Compliance

Quality assurance

checklist, structured walk

through

4/10/12: Post prototype

development.

Less time spent on module conversion

once finalized templates are in place.

Leads to rapid prototyping of

subsequent modules and keeps

development team within time frame of

project.

Module

Template

Conform to On Co-op style

guide, AICC/SCORM

format, and LCMS

Compliance

Quality assurance

checklist, structured walkthrough

4/10/12: Post template

development.

Less time spent on module conversion

once finalized templates are in place.

Leads to rapid prototyping of

subsequent modules and keeps

development team within time frame of

project.

Development

Status Reports

Status reports adhere to

TQM standards

Compare status reports to

TQM standards

Development Status

Check Interval based on

WBS:

Keep all contributors to project

informed, on task, and within budget.

Reports provide client opportunity to

make changes prior to final module


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3/28/12, 4/20/12, 5/8/12,

5/24/12, 6/11/12, 6/27/12:

Post prototype

development, Module 1

development - adherence

throughout project life

cycle.

conversion which will keep the project

on time and within budget.

Ten converted eLearning modules

CONTENT:

Template

Correct Spelling,

Grammar,Language

Conforms to module

given

USABILITY:

User test standards-

use check off listing

COMPLIANCE:

Meets

AICC/SCORM

Compliance

Meets LCMS

requirements

CONTENT:

Check to see that

template was used.

Run spell check,read through and

edit all modules for

correct English.

Checked against

original module for

accuracy.

USABILITY:

Alpha Testing

Beta Testing

Gold Testing

COMPLIANCE:

Alpha Testing

QA Check Interval based

on WBS:

4/10, 4/25, 5/11, 5/29,

6/14, 7/2

CONTENT:

Post Development

USABILITY:

Post module

development

Post alpha testing

and incorporated

changes

Post beta testing

and incorporated

changes

Satisfied client and successful project.

Opportunity to serve client in future and

possible referral business.


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Beta Testing

Gold Testing

COMPLIANCE:

Post module

development

Post alpha testing

and incorporated

changes

Post beta testing

and incorporated

changes

*Total Quality Management: integrative philosophy of management for continuously improving the quality of products and processes


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4. Project Quality Assurance

The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to

produce quality project deliverables.

The following table identifies:

The project processes subject to quality assurance.

The quality standards and stakeholder expectations for that process.

The quality assurance activity such as a quality audit or reviews - that will be executed to monitor that project processes are properly

followed.

How often or when the quality assurance activity will be performed.

How the Quality Assurance strategies/activities will impact the project.

Process

Process Quality

Standards/

Stakeholder

Expectations

Quality Assurance

Activity/StrategiesFrequency / Interval

Impact

ChangeManagement

Process

Adhere to agreed uponChange Management

Plan

QA Checklist Any time a changetakes place for

duration of project

Smooth client-vendor communication,opportunity to voice opinions and suggestions

and adherence to project timeline and budget.

Risks of unknown minimized.

Risk Management

Process

Adhere to agreed upon

Risk Management Plan

QA Checklist Continually and

throughout duration of

project

Risks of unknown minimized. Proactive

anticipation of impacts to project and possible

solutions makes for smoother development and


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communication.

Communication

Process

Adhere to agreed upon

status reports as

outlined in WBS

QA Checkpoints Continually

throughout duration of

project

Clear communication, opportunities for client to

voice opinion and suggestions.

Testing Process Apply quality metrics to

Quality Matrix

QA Audit Post module

development (10)

Successful implementation of modules that are95% defect free. Satisfied client.


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5. Quality Team Roles & Responsibilities

The following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities.

Project Team Role Quality Control and Quality Assurance Responsibilities Assigned Resource

Quality Assurance Manager Quality Control Audit Jenn Soliman

Quality Usability Review Run usability tests on all modules at Alpha, Beta, and Gold Testings Aimee Willis

Quality Assurance/Editor Adhere to given modules, template, writing styles, spelling, and grammar Cyndee Tovsen

Graphics editor Graphics, images, style guide adherence Subcontracted Graphic Designer

6. Quality Tools

The following lists the tools to be used to support quality management implementation and the purpose or use of the tool.

Tool Purpose/Use


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Tool Name

Microsoft Word Spell and grammar check of each module. Used to develop status report.

Usability Check Listing Ensure that all checkpoints are made during usability testing of each module.

Quality Matrix Spelling, grammar, template, writing styles, adherence to original module, and usability checklist for periodic

assessment of modules to verify quality performance.

JuicyStudio.com Uses the W3C algorithm to check for sufficient contrast between background and foreground colours.

On Co-op Style Guide Reference for adherence to On Co-ops color, font, themes, and logo styles.

On Co-op LCMS To check look and feel of templates for modules.

Borland Quality Managment

SoftwareTo check for bugs, links, access, and site performance.

Documents

Manage-Mavens Project Management Plan