PID ConnecTV V12 example

8/7/2019 PID ConnecTV V12 example

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Project Planning& ControlModule Code: 5BUS0212

Module Leader: Jon Douglas

ConnecTV: Project InitiationDocumentSubmission Date: Friday 26th November 2010

Student IDs:

Emma Holgate (08175944)Charlotte Hutton (07178597)

Katie Scott (07178595)Samantha Witt (08177911)


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Project Initiation Document

Contents

1.0 Terms of Reference

1.1 Objectives

1.2 Scope

1.2.1 Proposed Solution

1.2.2 Scope

1.2.3 Not in the Scope

1.3 Constraints

1.4 Assumptions

2.0 Project organisation and responsibilities

3.0 Initial Project Plan

3.1 Resources required

3.2 Project Budget

3.3 Cash Flow Statement

3.4 Schedule of activities showing duration

3.5 Network diagram showing the critical path

4.0 Risk Assessment Plan5.0 References

Appendices

Appendix A Work Breakdown Structure

Appendix B Task Packages

Appendix C Network Diagram

Appendix D Resource Diagram

Appendix E Risk Breakdown Structure

Appendix F Risk Register

Appendix G Team Meetings (Minutes)

Appendix H Team Evaluation

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1.0 Terms of Reference

1.1 Objectives

o To provide a company-wide CRM tool to manage new sales opportunitiesfrom initial inquiry through to installation.

o To improve the level of customer satisfaction by providing a morepersonalised service.

o To contribute to the business objective of increasing sales by at least 30%by 2013 by managing and monitoring new sales opportunities.

o To provide documentation and training and in service support.o To provide an integrated CRM System.o To provide a system that is able to manage and track orders.o To provide a system that is able to produce Marketing Campaigns and

produce marketing information such as newsletters.o To provide the Field Service Support Staff with a mobile CRM system, this

can then show them details for the customer and information such as theproduct that they require.o To provide Call Centre staff with a system with a CRM system that can

show all customer details.o The overall project will be delivered in 4.5 months. We will test at point Y

to ensure that it is on task.o The overall project will cost 232,550 made up of direct labour and A9-

Data costs.

1.2 Scope

1.2.1 Proposed SolutionConnecTV with the help of A9 Data will design and deliver a CustomerRelationship Management system to establish a clear, single view of theircustomers and help deliver a consistent and high level of customer service. Theorganisation can bring together all the information held on customers on currentlyseparate systems and make it available to all customer-facing staff when andwhere they need it, they can provide the customer with a better, morepersonalised, service. It should also help identify and manage new salesopportunities more efficiently which will be advantageous when the planneddigital switchover of all TVs in the UK by 2012 will hopefully bring about morebusiness.

1.2.2 Scope

ConnecTV will be responsible for:

o The overall Project Management including the PID, Project Plans, QualityPlan and Project Closure.

o Scoping the User Requirements alongside A9 Data.

o Completing the Technical Specification for the CRM system.

o User Acceptance Testing to ensure that the system that A9 Data deliver isconsistent with the requirements.

o Running Training sessions to ensure the end-users are trained sufficientlyto use the system.

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A9 Data will be responsible for:

o Delivery and Installation of the Core System.

o Running the requirements workshops to ensure the CRM system needs areunderstood.

o Writing the User Manuals for training of the end-user.

o Configuring the Modules to the correct requirements identified in theworkshops.

o Testing the Modules to ensure they are running correctly and are asspecified by the end-users.

o Integration testing the system.

o Completing system Migration testing including the transfer of the existingdata.

o Implementing Go-Live of the CRM system.

o Providing Post Installation Support for 60 days post Go-Live.

1.2.3 Not in the Scope

o Any further provision for Post-Installation support post the 60 days that A9-Data are providing.

o Any additional time outside that stated in the WBS that the end-users maybe required for.

1.3 Constraints

ID Area Constraint1 Resource Availability A9-Data are unable to work on more than one

module at a time if this rate reduces it couldimpact the project.

2 Time The CRM system must be in place for 2012 for theDigital Switch-Over.

3 Quality The User Manuals will be delivered in line with A9-Datas quality standards.4 Management ConnecTV will Project Manage the system in line

with their existing Project ManagementMethodology for Information Systems

5 Cost The Budget for the CRM system Project is535,450

1.4 Assumptions

1.4.1 Costso All project staff are paid at the end of the month and book to the project a

few days before the end of the month. All staff costs will therefore comeout as one cost at the end of each month

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o The Project Sponsor is out of the project staff costs and is costed at 1,200per day.

1.4.2 A9 Datao There are 3 A9 Data Consultants available for User Requirements

Workshops so these can happen simultaneouslyo A9 Data hold the budget for staff being available to prototype their

modules (this is incorporated into the costs in their quote), ConnecTV orthe over arching Company will not need to pay for this.

o Any additional time A9 Data needs staff outside of those times specifiedwill be at additional cost

o Migration of the existing data and testing of the data will be performed byA9 Data as part of the Installation costs

1.4.3 User Requirements Workshopso

There only needs to be 3 user requirements workshops: Sales andMarketing, Call Centre and Field Support (The customer facing staff)o ConnecTV will not need to pay for Customer Facing Staff to attend the

workshops, these will be budgeted by their department

1.4.4 Time Scaleso A reduction of 25% has been applied to the timescale as per the

requirement, which has lowered cost. Any further reduction in timescalewill increase the cost as contingency will need to be used.

o A9 data contract is worth 180,000 over the next 2 years however thepayment will be received in stages and then the bulk once the project iscompleted and therefore payment may not be spread over 2 years.

o There are 37 hours in a day, 5 working days in one week and 4 workingweeks per month.

1.4.5 CRM Systemo Deployment of the CRM system will take 1 day in total

1.4.6 Manualso The total time for A9 to write the training manuals are 5 days per module

therefore it is assumed that it is broken into 2.5 for the draft 2.5 for thefinal version.

1.4.7 User Acceptance Testingo User Acceptance Testing will take 2 days per module

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2.0 Project organisation and responsibilities

Project Manager Samantha WittThe Project Manager is responsible for the management of the project on a day-

to-day basis and for the achievement of the project objectives (Cadle & Yeates,2008).

Chief Analyst Emma HolgateThe chief analyst will advise the project manager and project team on analysismethods and techniques and, with the quality function, ensure that appropriatestandards are being followed (Cadle & Yeates, 2008).

Risk Manager Charlotte HuttonThe Risk Manager is responsible for identifying, classifying and quantifying therisks and for chasing people to carry out their risk reduction actions (Cadle &Yeates, 2008).

Resources Manager Katie ScottThe resource manager will assist with the planning of the project, develop theresourcing plan and requirements, source and allocate the staff includingsubcontractors (and other resources), and provide advice to team members onthe availability of resources. Monitor resources and allocate new if the projectplan changes (Cadle & Yeates, 2008).

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Project ManagerSamantha Witt

Chief AnalystEmma Holgate

Risk ManagerCharlotte Hutton

ResourceManagerKatie Scott


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3.0 Initial Project Plan

3.1 Resources required

3.1.1 Allocating ResourcesWithin the project the main resources are in fact human labour. The mainresources required for the project are the core team; this is the Project Manager,Chief Analyst, Risk Manager and Resource Manager. It is the resource managerstask to understand the resourcing levels needed outside of the project. These areoften outside of the core team and therefore will need to be costed for andnotified in advance to ensure the resources will be available when necessary inthe project (Newell, 2005).

To understand the staffing levels needed the WBS is firstly produced. The WBSand the subsequent task packages below this are to be produced in conjunctionwith those who are the owner of the package. By producing the task packages

with the relevant managers responsible for those members of staff it is thenpossible to gain a greater understanding of who would be needed; this makes theinformation more reliable and makes a project easier to plan for (Newell, 2005). Ithas been identified that outside of the core team the following members of staffwill be needed:

o Marketing Managero Sales Managero Call Centre Managero Field Support Managero Mobile Managero Quality Managero Project Sponsor

This can be assumed as reliable as having consulted with the relevant expertise itcan be ensured that this is the resourcing that is needed.

3.1.2 Developing the Resource Diagram

A resource diagram helps the Project Team to identify when resources will berequired and for what duration (Cadle and Yeates, 2008). Once the resourcesrequired have been identified (3.1.1) it is important for the Project Manager toensure that everyone is aware when to execute their responsibilities in line withthe Project timescales (Cadle & Yeates, 2008). An example of a useful resourcediagram is a Gantt chart which provides an overview of the schedule of activitieson a day to day basis (Project Minds, 2010).

A Gantt chart differs from a Network Diagram in the sense that a Gantt chart doesnot show the dependencies between each of the activities but does howeverprovide the Project Team with an overview of when resources will be required andfor what duration, identifying any activities that may have too many or too fewresources allocated to it (Cadle & Yeates, 2008). The Gantt chart for ConnecTVcan be found at Appendix D which shows that resources (personnel) involved inthe Project, the activities for which they are responsible, and for what length oftime they are required to support the Project.

3.2 Project Budget

Preparing a budget is an important aspect to consider in the initial Project

planning phase. A budget will help to present what income and expenditure youcan expect throughout the duration of the Project (Cradle & Yeates, 2008) which

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will enable the Project Team to effectively allocate resources and establishtimescales. Figure 3.2.1.1 shows ConnecTVs Project Budget for the installation ofa new CRM system:

Figure 3.2.1.1 ConnecTV Project Budget for Installation of new CRM System

3.2.1 Direct Labour and Project SponsorAs per the Project Brief, direct labour was allocated a cost of 900 per person perday. When preparing the Task Packages and allocating resources, we establishedthat the following ten people would be involved in the Project:

o Project Managero Chief Analysto Risk Managero Resource Managero Sales Managero Marketing Managero Call Centre Managero Field Support Managero Mobile Managero Quality Manager

Apart from the main Project Team, the rest of the staff would not be involved in

the Project on a daily basis, but utilised as and when the task packages requiredtheir input. Allocating resources to the Project activities allowed us to estimatethe total cost of direct labour. We estimated that each supporting member ofstaff would be required for 5 days to fulfil their responsibilities; we rounded thisfigure to 8 days to allow for some flexibility if the Project experienced any delays.In total this brought the estimate to 331,200 for direct labour 288,000 for themain Project Team and 43,200 for the remaining staff (figure 3.2.1.1 Item A).

The Project Sponsors daily rate was not identified in the brief, so based on theassumption that his rate would effectively exceed that of the other staff membersinvolved, we estimated the daily rate to be 1,200 per day. As we did notenvisage the Project Sponsor to be directly involved in the Project activities on adaily basis, we budgeted for this cost on the assumption that the Project

Sponsors input would be required for a maximum 5-day period, totalling 6,250(figure 3.2.1.1 Item B). During this time the Project Sponsor would be utilised toprovide advice on setting the Project Objectives and attending Project Reviews.

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3.2.2 A9 DataOverall, the Contract with A9 Data is worth 180,000 for the delivery andinstallation of the CRM system. Within this value, A9 Datas consultancy services

cover various task packages including installation of the software package,conducting user requirements workshops, configuring and testing modules andproviding post installation support. A9 Data provided a list of their costs inrelation to the activities that they intended to carry out; in total the sum of theiractivities came to 149,000 (figure 3.2.1.1 Items C-I). This left us with a balanceof 31,000 which was to be allocated to the cost of purchasing the SoftwarePackage (figure 3.2.1.1 Item J).

3.2.3 ContingencyAs Projects are commonly based a number of assumptions, when preparing thebudget it is important to take into account any unexpected activities or risks thatmight impact on the Projects expenditure (Cradle & Yeates, 2008) and to allow areasonable margin to be able to effectively deal with nay problems that mayarise. On this basis we decided to allocate a 10% contingency to the budget(figure 3.2.1.1) which we feel would be sufficient to deal with any additional costsas a result of Project delays.

3.3 Cash Flow StatementCash Flow Statements are used to assess a Projects income and expenditure on amonth by month basis (Cradle & Yeates, 2008). They can also be used to monitorprogress in line with the Projects forecasted milestones and payment plans.Figure 3.3.1.1 shows the Cash Flow Statement for ConnecTV:

Figure 3.3.1.1 ConnecTV Cash Flow Statement

As you can see from the Cash Flow Statement the Project exceeded our initialestimated duration by 1 month. As identified in the Network Diagram (AppendixC) the total intended Project duration is 92 days, and as we have established inour assumptions (section 1.4) there are 20 days in a working month, taking theProject duration to a total of 4.5 months.

We have costed the activities in the month that they are expected to becomplete, as illustrated in the Network Diagram (Appendix C) and we have

allocated the costs to the appropriate resources that are illustrated in the TaskPackages (Appendix B). We have added the 31,000 Software Package cost in

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the final month of the Project for the purpose of retaining some form of insuranceif A9 Data could not fulfil their responsibilities in implementing the CRM system(Appendix F Risk Register).

Based on all the information provided and the assumptions that we have made,

we have estimated that the Project will cost 232,550 in total (figure 3.3.1.1),which is 302,900 below our budget (figure 3.2.1.1). As with any Project, therewill always be an element of risk associated with each of the activities; thereforeit is important to factor in a margin of contingency to ensure that the ProjectTeam does not go over the intended budget. In ConnecTVs case, the total cost ofcarrying out the Project was considerably lower than that of the original budget,allowing this balance of cash to be used to fund new or existing Projects withinthe business.

3.4 Schedule of activities showing duration

From the WBS a schedule of activities was developed under each package. This

allowed the package holder to understand the work that needs to be achieved.Each activity has been assigned a resource and duration to enhance furtherunderstanding and to effectively aid smooth Project Management.The Schedule of Activities can be found at Appendix B.

To understand the duration of the activity, Programme Evaluation and ReviewTechnique (PERT) was used. Originally developed by the US Navy, PERT attemptsto use 3 point estimating to estimate the duration of a task, whilst taking intoaccount many of the uncertainties Involved in a project such as cost, duration andrisk (Dinsmore & Cabanis-Brewin, 2010).

The technique requires the project manager to estimate 3 activity durations forthe task. These include the most optimistic estimate (A) , the most likely

estimate (B) and the most pessimistic estimate (C) (Cadle & Yeates, 2008). Oncethese have been defined, the estimates are put in to a formula as shown in Figure3.4.1.

PERT Estimate = A +4B + C

6Figure 3.4.1. PERT Estimation

(Cadle & Yeates, 2008).

By using this 3 point estimate system, this technique allowed us to take intoaccount any risk or uncertainty associated with the project tasks, helping us tomake accurate assumptions about the different task durations (Dinsmore &Cabanis-Brewin, 2010).

3.5 Network diagram showing the critical path

Network diagrams are used to analyse dependencies and understand the projectduration (Cadle & Yeates, 2008). The network diagram has been created using theWBS and the Task Packages.

Using the Network Diagram it is then possible to understand the critical path. Thecritical path is a series of activities that determine the earliest time by which the

project can be completed, it is the longest path of a network diagram and has noslack or float (Schwalbe, 2009).

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For ConnecTV the critical path is highlighted in red as shown on Network Diagramat Appendix C. The critical path contains mainly activities that need action or co-ordination by A9-Data. It begins with the user manuals workshops and alsoincorporates the configuration and the testing of the modules. These activities are

understandably on the critical path as they are main activities that are key to theprojects success and delivery. It is therefore essential that the project teammanage A9-Datas progress on a regular basis to ensure no slippage is achieved.

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4.0 Risk Assessment Plan Emma to write up/Katie to add 25% info

Nominal Group Technique:Nominal Group Technique is a refinement of brainstorming as it allows the projectteam to engage in a more structured discussion and decision making process(Barkley, 2006). This technique usually follows a couple of stages which includegetting group members to generate their own ideas, then presenting these ideasto the group for discussion and clarification (Barkley, 2006). Once this is done theideas of the group are evaluated and ranked for the collective group decision(Barkley, 2006).

25% Reduction:

The sponsor requires a 25% reduction in employee time to reduce the overall costof the project. In order to meet this demand, ConnecTv would need to cut 23 daysfrom the total project duration of 92 days. This could be achieved in a number ofways. One solution would be to reduce, where possible the ConnecTv resourcesallocated to the project. This would include reducing the following activities:

1) the user requirement call centre reports could be reduced from 2 days to 1days for each of the 3 work shops ( losing a total of 3 days),2) Acceptance testing of each of the 4 modules could be reduced from 2 days to1 day (losing 4 days in total),3) Establishing new way of working and producing the report could be cut from 2days to 1 day (losing 1 day in total),

4) Training workshops could be reduced from 1.5 days to 1 day for each workshop(losing 1.5 days in total),5) writing the PID could be reduced from 3 days to 2 days (losing 1 day in total)6) writing the project and quality plan and the project team review could bereduced by half from 5 days in total to 2.5 days in total for all the activities(losing 2.5 days).

By doing this the total saving from ConnecTv resources would be 13 days.However, by doing this it would leave resources quite scarce and leaveConnecTvs project team with limited time to achieve each activity. This wouldimpact negatively upon the project as unrealistic time scales would impact thequality of the project which could result in the CRM system not being successful.

However, even with this reduction in resources, in order to achieve the target of areduction of 23 days, the project still needs to be reduced by an extra 10 days.Although, further reductions could technically be made to ConnecTv resources, asthey are very limited as it is, it would be unrealistic to do so and therefore anyfurther reductions would need to come from A9 Data resources. This could beachieved by the following reductions:

1) The user requirement workshop preparation could be cut from 1 day each to0.5 days each (Losing 1.5 days in total)2) Writing and delivering the draft user manuals for each module could be cutfrom 11 days in total to 6.5 days in total (losing 4.5 days in total)3) writing the final user manuals for each module could be cut from 10 days in

total to 6 days In total (losing 4 days in total).

By doing this A9 Data could save a total of 10 days.

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By combining the reduction in resources from both ConnecTv and A9 Data theproject could achieve the sponsors request of a 25% (23 day) reduction.

However, this could cause a number of problems. Theses cuts could impactheavily upon the quality of the project and it would mean that risk increases as

the project has limited its resources. Also, as many of the cuts from A9 Data havecome from the support task packages It could mean that ConnecTv have to payextra for support outside the contract. To add to this, as Go Live would takeplace a month earlier and this might lead to errors and difficulties that have notbeen fully tested.Although, every effort has been made to make the cuts from the task packagesthat would cause the least impact to the project, it is clear that any reduction willimpact heavily upon the project.

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5.0 References

Barkley B, T. (2006) Integrated Project Management. 1st Edn. The McGraw-HillCompanies

Cadle, J. & Yeates, D. (2008) Project Management for Information Systems. 5th

edn. Harlow: Pearson

Dinsmore, P, C. & Cabanis-Brewin, J. (2010) The AMA handbook of ProjectManagement. 2nd Edn.Amacon Books

Newell, W, M. (2005) Preparing for the project management professional (PMP)certification exam. 3rd Edn. Washington: AMACOM

Project Minds (2010) Articles Network Diagrams and Gantt Charts. Available at:http://www.projectminds.com/Article14.html [Accessed: 19th November 2010]

Project Smart (2010a) Risk Management. Available at:http://www.projectsmart.co.uk/risk-management.html [Accessed: 15th November2010]

Project Smart (2010b) Top Five Software Project Risks. Available at:http://www.projectsmart.co.uk/top-five-software-project-risks.html [Accessed: 15th

November 2010]

Project Smart (2010c) Software Development Risk costing you money. Availableat:http://www.projectsmart.co.uk/is-software-development-risk-costing-you-

money.html [Accessed: 15th November 2010]

Schwalbe, K. (2009) Information Technology Project Management. 6th Edn.Florence: Cengage Learning

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Appendix A Work Breakdown Structure

This has the potential to get very messy, North Korea is a

menace!

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Appendix B Task Packages

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Appendix C Network Diagram

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Appendix D Resource Diagram

Appendix E Risk Breakdown Structure

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Appendix F Risk Register

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Appendix G Team Meetings (Minutes)

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Project Planning and Control ConnecTV Group Meetings

04/10/2010 Week 1 (Group Forming)

Those Present

Attendees

Emma Holgate Charlotte Hutton Katie Scott Samantha Witt

Minutes written by Sam

1. Apologies, Accept minutes from previous meeting:

N/A this week.

2. Review Actions from Previous Meeting:N/A this week.

Item 1 on agenda

The assignment brief was given to the team which was then read by allmembers. We then discussed between us our strengths andweaknesses as a group to highlight any issues. Action placed on theteam to re-read and further understand the brief, coming up with somepossible objectives for the next meeting.Action: 1.1 and 1.2

Who: ALL

Item 2 on agenda

The first task was to assign roles. We each looked into the roles andcame up with a list of two roles we would like to do in order ofpreference. Based upon these lists we then allocated roles, where therewas a discrepancy we discussed as a group which team member wouldbe most suited to the role.

o Project Manager Samantha Witto Chief Analyst Emma Holgateo Risk Manager Charlotte Huttono Resources Manager Katie Scott

Item 3 on agenda

The next task was to come up with a name; we did this based on us asa group and the subject of the brief. After many name suggestions weeventually settled on ConnecTV based on a vote system.

3. AOB - N/A

Meeting Closed at: 13.00Date of next meeting: 15.10.2010

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15/10/2010 Week 2 (Setting Objectives)

Those Present

AttendeesEmma Holgate Charlotte Hutton Katie Scott Samantha Witt

Minutes written by Emma

4. Apologies, Accept minutes from previous meeting:

Minutes from the last meeting were accepted as a true and correctrecord.

5. Review Actions from Previous Meeting:See Annex A attached.

Item 1 on agenda

More information was available concerning the assignment brief whichwas then read by all members. We then discussed what impact thishad on our existing knowledge. Action placed on the team to re-read allthe information we had been given to further develop our objectives.Action: 2.1

Who: ALL

Item 2 on agenda

The first task was to discuss the objectives everyone had come up withand put them together. There were similar themes running throughthe ideas which the objectives were centred around. We agreed on aset of draft objectives although will alter them as necessary as theproject progresses; action to update the PID document with the revisedset of objectives.Action: 2.2Who: Charlotte

Item 3 on agenda

The next lecture was focused on creating a Work Breakdown Structure(WBS). Action placed to research formulating a WBS prior to the nextmeeting.Action: 2.3Who: Sam

6. AOB - N/A


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22/10/2010 Week 3 (Work Breakdown Structure)

Those Present

AttendeesEmma Holgate Charlotte Hutton XKatie Scott Samantha Witt

Minutes written by Katie

7. Apologies, Accept minutes from previous meeting.

Apologies for AbsenceCharlotte was absent due to other work commitments.


Review Actions from Previous Meeting:See Annex A attached

Item 1 on agenda

The role of taking the actions from this meeting was discussed and itwas decided Katie is to write and upload the minutes from this meetingto studynet.

Action: 3.1Who: ALL

Item 2 on agenda

In the tutorial, the WBS was explained and discussed. We are all to re-read and further understand the content of the WBS for the nextmeeting.Action 3.2Who: ALL

Item 3 on agenda

We are all to work on a draft WBS for ConnecTV and be prepared tocome to the next meeting to discuss and formulate a complete WBStaking into account all our ideas.Action: 3.2Who: ALL

8. AOB N/A

Meeting Closed at 13.00Date of next meeting: 25.10.2010

25/10/2010 Week 3 (Work Breakdown Structure and Network Diagrams)

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Those Present

AttendeesEmma Holgate XCharlotte Hutton Katie Scott Samantha Witt

Minutes written by Katie

9. Apologies, Accept minutes from previous meeting.

Apologies for AbsenceEmma was absent due to other work commitments


10. Review Actions from Previous Meeting:See Annex A attached

Item 1 on agenda

The role of taking the actions from this meeting was discussed and itwas decided Katie is to write and upload the minutes from this meetingto studynet.Action: 4.1Who: Katie

Item 2 on agenda

Everyone came to the meeting prepared to discuss and create a WBSfor ConnecTV. We put all our ideas together and a draft top level WBSwas created. Bring this draft to next tutorial to discuss or edit asrequired.Action 4.2Who: ALL

Item 3 on agendaFollowing the creation of the draft top level WBS- Everyone wasassigned an area of the WBS to develop further in Excel.

The areas people were responsible for were as follows:o User Requirements: Emmao Technical Specification and Modules: Samo Support: Katieo Project Management and Installation: Charlotte

These excel sheets are to be collated and brought to the next meetingfor review and discussion.Action: 4.3Who: ALL

11. AOB- N/A

Meeting Closed at 13.30Date of next meeting: 29.10.2010

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29.10.2010 Meeting 5 (Work Breakdown Structure)

Those Present

Attendees

Emma Holgate Charlotte Hutton Katie Scott Samantha Witt

Minutes written by Charlotte

12. Apologies, Accept minutes from previous meeting.Minutes from the last meeting were accepted as a true and correctrecord.

13.Review Actions from Previous Meeting:See Annex A attached

Item 1 on agenda

The role of taking the actions from this meeting was discussed and itwas decided Charlotte is to write and upload the minutes from thismeeting to StudyNet.Action: 5.1Who: Charlotte

Item 2 on agenda

We all reviewed the lecture notes on creating the Work BreakdownStructure to ensure that we are on the right lines. We then reviewedthe current WBS and Task Packages that we have created forConnecTV and condensed the number of work packages by combiningindividual tasks and removing any duplications; this will allow for moreeffective management of the tasks when producing the networkdiagram. Action placed on Sam and Katie to see if they could condensethe tasks any further and to provide input to Emma.Action: 5.2Who: Sam and Katie

Item 3 on agenda

As Chief Analyst, Emma was assigned the action of allocatingpredecessors to each of the tasks within the WBS to all of us to reviewat the next meeting. She will await the final input from Sam and Katieonce the work packages have been condensed further.Action: 5.3Who: Emma

Item 4 on agenda

We also discussed the Project Team Evaluation element of theassignment and what approach we would take to write it. We decidedthat we would put an initial draft together focussing on how we wereassigned to our Project roles and what skills and attributes we cancontribute to the Project.Action: 5.4

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Who: Charlotte

14. AOB - N/A


02.11.2010 Meeting 6 (Task Packages and Network Diagram)

Those Present

Attendees

Emma Holgate

Charlotte Hutton Katie Scott Samantha Witt

Minutes written by Charlotte

15. Apologies, Accept minutes from previous meeting.Minutes from the last meeting were accepted as a true and correctrecord.


Item 1 on agenda


Item 2 on agenda

We reassessed our current amount of Task Packages and condensedthem even further by combining individual tasks and removing anyduplications; this will allow for more effective management of the taskswhen producing the network diagram. Action placed on Sam to uploadthe new version to StudyNet and provide input to Emma who iscreating the network diagram.Action: 6.2Who: Sam

Item 3 on agenda

We looked at our Progress Review sheet and identified what stage ofthe Project we are at, identifying activities that have been completed,activities that we have started and any outstanding activities that we

have yet to begin. Because the status of some of these will changeduring the week, we decided to re-evaluate the Progress Review againin time for the lesson on Friday.

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Action: 6.3Who: All

Item 4 on agenda

17. AOB - N/A


05.11.2010 Meeting 7 (Network Diagram)

Those Present



18. Apologies, Accept minutes from previous meeting.Minutes from the last meeting were accepted as a true and correct

record.


Item 1 on agenda

The role of taking the actions from this meeting was discussed and itwas decided Sam is to write and upload the minutes from this meetingto StudyNet.Action: 7.1Who: Sam

Item 2 on agenda

Reviewed Emmas draft of the Network Diagram and began to makechanges to ensure that all task packages were included and were in theright order with regards to each of their predecessors. Discussed whichMicrosoft package to use to create the Network Diagram; we reviewedExcel, Word and PowerPoint. It was decided that Power Point would bethe best package to use in terms of its accuracy when creatingconnector lines between each box. Action on Emma to continue to typeup the Network Diagram in time for our next meeting.Action: 7.2Who: Emma

Item 3 on agenda

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We discussed the resources required to complete each task package inline with the Network Diagram. Action placed on Sam, Katie andCharlotte to review further to effectively allocate resources to eachtask package.Action: 7.3

Who: Sam, Katie, Charlotte

Item 4 on agenda

20. AOB - N/A


08.11.2010 Meeting 8 (Project Resources)

Those Present

Attendees

Emma Holgate XCharlotte Hutton Katie Scott XSamantha Witt


21. Accept minutes from previous meeting.Minutes from the last meeting were accepted as a true and correctrecord.

Apologies for AbsenceEmma was absent due to other work commitments and Katie wasabsent due to sickness; both will provide input at a later date thisweek.


Item 1 on agenda


Item 2 on agenda

We began to allocate resources to each of the task packages, and re-read the assignment brief to ensure that we captured all of the mainpoints with regards to the Project Team and A9 Datas required input.

Action placed on Sam to upload the work packages to StudyNet and forall members of the team to review.

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Action: 8.2Who: Sam

Item 3 on agenda

We also discussed the impacts of reducing employee time by 25% andbringing forward the Go Live of the CRM by one month, by making alist of uncertainties that we need more clarity on in order to progresswith the PID. Action placed on Charlotte (8.3) to type up the mainpoints in preparation for the next lecture. We also thought it would be agood idea to make a list of assumptions and collate them which will gotowards forming the PID action placed on each team member (8.4) tohave written their list in time for the next meeting.Action: 8.3 Action 8.4Who: Charlotte Who: All

Item 4 on agenda

With only a few more weeks to go before the PID is due to be handedin, we started to look at all the other elements of the Project that wehad not yet started including the budget and the cash flow forecast.Action placed on Charlotte (8.5) to produce a template for each ofthese elements which can be populated at our next meeting following ateam discussion on costs associated with the Project. Action placed onSam (8.6) to incorporate a cost column to the work packages and beginto assign costs to each task where the information has been provided.Action: 8.5 Action: 8.6Who: Charlotte Who: Sam

23. AOB - N/A


17.11.2010 Meeting 9

Those Present

AttendeesEmma Holgate X

Charlotte Hutton Katie Scott Samantha Witt


1. Accept minutes from previous meeting.Minutes from the last meeting were accepted as a true and correctrecord.

Apologies for AbsenceEmma was absent due to other work commitments will provide input ata later date this week.

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Item 1 on agenda

The role of taking the actions from this meeting was discussed and itwas decided Sam is to write and upload the minutes from this meetingto StudyNet.Action: 9.1Who: Sam

Item 2 on agenda

We reviewed the work that had been completed since the last meeting.This review was mostly positive and only minor errors were correctedduring the meeting. There was an action taken away for each memberof the group to amend the part of the PID they have been responsiblefor.Action: 9.2Who: All

Item 3 on agenda

The resources section was discussed in relation to the task packagesand the resource diagram. It was decided that we needed to furtherexpand the write up for the section and write about the methods weused when deciding upon the resources. To complete the write up itwas decided that it was best for this to be split into the task packages(Sam to complete) and the resource diagram (Charlotte to complete).Action: 9.3 Action 9.4

Who: Sam Who: Charlotte

Item 4 on agenda

With only a one week to go before the PID is due to be handed in, westarted to look at all the other elements of the Project that we had notyet started including the Critical Path/ Schedule of activities and theRisk Assessment write up. It was decided that Emma would look at theRisk Assessment and Katie would input the reduction of 25% that sheproduced last week into the document. The critical Path section wouldbe completed by Sam.Action: 9.5 Action: 9.6Who: Emma Who: Sam

Item 5 on agenda

The team write up was also discussed and the final section neededsome final input. Sam was tasked with doing some research from thebooks and inputting this to Charlotte.

Action: 9.7Who: Sam and Charlotte

3. AOB - N/A

Meeting Closed at: 13.30

Date of next meeting: 19.11.10

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22.11.2010 Meeting 10

Those Present



1. Accept minutes from previous meeting.


Apologies for AbsenceEmma was absent due to other work commitments will provide input ata later date this week.


Item 1 on agenda

The PID was reviewed by all members and all were happy with the final

version. This is to be handed in on 26/11/2010.

Action: 10.1Who: All

3. AOB - N/A

Meeting Closed at: 14:30Date of next meeting: N/A

Rolling Actions List

Action Action Who CompletionDate

Status

1.1 Re-read and furtherunderstand the brief,including any newinformation provided

All 15/10/2010 COMPLETE15/10/10

1.2 To come up with somebusiness objectives to bediscussed/agreed

All 15/10/201029/10/2010

COMPLETE29/10/10

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2.1 Re-read the newinformation andfamiliarise with thedifferent tasks. Create alist to go into the WBS

All 22/10/2010 COMPLETE20/10/10

2.2 Update the PID documentwith the currentobjectives

Charlotte 20/10/2010 COMPLETE21/10/10

2.3 To research formulating aWBS with documents fromthe Project Managementdepartment at work

Sam 22/10/2010 COMPLETE18/10/10

3.1 Write and upload theminutes from this meetingto StudyNet

Katie 29/10/2010 COMPLETE25/10/10

3.2 Re-read and understandwhat is required for the

WBS of ConnecTV in timefor next meeting

All 25/10/2010 COMPLETE25/10/10

3.3 We are all to work on adraft WBS for ConnecTVand be prepared to cometo the next meeting todiscuss and formulate acomplete WBS taking intoaccount all our ideas.

All 25/10/2010 COMPLETE25/10/10


Katie 29/10/10 COMPLETE29/10/10

4.2 To review the draft WBS

and edit as required.

All 29/10/10 COMPLETE

29/10/10

4.3 Each member to furtherdevelop their allocatedsections of the WBS.

All 29/10/10 COMPLETE29/10/10


Charlotte 01/11/2010 COMPLETE01/11/2010

5.2 Review the Workpackages and see if theycan be condensed anyfurther. Once complete,provide input to Emma.

Sam &Katie

01/11/2010 COMPLETE01/11/2010

5.3 Chief Analyst to assessthe Work Packages andassign predecessors inpreparation for producingthe Network Diagram

Emma 01/11/2010 COMPLETE01/11/2010

5.4 Produce initial draft ofProject Team Evaluationassignment and circulatefor comment

All 09/11/201019/11/2010

COMPLETE19/11/2010


Charlotte 05/11/2010 COMPLETED03/11/2010

6.2 Upload new version ofTask Packagesspreadsheet to StudyNet

Sam 03/11/2010 COMPLETED03/11/2010

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6.3 Re-evaluate the ProgressReview again in time forthe lesson on Friday.

All 05/11/2010 COMPLETED04/11/2010

7.1 Write and upload theminutes from this meeting

to StudyNet

Sam 08/11/2010 COMPLETED

05/11/20107.2 Continue to type up the

Network Diagram usingthe chosen MicrosoftPackage

Emma 08/11/2010 COMPLETED17/11/2010

7.3 Allocate the requiredresources to completeeach task package

Sam, Katie,Charlotte

08/11/2010 COMPLETED17/11/2010



8.2 Type up the resources

allocated to each task andupload the new version toStudyNet

Sam 09/11/2010 COMPLETE

D17/11/2010

8.3 Write up list of uncertainties to bring tonext lecture


8.4 Make a list of ProjectAssumptions and collatethem to form theAssumptions section ofthe PID

All 12/11/2010 COMPLETED17/11/2010

8.5 Produce a template for aCash Flow Forecast and a

table to represent theProjects budget

Charlotte 12/11/2010 COMPLETED

17/11/2010

8.6 Incorporate a cost columnin the work packagesdocuments and startallocating costs to eachtask where theinformation has beenprovided to us

Sam 09/11/2010 COMPLETED17/11/2010

9.1 Write up and distributethe meeting minutes andactions from the meeting

Sam 18/11/2010 COMPLETED18/11/2010

9.2 Review the PID and makeany changes as suggestedin the meeting

All 19/11/2010 COMPLETED19/11/2010

9.3 Complete the write up forthe resources elementfocusing on the resourcediagram


9.4 Complete the write up forthe resources elementfocusing on the taskpackages

Sam 19/11/2010 COMPLETED19/11/2010

9.5 Write up the riskassessment section for

the PID. This can bestarted once Katie hasinput her action from last

Emma 22/11/2010 COMPLETED

22/11/2010

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week9.6 Expand and add to the

critical path and scheduleof activities section asdiscussed in the meeting

Sam 19/11/2010 COMPLETED19/11/2010

9.7 Add to the Team write upsection to ensure it coversall the points required

Sam andCharlotte

22/11/2010 COMPLETED22/11/2010

10.1 Submit Document All 26/11/2010

Appendix H

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Page 36 of 39

Project Planning& ControlModule Code: 5BUS0212

Module Leader: Jon Douglas

ConnecTV: Project TeamEvaluationWord Count: 1,094 1,000 +/- 10%

Submission Date: Friday 26th November 2010

Student IDs:

Emma Holgate (08175944)

Charlotte Hutton (07178597)Katie Scott (07178595)

Samantha Witt (08177911)


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Evaluation Brief:

Student should produce a written evaluation of their experience producing the PIDin which they:

Describe the role, responsibilities and tasks each member undertook inproducing the PID

Describe how the team operated to achieve its objectives, including howroles and tasks were allocated, how decisions were made and how anyconflicts or potential conflicts were resolved

Identify aspects of project initiation and planning that worked well or lesswell and make recommendations on how they might address such mattersin future

Roles and Responsibilities

As this is our third year at university and working together as a team, we werefortunate enough to already be familiar with each others working styles andtechniques, which made assigning roles and responsibilities easier. Theorganisation chart below illustrates our roles within the team:

Sam was assigned the role of Project Manager who would be responsible for theoverall running of the project on a daily basis. Sams previous experience workingin a Project Management placement at MBDA meant that she already had someknowledge of what the responsibilities would be and why effective management isimportant in meeting the Projects objectives.

Emma was assigned the role of the Chief Analyst who would advise the team ondifferent Project Management methods and techniques required. As ChiefAnalyst, Emma took the responsibility for producing the Network Diagram as shehad previously undertaken a university module that comprised of elementsrelating to Critical Path Analysis and Task Dependencies.

Charlotte was appointed the role of Risk Manager whose responsibilities would beto identify and asses the risks associated with the Project and to ensure thatthese were accounted for in theProjects financial statements. Charlotte alsotook responsibility for producing the Project Budget and Cash Flow Statement toadvise the team if their planned activities were within budget.

Katie was appointed the role of Resources Manager to assist the team with theinitial planning of the Project and to develop the resource plan with regards to

allocating staff and other resources to the various task packages.

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Project ManagerSamantha Witt

Chief AnalystEmma Holgate

Risk ManagerCharlotte Hutton

ResourceManagerKatie Scott


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Network Diagrams are another aspect that we found key to the planning of theproject. A group member had completed on before and the other group membershave had visibility however due to the sheer scale of the project we foundorganising the tasks particularly difficult. If had time to complete the work at

university we would have been best using Microsoft Project as opposed toMicrosoft Power Point as the software would have made this aspect easier tocomplete.

Recommendations

Firstly it would have been helpful if all members were present at every meeting;this however was largely unavoidable due to large work and universitycommitments. If this was achieved it would have improved the understanding ofthe task and increased communication as sometimes the members not presentfound it hard to fully understand their actions.

Another recommendation would have been to ensure every member of the teamfully grasped the task at the beginning of the project as at times people did notunderstand something fully which made things difficult. We should have seekedclarification earlier from the tutor to allow us to get underway with tasks moreefficiently.

It would also have been helpful to all have a broader understanding of some ofthe techniques. This was not a problem as there was always a member in thegroup that did understand however the understanding of the whole group wouldhave relieved the pressure off the individual when necessary.

References

Belbin (2010) Belbin Team Role Theory. Available at:http://www.belbin.com/rte.asp?id=8 [Accessed: 27 October, 2010]

The Team Building Company (2010) Forming - Storming - Norming - Performing.Available at:http://www.teambuilding.co.uk/Forming_Storming_Norming_Performing.html[Accessed: 30 October, 2010]

Documents

PID ConnecTV V12 example