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Project Charter Electric-Eye
Nichelous Herndon
Adis Kovacevic
Zack Davis
Juan Sifuentes
Rommel Alonzo
Project Charter | 2
Document Last Updated on 11/15/2012
TABLE OF CONTENTS
1. General Organization 7
1.1 Project Manager 7
1.2 Project Oversight 7
1.3 Roles and Responsibilities 8
1.4 Project Constraints 9
1.5 Project Assumptions 10
1.6 Preliminary Schedule and Costs 10
2. Scope Statement 12
3. Cost Management Plan 13
3.1 Overview 13
3.2 Labor Costs 13
3.3 Material Costs 13
4. Earned Value Management 14
4.1 Overview 14
4.2 Earned Value Measurement 14
4.3 Earned Value Reporting 14
5. Scope Management Plan 15
5.1 Overview 15
6. Work Breakdown Structure 16
6.1 Overview 16
7. Quality Management Plan 18
7.1 Overview 18
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7.2 Documentation 18
7.3 Hardware 18
7.4 Software 18
7.5 Design Documentation 19
7.6 Test Plan 19
8. Communications Plan 20
8.1 Overview 20
8.2 Internal Communication 20
8.3 External Communication 21
9. Change Management Plan 22
9.1 Purpose of Integrated Change Management Plan 22
9.2 Roles and Responsibilities 22
9.3 Review and Approval Process 23
9.4 Change Identification, Documentation, Implementation and Reporting 23
10. Risk Management Plan 25
10.1 Purpose of Risk Management Plan 25
10.2 Roles and Responsibilities 25
10.3 Risk Identification 26
10.4 Risk Triggers 26
10.5 Risk Analysis 27
10.6 Risk Severity 28
10.7 Risk Response Planning 29
10.8 Risk Documentation and Reporting 29
10.9 Risk Control 29
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11. Procurement Management Plan 30
11.1 Purpose of the Procurement Management Plan 30
11.2 Roles and Responsibilities 30
11.3 Required Project Procurements and Timing 30
11.4 Description of Items/ Services to be acquired 31
12. Project Closeout Report 32
12.1 Purpose of Closeout Report 32
12.2 Administrative Closure 32
12.3 Lessons Learned 33
12.4 Plans for Post Implementation Review (PIR) 33
12.5 Final Customer Acceptance 33
12.6 Financial Records 33
12.7 Final Project Performance Report 33
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List of Figures Figure 2-1: Product Concept .................................................................................................................12
Figure 9-1: Change Request Form ....................................................................................................... 24
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List of Tables Table 1-1 : Roles and Responsibilities .................................................................................................... 9
Table 1-2: Preliminary Schedule ...........................................................................................................10
Table 1-3: Preliminary Costs ................................................................................................................. 11
Table 6-1: General Project Overview ................................................................................................... 16
Table 6-2: Project Charter Detailed Overview Example ........................................................................ 17
Table 10-1: Risk Analysis ....................................................................................................................... 27
Table 10-2: Risk Severity ..................................................................................................................... 28
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Document Last Updated on 11/15/2012
1. General Organization
1.1 Project Manager
The role of project manager shall be performed by Nichelous Herndon. Nichelous will take on the
responsibilities of keeping the team on task at meetings, coordinating the free times of the group
members along with the work deadlines in order to schedule appropriate meeting times. He will also
set the agenda at meetings, decide on important issues with the valuable input of the team, assign
team duties, and sign all the team’s engineering notebooks.
To accomplish these responsibilities, Nichelous will rely on his skill set which includes years of work
related management experience, as well as software project management and software engineering
classes taken at the University of Texas at Arlington.
1.2 Project Oversight
1.2.1 Internal Controls
The Project Manager will manage internal control by approving team roles which will monitor
important areas of the project, and setting weekly team meetings which will allow time for each
member to provide the team with their individual work status as well as receive feedback. The
deliverables will be internally maintained by the team via cloud storage services which include Google
Docs and Dropbox.
1.2.2 External Controls
External oversight will be handled by our Senior Design class, Professor O’Dell, and our sponsor Chris
McMurrough. O’Dell will require frequent and timely individual status reports as well as team progress
reports. Chris McMurrough will provide input and feedback on the project and the project’s quality
throughout the process.
1.2.3 Controls Interaction
The Gate Reviews will bring the external control of Professor O’Dell and the internal control of the
team together to interact and review the quality of each major deliverable.
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Document Last Updated on 11/15/2012
1.3 Roles and Responsibilities
Name Role Description
Mike O’Dell Department Head
Supervise project progress
Supervise project quality
Grade deliverables
Chris McMurrough Power Vision Sponsor Sponsor input Quality control
Nichelous Herndon
Project Manager
Keep team on task Coordinate team
meetings Set team meeting
agenda
Development Manager Assign team roles in
development
Software Developer Create software
Quality Assurance Test quality of project
Zack Davis
Software Developer Create software
Researcher
Research important areas essential to the project.
Quality Assurance Test quality of project
Document Editor
Formats and edits documents before submission.
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Document Last Updated on 11/15/2012
Adis Kovacevic
Hardware / Software Developer
Develops hardware and software
Quality Assurance Test quality of project
Rommel Alonzo
Planner
Create an outline of the important dates throughout the project.
Hardware / Software Developer
Develops hardware and software
Quality Assurance Test quality of project
Juan Sifuentes
Software Developer Create software
Researcher
Research important areas essential to the project.
Quality Assurance Test quality of project
Table 1-1 : Roles and Responsibilities
1.4 Project Constraints
The Electric-Eye project is limited by our budget, time and personnel constraints.
We are given a budget of $800. Any expenses past the initial budget will be funded by the members of Power Vision.
We are limited to one academic year for development. Schedule constraints of the team members limit when we can work on this project.
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1.5 Project Assumptions
These are the assumptions for the project:
The team will receive a budget of $800.
The team will be given a workspace.
Power Vision will not provide maintenance for the Electric-Eye after May 2013
1.6 Preliminary Schedule and Costs
Key Project Task Dates to Accomplish
First Draft of SRS 10/11/2012
First Draft of Project Plan 10/18/2012
SRS Gate Review 11/02/2012
SRS Baseline 11/09/2012
Project Charter Baseline 12/4/2012
MS Project File Baseline 12/4/2012
Architectural Design Specification 01/21/2013
Detailed Design Specification 02/22/2013
Test Plan 04/01/2013
Final Project Delivery 05/03/2013
Project Wrap-up 05/09/2013
Table 1-2: Preliminary Schedule
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Item Name Cost ($)
Motherboard 180
Camera 160
Solid State Drive 150
Case 220
Miscellaneous 20
Total: 730
Table 1-3: Preliminary Costs
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2. Scope Statement The module will utilize a RGB-D camera that will read in data from an indoor environment. The
module will then store the frames read in from the camera onto an on-board storage device. After all
the frame data has been stored, the module will use it to create a digital world map. When finished,
the module can be mounted on a robot and start performing localization to help navigate it through
the area by using the newly created world map.
Figure 2-1: Product Concept
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3. Cost Management Plan
3.1 Overview
When it comes to developing a product as a team, cost management is essential. In the case of Power
Vision, the budget is limited and the amounts of hours the team can dedicate to the project differ
depending on team member’s personal and school schedules. The cost management plan is critical to
ensuring that the project runs smoothly as far as man-hours and budget is concerned.
3.2 Labor Costs
The rough estimate for labor costs for the project is 2000 man-hours. In order to assure that our
project is completed on time, and given this rough estimate, we have calculated that about 10-15
hours per person each week will be needed to complete our project. To help the team keep track of
what tasks we should be working on and how much time should be dedicated to them, we will use
Microsoft Project. We will be referring to the project file to help us determine where we should budget
our time.
3.3 Material Costs
The budget given to our team for this project is 800 dollars. After doing initial research on parts that
will be needed to build our module we have found that material costs will range between 610 - 800
dollars. There are many different parts that would work perfectly for our project, which gives us more
flexibility as far as the budget is concerned. For instance, if we choose to get a faster processing
motherboard then we can cut back on the hard drive size, which will not harm the performance of the
module in any way. To help us monitor our budget, we will have a folder that has all of our records and
receipts from our purchases.
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4. Earned Value Management
4.1 Overview
Earned value management is one of the many tools that we will be using to track our individual
performance as well as group performance. With our earned value management plan, we will be able
to make sure that we are not spending too much time in sections that we have scheduled. Power
Vision will track and record all earned value using the Microsoft Project plan.
4.2 Earned Value Measurement
For measuring earned value we will be using the following equations:
BCWS: Budgeted Cost of Work Scheduled (Planned Value)
BCWP: Budgeted Cost of Work Performed (Earned Value)
ACWP: Actual Cost of Work Performed (Actual Cost)
CPI = Cost Performance Index = Earned Value / Actual Cost
SPI = Schedule Performance Index = Earned Value / Planned Value
If our CPI or SPI > 1.0 then we have excellent performance.
If our CPI or SPI < 1.0 then we are having poor performance and schedule adjustments will be need to
be implemented as soon as possible.
Using this information we will be able to easily track the performance of our team members and the
team as a whole. It will also tell us whether we are on track with our schedule or if we need to make
adjustments.
4.3 Earned Value Reporting
Team members of Power Vision will record all time spent working on a certain task in their
engineering notebooks. Power Vision will also have a document in our Dropbox folder that each team
member will update regularly; the project planner will then use that document to update the
Microsoft Project file accordingly. Each week, we will begin our meetings by analyzing our current SPI
and CPI, and we will adjust our budget of person-hours if needed.
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5. Scope Management Plan
5.1 Overview
Our time period is restricted to a 2 semester period, so we will focus on the main requirements that
are needed to make this project successful first. If our time and budget allows it, we will later add
features that will make our module more efficient, accurate, and/or compact. We also realize that
based on our limited experience with 3D data and Robot Operating System (ROS), we reserve some
flexibility of adding necessary features that are required to complete our project successfully. If a
feature has been nominated to be added, then all members in Power Vision must agree before
implementation can occur.
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6. Work Breakdown Structure
6.1 Overview
Power Vision has divided the project into two main phases named Senior Design 1 (SD1) and Senior
Design 2 (SD2). In the SD1 phase we will be working on the system requirements specification, project
charter and some architectural design. During the SD2 phase, we will be finishing our architectural
design, detailed design specification, test plan, and implementation.
WBS Task Name Start Finish
1 Senior Design 1 9/26/2012 12/6/2012
1.1 System Requirements Specification 9/26/2012 11/09/2012
1.2 Project Charter 9/26/2012 12/4/2012
1.3 MS Project File 9/26/2012 12/4/2012
2 Senior Design 2 1/14/2012 5/09/2012
2.1 Architecture Requirements Specification 1/14/2013 1/21/2013
2.2 Detailed Design Specification 2/01/2013 2/22/2013
2.3 Test Plan 2/22/2013 4/01/2013
2.4 Final Project Delivery 4/01/2013 5/04/2013
2.5 Project Wrap-up 5/03/2013 5/09/2013
Table 6-1: General Project Overview
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WBS Task Name Start Finish
1.2 Project Charter 9/26/2012 12/4/2012
1.2.1 Sections 9/26/2012 12/4/2012
1.2.1.1 General Organization 9/26/2012 12/4/2012
1.2.1.2 Scope Statement 9/26/2012 12/4/2012
1.2.1.3 Cost Management Plan 9/26/2012 12/4/2012
1.2.1.4 Earned Value Management 9/26/2012 12/4/2012
1.2.1.5 Scope Management Plan 9/26/2012 12/4/2012
1.2.1.6 Work Breakdown Plan 9/26/2012 12/4/2012
1.2.1.7 Quality Management Plan 9/26/2012 12/4/2012
1.2.1.8 Communication Plan 9/26/2012 12/4/2012
1.2.1.9 Change Management Plan 9/26/2012 12/4/2012
1.2.1.10 Risk Management Plan 9/26/2012 12/4/2012
1.2.1.11 Procurement Management Plan 9/26/2012 12/4/2012
1.2.1.12 Project Closeout Report 9/26/2012 12/4/2012
Table 6-2: Project Charter Detailed Overview Example
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Document Last Updated on 11/15/2012
7. Quality Management Plan
7.1 Overview
The quality management plan shall be used to ensure that the Electric-Eye system meets all of our
customer requirements and that a high quality product is produced. This plan outlines different quality
management techniques that will be used. The quality management plan shall be implemented by the
Power Vision team.
7.2 Documentation
All documents are split into sections and assigned to different members of the Power Vision team.
Each team member is responsible for completing his individual section. Before final submission, there
is a team read through of the entire document. This allows every team member to approve each
section of the document. This also assures correct and concise terminology and formatting
throughout the document.
7.3 Hardware
Hardware shall be purchased based on need, quality, power and cost. This is to ensure a highly
responsive and durable product. All components of the module will be tested individually before being
assembled into the module’s case. After integration and after the software is loaded onto the module,
the module’s performance as a whole will again be tested. Test cases will be written up and
implemented to test the correct output of the module based on different input scenarios.
7.4 Software
The software for the Electric-Eye will be designed, documented and tested to the highest ability of the
team. The code will be written in a modular manner to allow easier testing, and will be written with
readability in mind. The documentation will be proofread to stay consistent with the actual code on a
module by module basis.
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7.5 Design Documentation
Two design documents will be submitted with the Electric-Eye:
The Architectural Design Specification document
The Detailed Design Specification document
These documents will allow the team to maintain a record and ensure all requirements in the System
Requirements Specification document are met. They will allow for a modular design and help meet
the maintenance requirement of the product.
7.6 Test Plan
A test plan will be developed to allow the testing of each component of the Electric-Eye. It will make
sure that all components are tested and that each scenario is tested and approved by the team. Each
software module will be tested individually before integrating the module into the code. This will
ensure each module is accepted and works properly. Each hardware component will be inspected
separately to ensure it is in working order before being assembled in the case. The product will pass
testing once the team approves all parts and code are correct and in working order.
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8. Communications Plan
8.1 Overview
When working on long-term projects, communication is important for making sure any decisions
made are made with the team in mind. Our communication plan will provide our team with proper
protocols and standards that will allow us to work efficiently in almost any setting and situation we
may encounter. As well as internal communication, we will also set a standard to discuss project
updates and requirements with our sponsor, Chris McMurrough.
8.2 Internal Communication
8.2.1 Team Meetings
In order to provide our sponsor with a well-made product, we have decided to place the meetings as a
high priority in our communication plan. The purpose of our team meetings is to provide members
with any updates necessary and vital to the project’s progress. The plan calls for at least two meeting
every week. The duration of each team meeting may vary between 10 minutes to 2 hours, depending
on the information being discussed. Information will be discuss and documented and shared amongst
the team.
8.2.2 Email
Team Power Vision will use email services as means of discussing information relevant to the project
that isn’t time sensitive or a high priority. Every team member will be allowed to use his own preferred
email service as long as a valid email address is provided to the team.
8.2.3 Phone/Text Messaging
Text messages will only be used in case of emergencies or to check-up on a team members’ status
during team meetings and activities.
8.2.4 Dropbox
The Dropbox service application will be used as means of providing the entire team with access to all
documentation created or supplied. This service was chosen because it provides the simplest method
of distributing project relevant information to the team.
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8.2.5 Google Docs
The team has chosen Google Docs as a means of actually creating any documentation. Google Docs
provides services that allow multiple team members to edit a document at the same time. This has
proven to be a useful feature during times where very detailed documents have to be reviewed. Each
team member may view the document at his station while other team members discuss whether the
written information properly reflects the teams’ actions.
8.3 External Communication
This section will provide team Power Vision with standards needed to provide proper communication
with our sponsor, Chris McMurrough.
8.3.1 Email
As stated before, team members and sponsors will use their own preferred email service to
communicate. Any emails exchanged between any one team member and sponsor (including current
and future sponsors) will be forwarded to the entire team.
8.3.2 In-Person Meetings
In preparation to a sponsor with scheduling conflicts, we require any meetings with sponsors to be
planned at least two weeks ahead of the actual team meeting date. Also, any meetings that have been
requested with our sponsor will also be required to have a list of questions or concerns that are to only
be discussed at the time of the meeting.
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9. Change Management Plan
9.1 Purpose of Integrated Change Management Plan
A change management plan is essential when working on a project of this size. Change can be
beneficial for the project but it can also pose new risks that make the project infeasible. Some changes
are planned and some are spur of the moment, so it is important to have a change management plan
in place so that the team does not make any quick decisions regarding changes. Having a detailed
change management plan in place will help Power Vision address changes as they come up and turn
those changes into benefits for the project.
9.2 Roles and Responsibilities
Department Head - Mike O’Dell
Our department head will give us advice regarding changes in our project, and give his opinion if a
change is beneficial or not based on his experience.
Project Sponsor - Chris McMurrough
Chris will be providing us with advice and consultation regarding the project. He will give us input on
how a change will affect our project and if the change will be worth our time to implement.
Project Leader - Nichelous Herndon
The project leader will consider a change and determine if it is worth bringing the change up with our
sponsor or department head.
Project Team – Power Vision
The team will decide whether a change is beneficial or not based on a detailed discussion about the
change. We will address the change democratically to determine if the change is necessary or not.
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9.3 Review and Approval Process
When a project change is brought up by a team member, sponsor, or otherwise, there will be a change
control form filled out by the team member that thought of the change or by the team member that
heard the change from the sponsor or other person. After a form is filled out there will be a team
meeting that same day or night (whenever we have time) where we will discuss the change in full
detail and determine if it is a smart decision to make. If needed, our sponsor and department head will
be brought into the discussion so that we can have their inputs. Ultimately, the team will decide if the
change is necessary or not for the project.
9.4 Change Identification, Documentation, Implementation and Reporting
Power Vision will have a simple change request form that will be available in our senior design cubicle.
This form will be filled out by the person that is proposing the change and will begin the process of
analyzing the change and determining if it is a smart change to make. If a change is approved by the
team, the appropriate documents will be corrected to reflect the change immediately by the project
planner.
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Figure 9-1: Change Request Form
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10. Risk Management Plan
10.1 Purpose of Risk Management Plan
The purpose of the risk management plan is to establish a standard for managing the team’s risks
during the development of the Electric-Eye module. The plan will help team Power Vision identify and
measure each risk, along with the effect of the risks on the project. Once identified, the plan can help
control these risks and their effects on the project.
10.2 Roles and Responsibilities
Department Head - Mike O’Dell
Our department head will help us determine and analyze risks to the project as a whole based on his
experience.
Project Sponsor - Chris McMurrough
Our project sponsor will provide great feedback on possible project risks due to his technical skills and
experience. This will help in finding and analyzing any possible risks in the technical aspects of our
project.
Project Leader - Nichelous Herndon
The project leader will have the responsibility of determining whether a possible risk is worth
considering. The leader can also advise and determine the scope and plan of action of a risk if the
team cannot agree to a single solution.
Project Team – Power Vision
The team must conduct meetings to determine what the impact and solution for a given risk is. The
team must agree unanimously on the specifications and plan of action. Also, each person is
responsible for identifying and submitting a report to alert the team of the new possible risk.
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10.3 Risk Identification
Power Vision will be responsible for identifying all risks associated with the project. Each individual
member will be responsible for identifying any new risks associated with the parts of the project
assigned to that member. If that member encounters a new risk, he will bring it up in the nearest team
meeting and the team as a whole will address the severity, cause, and resolution of the new risk. The
risk will then be added to the internal risk document to keep track of all known risks.
10.4 Risk Triggers
Power Vision has identified the high level risks associated with the project. The team will use risk
triggers to identify new or unseen risks. These risks will probably include more specific elements of the
code or hardware. If a risk occurs, the identifying team member will inform the team, and the team
will have a meeting to deal with the new risk and its potential effects. Some of the possible risk
triggers are:
Failing to meet an internal deadline due to unseen complexity, lack of motivation or effort.
Hardware trouble, such as a failure, lack of hardware, cost, etc.
Absence due to illness or other unforeseen event.
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10.5 Risk Analysis
The following table is the risk analysis that Power Vision has identified.
Risk Group
Risk Probability(%) Cost(days) Risk Exposure(days)
Technical Lack of knowledge of PCL 5 14 0.70
Technical Lack of knowledge of ROS 5 7 0.35
Technical Lack of Processing Power 10 7 0.70
Third Party
Cost of Hardware 2 10 0.20
Third Party
Shipping issues, hardware is lost in the mail or wrong items are sent.
5 14 0.70
Technical Hardware failure, hardware is shipped DOA, or fails shortly
afterwards.
5 14 0.70
Technical Runtime Errors, the module doesn’t function properly during run-time
50 5 2.50
Team Scheduling Conflicts 10 2 0.20
Team Doc. Management Service fails, Google docs or DropBox crash for
extended amounts of time
1 7 0.07
Team Customer Requirements aren’t met by Chris
2 14 0.28
Total 6.40
Table 10-1: Risk Analysis
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10.6 Risk Severity
The table below reflects how team Power Vision will deal with the risks that have been stated above.
Along with each risk, we have provided a strategy, description of action and a possible trigger
associated with it. Our strategies should be understood as follows:
Avoid: The Power Vision team will avoid this risk at all cost
Mitigate: Team Power Vision will monitor the situation and only resolve if the
probability begins to reach unacceptable levels
Plan: Team Power Vision will analyze, implement, and monitor a risk management plan.
Risk Priority Strategy Description of action Trigger
Lack of knowledge High Avoid Team will actively learn required technologies through books and tutorials
Team neglects to research software and technologies
Lack of Processing Power
Medium Mitigate Seek better hardware or improve software algorithm
Software testing exposes hardware limitations
Cost of Hardware Low Plan Research cost effective alternatives Actual cost estimates exceed budget
Shipping issues Low Mitigate Make sure product procurement begin as early as possible.
Third party neglects to inform team of shipping delays
Hardware failure High Avoid Research in procurement phase must be thorough
Team neglects to review and resolve hardware limitations
Runtime Errors High Avoid Software testing must be thorough Software bugs aren’t resolved
Scheduling Conflicts Medium Mitigate Weekly meetings are mandatory Team’s lack of time management
Doc. Management Service fails
Low Avoid Back up all project documents onto a team members physical thumb drive
Third party service is shut down
Customer Requirements aren’t met
Medium Avoid Keep sponsor updated with any major project decision made
Sponsor meeting indicates that requirements are not being met
Table 10-2: Risk Severity
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10.7 Risk Response Planning
If the risks stated above aren’t properly handled, the probability of a certain impact occurring may
grow. Any high-impact and probability risk assessment will be subject to a team review and monitored
in our weekly team meetings until the probability levels are in acceptable levels or until the entire risk
is resolved.
10.8 Risk Documentation and Reporting
Risks will be maintained in an internal document, viewable to all team members. During the weekly
meetings, if a new risk comes up and is accepted, the team will label the risk’s probability, cause, and
effect. The team will update the document to keep track of all the risks encountered so far.
10.9 Risk Control
Team meetings are the main source of risk control. If a team member identifies a new risk, he will
bring it up at the team meeting. The team will decided on the impact of the risk and how the risk will
be handled. These meetings occur at least once a week, twice a week on most weeks.
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11. Procurement Management Plan
11.1 Purpose of the Procurement Management Plan
The Procurement Management plan is meant to provide our team with an idea of what products and
technologies we can invest in in-order to keep the project on track for scheduled delivery. Most of our
investment will focus on the hardware requirements of the Electric-Eye; any and all software will be
used under the BSD licensing agreement. We are also limiting our hardware procurement purchases
to $800, any expenses over the given budget will result in Power Vision splitting the cost evenly
among the team members.
11.2 Roles and Responsibilities
Project Sponsor - Chris McMurrough
Project Sponsor shall provide advice on project procurement purchases.
Project Manager - Mike O’Dell
Project Manager is required to finalize any procurement purchases as well as advise the team on any
improvements on the project.
Project Leader – Nichelous Herndon
Project Lead is require to provide an initial request for project procurement
Project Team – Power Vision
The project team is required to identify which products will be beneficial to the overall design of the
project as well as prove that the procurement satisfies its requirements.
11.3 Required Project Procurements and Timing
The Project Procurement phase will begin any time after the System Requirements Specification Gate
Review is given and before the initial plans for Architectural Requirements Specification begin.
Purchases will begin a month before the implementation phase is set to begin to let our team become
familiar with the products procured.
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11.4 Description of Items/ Services to be acquired
The overall idea of the Electric-Eye is to provide our users with the most efficient and reliable methods
of mapping the room and providing localization services to a ROS-compatible robot all packaged into
a small portable case. These are the major component procurements needed in the implementation of
the Electric-Eye:
Motherboard
RGB-D Camera
SSD
Miscellaneous Items
o Ethernet Cables
Pelican Case
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12. Project Closeout Report
12.1 Purpose of Closeout Report
The closeout report will be used to confirm that all proper documentation has been completed, and
serve as the post-mortem of the project
12.2 Administrative Closure
12.2.1 Were the objectives of the project met?
When the product has been completed it will be evaluated based on our System Requirements
Specification (SRS). Additional requirements and features that were implemented but not specified in
the SRS document will be properly archived.
12.2.2 Archiving Project Artifacts
All data and documentation will be digitally stored. Most files that are used for documentation will be
stored in Google Docs since it keeps track of revisions, can be edited by multiple users in real time, and
is accessible to everyone in the team. Everything else, such as large code source files, will stored in in
Dropbox. Everything will be backed up with an external drive in case our source control is unavailable.
Documents to be archived:
Financial records
Cost and schedule performance reports and records
Quality data
Correspondence
Meeting Notes
Status Reports
Issue and Action Log
Risk Log
Contract Files
Change Requests
Technical documents
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12.3 Lessons Learned
At project completion, Power Vision shall have an overview meeting of the lessons learned. Everyone
is also individually responsible for keeping track of their lessons learned in their interim status reports
and engineering notebook.
12.4 Plans for Post Implementation Review (PIR)
At project completion, Power Vision will give a final report that will cover all schedule performance,
risk management, and earned values over the course of the project.
12.5 Final Customer Acceptance
At project completion, Power Vision will schedule a meeting with our sponsor to evaluate the Electric-
Eye, and confirm that all specified requirements have been met.
12.6 Financial Records
We will digitally archive all purchases made that were for the purpose of this project. This will include
any physical receipts and online order confirmations. This method will help us keep our budget on
track and help us determine whether we have enough to implement extra useful feature to our
module.
12.7 Final Project Performance Report
At project completion, Power Vision will conduct a final project performance report that will evaluate
our quality of performance over the course of our project completion. This will cover our performance
over:
Schedule
Cost
Quality achievements
Risk containment