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Dunkin’ Donuts Computer-Network Installation
[DD1]
By
D.C. Washington
PROJ430-Advanced Project Management Professor Michelle Smith
An Investment in Success*
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TABLE OF CONTENTS
Preface…………………………………………………………………………………………………………………3
Project Description & Objectives………………………………………………………………………….3
Project Costs………………………………………………………………………………………………………..4
Aims/Scope and Objective of Risk Process……………………………………………………………5
Application of the ATOM* Process……………………………………………………………………….5
Risk Tools and Techniques……………………………………………………………………………………6
Organization Roles and Responsibilities for Risk Management………………………..…..8
Risk Reviews and Reporting…………………………………………………………….......................9
APPENDIX A: Definition of Probability and Impact……………………………………………..11
APPENDIX B: Standard Risk Breakdown Structure (RBS) for DD1……………………….14
APPENDIX C:
Executive Summary………………………………………………………………………………….16
Scope and Objects of Report…………………………………………………………………….20
Working Assumptions……………..……………………………………………………………….22
Statement of Work…………………………………………………………………………………..23
Conclusions………………………………………………………………………………………………25
APPENDIX D: Sample Contents List for a Summary Risk Report………………………….26
APPENDIX E: Risk Registry for DD1…………………………………………………………………….30
APPENDIX F: Project Sizing DD1…………………………………………………………………………31
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Risk Management Plan
for DD1* Project
Prepared by: D.C. WASHINGTON Approved by: Professor Michell e Smith
Reference: RM_CourseProj_DD1 DATE: 02/27/2014
PREFACE
Following is the Risk Management Plan for Dunkin’ Donuts Network Installation Project [DD1], and defines the Risk Management process to be used during the life of this project. “Proper Risk Management implies control of possible future events and is proactive rather than reactive.” 1 Such is the reality of the market place. Doing business is risky! “Risk is an intrinsic aspect of our business environment and how they are managed comes down to matters of culture, values, personalities and style.”2
The Project Manager is responsible for implementing, reviewing, and maintaining this Risk Management Plan during the project to ensure that the risk process remains adequate to deal with all levels of risk faced by the project itself.
Project Description and Objectives
Dunkin' Donuts has used the same Windows ME [Millennial Edition], 32-bit PC mini-systems for over 12yrs and they have become a hindrance in an increasingly 64-bit PC world. They need an upgrade to a more unified, dedicated system that will be all-inclusive [CRM/AR & AP/POS & related business software pre-set to their parameters]. There physical setup includes Dell, HP, IBM, HTC, and generic clones sometimes working together...and sometimes not! Some devices are connected through dial-up, some via integrated software packages, but most are stand-alone dumb terminals.
The Point-of-Sale [POST] Terminals use J.D. Edwards Software [which is more industrial based rather than retail]. The Customer Relations Management [CRM] packages are ancient Versa-CAD programs from 1997 that are no longer relevant. The Accounts Payable & Receivable software is typical
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spreadsheet formatting, but based on outdated Windows XP Server 2003 for which Microsoft no longer offers any technical support.
The key component is in our Unified systems approach. Rather than utilizing disparate systems & sub-systems that would require multiple compilers/controllers & the wherewithal to sustain them, we will create a STD Windows7 shop w/One Server [2008] w/Administrative rights, 42 PCs and 28 POSTs (point-of-sale-terminals) that can all be part of one domain routed through the Vita-Hub centrally located in a cable closet at the main Office. The Domain Server will be a Primary Controller (PC) in the Manager's Office, who alone will have uninhibited access to all files, folders, and drives.
This will be a 64-bit OS wireless LAN with WAN router capabilities via Alcatel Mega-Routers to connect to the Central Ofc. (CO) and across the World. (14) Linksys routers will seamlessly work with seven (7) Westell modems to coordinate the internal shop dynamic with the external security cams, point-of-sale component, and all protected by hardware Altec Firewalls + COMODO Dragon Software Firewalls.
The preeminent cost driver here is the I.T. driven PROFESSIONAL LABOR. This is my forte. Years of trial and error have given me cost-effective insights into how best to optimize, customize, & strategize. Our local 6-man team of installers can physically install the entire system in 80hrs @ $7500 cost as I will oversee & manage. I will do all of the software configuration, implementation, design, testing/debugging, and post-op consultation to get them up and running during the course of the 6-month project.
Total cost(s) will include:
Design installation permits labor and materials for all 7 locations
TOTAL: $49,000
(the Customer has purchased all PCs, Routers, Modems, Controllers, Switches, and Hubs obviating the task of procurement).
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Of extreme importance is the overall benefit that our newly installed system(s) will provide. Increased efficiency via more bandwidth, virtual operations to and from Management; the proposed VPN (Virtual Private Network) alone will be over 100 times faster than the old dial-up & more secure using AES2 and WPA2 data encryption algorithms. Thus security systems will more powerful...having backward compatibility linkages [for legacy systems]...dual band, triple mode linkages and more auto-updates for the P.O.S.T's [point-of-sale-terminals] will lead to less downtime. This is the crux of the matter. Dunkin' Donut’s upper Management has decided to upgrade throughout their conglomerate I.T. departmental structure but using [as much as possible] local contractors.
The objectives of the DD1 Project can be best summarized as follows:
1. Define needed roles and functions2. Install, Implement, and test systems3. Report to Dunkin’ Donuts through chief liaison James Dezell.
We look forward to fulfilling our contractual obligations within set parameters.
As the sites are open for business from 10am - 9pm daily & off on Sundays, we will perform the 'Physical' installation from 9pm - 9am nightly so as to not impose on business & ALL DAY SUNDAY (18hrs -- 6am to Midnight!) while they're closed.
As we must now comply with the newly imposed CompTIA & Governmental standards for wired/wireless configurations, we'll use pre-set CAT5 & 5e cables with 802.2/5g and n specs but with as much Fiber Optic cables as are needed [to keep down cost(s)].
Our prima-facie modus will be PEER-TO-PEER extending from the Mgr's Server so all linked PCs can share files, workgroups and etc. But, the security structure will be on the Client-Server model. All routers & modems will be dual-band so as to enable backward compatibility.
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The Risk Management process for the DD1 Project will include the phased approached detailed in the ATOM Risk Management process. 3 Using the ATOM project sizing tool as a benchmark, this is regarded to be a medium size project. Our application of the process involves:
a) …a "Dedicated" Virtual Project Team w/all necessary resources for job-completion assigned full-time on to the project.
b) …various team-members living in disparate locations who will utilize electronic media throughout to accomplish mission-critical goals.
c) …completing the project, code-named "DD1", with labor under the triple-constraints that the Owner has set in place:
* the performance specification
* the time schedule
* the monetary budget
All ultimately affect quality, but, the project-team was chosen w/this in mind.
Each member is a specialist in one of the requisite areas.
Schedule: Project duration - 6 months*
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Following are the TOOLS AND TECHNIQUES listed in each Risk Management phase used to support the risk management option for the DD1 project.
INITIATION
Project Plan (including the Project Scope and Objectives) Risk Management Plan (derived from the initiation meeting)
IDENTIFICATION:
Documentation Review regarding all project files, contract as well as project documentation including plans, assumptions, objectives and constraints for the DD1 project.
Using the Delphi Technique to help reach consensus. 4 Using Brainstorming meetings [attended by the project team, a multi-disciplinary set of experts
and key suppliers] to obtain a comprehensive list of project risks. Reviewing Risk Checklist and Risk Register from past similar projects. Diagramming techniques such as Cause/Effect Diagrams to help identify risks cause(s) Ad-hoc identification of risks by project team member and stakeholders. Initial Risk Register to record identified risks [for further assessment]. Modeling and simulation – “…use model that translates the specified detailed uncertainties of
the project into their potential impact on objective.” (PMBOK p299).
ASSESSMENT:
Probability and Impact assessment for each identified risk Double P-I Matrix to aid in prioritizing risks for action, using the standard Risk Scoring
calculations based upon probability (P) and impact (I). [APPENDIX A] Top Risk List for priority management attention Risk Categorization using the standard Risk Breakdown Structure (APPENDIX B) to identify
patterns of exposure Risk Register updates to include assessment data
RESPONSE PLANNING:
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As deemed appropriate for each identified risk With identification of specific Actions and Action Owners All Risk Register updates to include response data [APPENDIX E]
REPORTING (APPENCIX C):
The Risk Report to the Project Sponsor and Stakeholders Provision of ad-hoc reports stakeholders and Project Team as needed
IMPLEMENTATION:
Via response strategies with/by agreed actions of the agreed owners Through monitoring of the effectiveness of agreed actions and updating project plans
REVIEW:
As part of a Minor Review As part of a Major Review
POST-PROJECT REVIEW:
Lessons-learned meeting used to collate things learned on the DD1 project relative to what was learned in the way of Risk Management
ORGANIZATION ROLES AND RESPONSIBILITIES FOR RISK MANAGEMENT
Project Sponsor: Michelle Smith
Project Manager: D.C. Washington
Reviews, analyzes risk(s) Provides the overall risk strategy
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Coordinates w/the Risk Management Team Acts as Liaison to the Executive Project Sponsors Promotes Risk Management process for the project Determines acceptable levels of risk(s) Writes and approves the Project Risk Management Plan Defines the RM process Participates in the RM process Takes ownership of risk mitigation planning
RISK CHAMPION:
D.C. Washington
Selects and implements project Risk Management methodology Develops a project Risk Management strategy Implements a project Risk Management infrastructure Manages within the risk management context Creates and maintains the Risk Register
RISK OWNER:
Also assumes the role of the Action Owner Develops the actions for the risks assigned Implements agreed actions Monitors and reports progress Is also a Project Team member Actively inputs to the Project Manager for Risk Reportage
RISK REVIEWS AND REPORTING:
In the main, risk exposure during the course of DD1 [the Dunkin’ Donuts Network Installation] will be to review [weekly] at sporadic Minor Reviews [TBD]. Once at the project’s Midpoint and again at a Major Review during the life of the project. New risk(s) will be identified/assessed, the status of existing risk(s) will be examined in detail, progress upon actions will be addressed, and new actions/owners will be allocated where required. Overall effectiveness of the entire risk process will be scrutinized to determine whether changes to the approach, techniques or tools are needed.
Concomitantly, this Risk Management Plan will be updated and reissued to document any revisions deemed necessary when/where process changes are identified and agreement to
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these changes has been reached with the principals [Project Sponsors, Project Manager(s) etc. etc.].
REPORTING
Weekly Risk Reportage will be ongoing by the Project Manager to all Sponsors/Stakeholders after each Major and Minor review(s). Indeed, this is the underlying reason for them. Please reference APPENDIX C for Major Reviews and APPENDIX D for Minor Reviews. Pursuant to this please note that all external documents providing information and tools will be posted in the temporary website we've created for the course of this project, https://www.DD1.net/project from which bulletins will be sent out as appropriate with proposed status meetings listed to brief management. Presentations are to be given on dates TBD and funneled through the set Communications Matrix…again, with date/times of webcasts, webinars, and teleconferences to address issues as they present themselves. You are to download the required GO-To-Meeting and SharePoint software tools at the Project Website for all relevant documents.
Moreover, each member will be given a listing of risks and actions for which that individual is responsible. At closeout, the Risk Register is to be updated with necessary inputs concerning risk(s) that may affect other similar projects to conclude our Lessons Learned documentation. For emphasis, I’d like to include a Memo communiqué sent to our Chief Stakeholder and Project Sponsor [Michelle Smith*] earlier in the week illustrating our commitment to reportage:
Business memo summarizing the submission for the week.
Thank-you, Ma’am, for allowing us the opportunity to work with your firm. As per your request, we have thoroughly evaluated the DD1 model presented to us and wholly agree that a full I.T. renovation and upgrade are needed & doable within the allotted 6-month time frame. Pursuant to this, we have set in place a Communications Matrix & Project Team Directory that will greatly enhance our ability to do so. Based on our experience and your stated needs, we have reached the conclusion that:
Your interest would best be served using the Dedicated Team approach we bring Use of electronic media will afford us greater working cohesiveness & autonomy The Project Manager should liaison between management and working team members
Thus, we have instituted the outlines you will find graphed. These outlines depict graphically our daily, weekly, monthly need(s) to effectively communicate what we are doing on the project. The Meeting Agenda will be distributed 5 business days in advance of
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the meeting(s). Meeting minutes will be distributed within 2 business days following the meeting(s). Action items are to be recorded in both the meeting agenda and minutes. The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting, and maintaining meeting minutes. The Note-Taker will be responsible for documenting the status of all meeting items. The Time Keeper will help the facilitator adhere to the time limits imposed. The PM will take a proactive role in ensuring effective communications on this project. This is all documented in the Communications Matrix. It will be used as the guide for what information to communicate, how, and to/by whom.
CONCLUSION:
Again, we at the D.C. Washington Consulting Group welcome the role assigned to us in bringing to fruition your upgrade. In the forthcoming 6-month period, our communications needs and efforts will be best served via strict adherence to the spirit if not the letter of the Matrix we have painstakingly set in place.
APPENDIX A – Definitions of Probability and Impacts
The primary risk(s) involve meeting the demands [as negotiated] within the context of the primary constraints: scope, time, and budgetary issues and how they will impact the work.
Negative
ImpactProbability- Impact Matrix
PIneffective
communications 2
RPerformance
failures 2 10
O QA control issues 3 10
BPersonnel shortfalls 1.1 9 10
A
Stoppages due to lack of materials
or funds T 7 7
BTechnical
complexity 7
I Cost overruns 6 10
L
Stoppages due to lack of materials
or funds 3 9
IWeather
Stoppages 4
T 45 6
7 8
9 10
10 9 8 7
Y Green
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Low
WBS/RBS Prob Impact
1 1.1 WEATHER Stoppages 4 8 32 Type your text here
2 0.0 Stoppages due to lack of materials/funds/or strikes 3 9 27 Type your text here
3 0.0 Cost Overruns 6 10 60 Type your text here
4 0.0 Technical Complexity 7 7 49 Type your text here
5 0.0 Problems derived from Systems' Integration 7 7 49 Type your text here
6 0.0 Personnel shortfalls in training and implementation 9 10 90 Type your text here
7 0.0 Inadequate QA/QC 3 10 30 Type your text here
8 0.0 Real-time performance failure 2 10 20 Type your text here
9 0.0 Ineffective communications/specialized skill-sets/Corporate cult 2 5 10 Type your text here
10 0.0 Changing Scope or Objective 1 7 7 Type your text here
11 0.0 Type your text here 1 1 1 Type your text here
12 0.0 Type your text here 1 1 1 Type your text here
Mid level risk
LO Med High Very High
1 - 3 4 - 6 7 - 9 10 These numbers can be 10's (10,20,30 etc) or 100's (100,200,etc)
The foregoing illustration graphically depicts the Risk Probability, Impact and Response [set in Tabular form] for the DD1 Project. This PI Matrix establishes that while there are a number of high impact risk factors to be considered, they are made marginal by inside installation, an experienced Project Team, and failsafe systems put in place to offset the possibility of real-time performance failure(s).
We feel that what will distinguish this project and ensure its success is the Communications Matrix that we have devised.
Communications Plan for DD1
[Dunkin' Donuts Computer-Network Installation]
Following are the requirements we deem essential as an effective Communication Management Plan
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for the Dunkin’ Donuts Computer-Network Installation [ DD1] following the fourth edition of PMBOK.
Communications Matrix*
What Audience Frequency Responsible Dates
Meetings Steering Committee Meetings
Steer Co, PM, PMO,
MSmith*
& D.D. Facility Mgr.
Monthly PM The 1st Monday of
Each Month
Key Stakeholders
Project Sponsor, Project Team & Stakeholders
Start, middle, end of project
Technical
Lead
TBD
DD1 Project Meeting
Project sponsor/Team/PM
Once Program
Manager
Wed., 10/09/12
Project Team Meetings
Project Team Members
Weekly Project Mgr. Each Friday
Technical Design Meetings
Project Technical Staff
As needed Technical
Lead
TBD
Reports / Other Communications
Formal status reports
Steer Co, PMO, Team, I.T., Finance, Facility Manager
Twice monthly
PM The 2nd and 4th
Saturday monthly
Daily/Weekly Status Reports
Project Sponsor, Project Team, Stakeholders, PMO
Daily/Weekly Project Manager
Via Electronic Media
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The following table presents contact information for all persons involved in the Project.
Project Team Directory*
Role Name Email Phone
Project Sponsor
Michelle Smith* ([email protected])
262-617-7007
Program Manager
Robert Tandy [email protected] (313) 456-7273
Project Manager
D.C. Washington
[email protected] (972 )480-4284
Project Stakeholders
Dunkin’ Donuts Corp.
[email protected] 1-800-859-5339
Customer Dunkin’ Donuts.
“ “
Project Team Robert Tandy
Robert Taft
Robert Louis Stevenson
(313)456-7273
(626)870-046
(646)222-3333
Technical Lead
Robert Taft Robert [email protected] (626) 870-3333
Note: The PM – D.C. Washington – can be reached 24/7 on his personal cell: 469-355-3013.
APPENDIX B: Standard Risk Breakdown Structure [RBS] for the DD1 project.
WBS/RBS Prob. Impact
1 1.1 WEATHER Stoppages 4 8 32 Type your text here
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2 1.2 Stoppages due to lack of materials/funds/or strikes 3 9 27 Type your text here
3 1.3 Cost Overruns 6 10 60 Type your text here
4 1.4 Technical Complexity 7 7 49 Type your text here
5 1.5 Problems derived from Systems' Integration 7 7 49 Type your text here
61.6 Personnel shortfalls in training and
implementation 9 10 90
Type your text here
7 1.7 Inadequate QA/QC 3 10 30 Type your text here
8 1.8 Real-time performance failure 2 10 20 Type your text here
9 1.9 Ineffective communications/specialized skill-sets/Corporate cult 2 5 10 Type your text here
10 1.1 Changing Scope or Objective 1 7 7 Type your text here
11 1.1 Type your text here 1 1 1 Type your text here
12 1.1 Type your text here 1 1 1 Type your text here
Our planned response…
Weather stoppages should be minimal as most of the install is inside a standing structure but we've provided backupvendors and supplies to address the lack of materials, funds or strikes contingencies. As the client is providing mostof the hardware [we simply install for the most part] and we use our own in-house software tools, cost overruns arenot an issue. Our project teams 92+ years of experience in hardware/software computer installation and implement-tation obviates any technical complexity or systems' integration issue(s).
Part of our guarantee is that we offer a pre-op/post-op regimen that does not allow for personnel shortfalls in train-ing/implementation, inadequate QA controls, or any Real-time performance failure(s). We’ve handled all such in our22hrs. of business on similar projects. We inculcate and embrace within our projected scope and enhance every
facet of the collective work with a uniquely all-encompassing communications matrix.
Thus, our Project Objectives are to:
* Define needed roles and functions
* Install, Implement, and test systems
* Report to DD1 through chief liaison James Dezell
with the following CONSTRAINTS:
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* Must adhere to the "Technical Requirements" delineated in the Project Scope
* The effort relies on outlined 'ways-and-means' listed in the Project Directory
* The Project will proceed within the bounds of the prioritized documentation presented and approved at the Initial Steering Committee meeting.
* Upon approval of this Project Charter, the next milestone will be the completion of the Project Plan.
* This project has a $49,000.00 budget
* This project has a 6-month working life
APPENDIX C contains the following:
1. Executive Summary1.1. Scope Statement
1.1.1. Project Status Summary1.1.1.1. Overall Risk Status1.1.1.2. Risk Register
Executive Summary
D.C. Washington Consulting Group is an Information Technology consulting firm serving the greater Dallas/Fort
Worth metroplex with quality engineers who have a keen interest in customer satisfaction. Riding the crest of what
has been termed the “Silicon Prairie” hub, we have found that the time is right for consulting companies to flourish.
The Management Team*
The team has some Ninety-two (92) cumulative years of experience in Service Operations Management and
Information Technology support. They currently hold multiple CompTIA/Cisco/Microsoft technology industry
vendor certifications crossing several disciplines including both logical and physical network structure and
management. Over the course of their careers, the team has served in various technical roles with Fortune 500
companies and has been successful in both large and small environments.
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a) This will be a "Dedicated" Virtual Project Team w/all necessary resources for job-
completion assigned full-time on to the project!
b) As various team-members live in disparate locations, we will utilize electronic media
throughout to accomplish mission-critical goals.
c) The project, code-named "DD1", will labor under triple-constraints that the Owner has
set in place:
* the performance specification
* the time schedule
* the monetary budget
...all ultimately affect quality, but, my project-team was chosen w/this in mind.
...each member is a specialist in one of the requisite areas.
To wit:
* Robert Tandy has been a noted LOGISTICS ANALYST in the I.T. field for 20+ yrs.
serving in the following roles:
...Buyer - Planner / Purchasing Clerk / Logistics Specialist
Supply Chain Specialist / Export Sales Inventory Mgr.
will serve as Performance analyst [keeping us on point
with the WBS, evaluating/tracking work-related matters]
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* Robert Taft has worked as a Project Mgr. over 12yrs specializing in TIME-Mgmt.
logistics & will serve in that capacity here as well.
* Robert Louis Stevenson is an Accountant of 17yrs who will keep us within budgetary
constraints.
All of the above-mentioned have worked with me on numerous ventures involving maximizing our time-related
functions set to performance standards within a budget. They will serve as our 'Core' group who pipeline to me
requisite data on which I will make vital decisions affecting/directing the work. My chief contribution as Project-
Leader will be drawn from 14yrs in the Computer field along with over 20yrs as a project manager.
Following is our contact information:
* Robert Tandy -- [email protected] (313)456-7273...Flint, Michigan
* Robert Taft -- [email protected] (626)870-0461...Pomona, California
* Robert Stevenson - [email protected] (646)222-3333...New York, New York
* Doug Washington -- [email protected] (246)369-4321...Dallas, Texas
Our CEO and Chief, D.C. Washington has worked in Project Management and Engineering some Seventeen years
in addition to his above-mentioned I.T. experience. The CIO Robert Tandy brings over 15 years accounting and
logistical knowledge to the task and both will be taking hands-on management roles in the project.
The advisors are: Janis Zuhosky, partner at Universal Computing Center Accounting; McCarrey Gregory, CPA and
Senior Partner at Control Data Applications; William Gainsborough, President of Gainsborough Communications
Ltd. And Abraham Stern, Managing Director of Stern-Hammerstein Computing Clinic.
We are an Information Technology consulting group whose clientele expects close partnership with and centralized
development in their core services/products in an interactive relationship. We feel we must address this daily.
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To fully maintain the high level of cohesive excellence that our constituency demands, we did our necessary pre-op
evaluations and simply found the proposed DD1 to our liking.
After doing our due diligence evaluating the premises, we found the proposed project to be very much within our
means. Too, Cost-Plus methods would provide more incentive and this could directly bear upon quality of service
[QOS]. QOS is important to us as it distinguishes us from our competitors.
What drove our decision was the need to cut cost, increase customer satisfaction, and free the client from this rather
peripheral service. Dunkin’ Donuts also has an established track-record of service. A further key element was the
extensive Back-Office functions that are in place. They’re training is intense and extensive. All of this would add
unneeded cost(s) to our business and detrimentally effect our bottom line.
We needed to deliver measurable value so metrics were important, particularly in selecting resources because of its
innate value. It is often the 1st metric representing us that a customer will see so it was necessary to fully critique
vendors’ track records regarding various measures. Knowing this, we did seek attributes beyond mere favorable
pricing. Ours was a detailed, stepwise approach involving track record, requisite infrastructure and the ability to
deliver process improvement with the following KPIs [Key Performance Indicators] at the core:
Efficient and suitably qualified staff
Business expertise to make the process work
Compatibility between us and the prospective client
Industry specific expertise
Investment in training
Financial stability
Quality control/assurance procedures
Physical and data security policies
Size of the project being appropriate to the size of the operation
Disaster recovery plan(s) / Contingency plans / Risk Mgmt.
Portfolio of services
QOS
Site visits and customer preferences were also essential in our choice of method and terms.
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The entire process from initial outlay and reception of RFPs to implementation will be 6-months and this is in
keeping with best practices as outlined in the PMBOK that we have rigorously followed. We, the members of the
Advisory and Executive boards of the DD1 project, feel that due diligence has been given in full measure and look
forward to reaping the benefits of the plans submitted herein.
<Project Scope Statement>
Project Title -- Dunkin' Donuts Computer Installation Project [DD1] DATE: 02/27/2014
Project Mgr. -- Douglas C. Washington - Project Mgr., PMP/PMS/PMIC...D.C. Washington Consulting Grp., LLC
Project Sponsor- Michelle Smaith* - MBA/BS/AAS
Project Justification – Ms. Michelle Smith, Dunkin' Donuts I.T. Regional Director for Software Strategic Svcs.,
apprised me of a growing regional trend and problem in her organization that was systemic in that the computers
were disparate and approaching obsolescence. She made it known that we were chosen for this undertaking owing
to our Team's collective expertise in software management & services generally, but in business Customer-Relations
Mgmt. [CRM] software development particularly. Time-Cost Analysis prognostications show the need for
integrated business software upgrades throughout the conglomerate.
The cost(s) of the undertaking will be more than defrayed by the increased sales garnered from
heightened efficiency, quicker access times, shorter latency among far-fledged units, & better security.
Deliverables -- * A seamless, interconnected, unified system secured with the highest AES data-encryption
technology fitted across seven (7) Dallas Metro-plex sites via in-house:
1.) Local Area Networks (LANs)
2.) VPN (for mid-to-upper Management)
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3.) data taps to their corporate WAN, and
4.) digi-cam video security using IPv6
Milestones -- * Specialty permits approved by November 14th, 2013
Cables routed, servers linked, physical install completed by Nov. 23rd, 2013
Software tunneling & embedding, configuration, and setup at all locations by Nov. 30th, 2013
Implementation and post-op...December 5th, 2013
Technical - Must meet local zoning restrictions, ordinances, and building codes
Requirements - Must adhere to new Governmental laws administered through CompTIA and OSHA
Cable routing through walls & standing edifices must not jeopardize structural integrity
Will provide on-site & on-going post-op consultation throughout & after the project
All systems must meet or exceed Std. data-exchange rates, security of operation, and ease of use
Limits and The overall installation will follow Dunkin' Donuts directive 335Hdd1-O8c; design will adhere.
Exclusions
Owner will secure premise while we are on-site & provide the necessary security & parking
Dunkin' Donuts will supply ALL PCs, Servers, Routers, Switches, Hubs, and Controllers
Work - Hours limited to the negotiated times stated in the Project Goals
DD1 will not be responsible for fiscal cost overruns beyond the 'Scope' outlined in here
Implicit within the detailed Scope delineated herein is that ALL shall be pursuant to agreed upon directives [per
Michelle Smith] and subject to
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" CUSTOMER REVIEW"
WORKING ASSUMPTIONS*
* These assumptions were made and deemed appropriate for effective maintenance of the Project:
* This project has the approval of all pertinent Departments within the D.D. corporate structure
* The Corporate liaison has oversight power of approval to affect ways-and-means
* All participants will continue to support staff involvement
* More specific staff commitment levels will be defined ALD as needed
CLOSEOUT:
Audit procurement, document lessons learned, update files / records, team-member confab to gain
consensus…Archive all pertinent files and docs.
Project Plan Documents summary
* All significant electronic project documentation will be posted on the collaborative work site.
Teams will determine when a document is sufficiently complete to post.
Communications will follow channels per communications matrix.
Referenda:
www.projectmanagementdocs.com/project-planning-templa...
www.bestpractices.osi.ca.gov/.../Master%20Project%20Management...
leonardwoody.com/.../a-great-example-of-a-software-project-manage...
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STATEMENT OF WORK:
This effort includes the following:
* Define functions of DD1 [The Dunkin' Donut Computer Installation Project Plan code name]
* Assess existing needs and materials compliant with employers stipulations
* Further define the critical functions and requirements (i.e. roles, resources, documentation)
* Form multi-task, dedicated work-team of experts to allocate aforesaid roles/resources [as needed]
* Create and approve a Project Charter
* Create and approve a Project Plan for the DD1 implementation
* Implement a Communications Matrix cum Directory focusing on high priority functions
* Test functionality...assess strengths/deficiencies of software product with implementation methods
* Make recommendations and Project Plan for a full production, including:
...Roles and responsibilities
...Functions to include
...Implementation methods
...Timeline
...Report findings
...Documentation & closeout
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'*
PROJECT OBJECTIVES:
Business Objectives for the project are:
* Define needed roles and functions
* Install, Implement, and test systems
* Report to Dunkin’ Donuts through chief liaison Michelle Smith
CONSTRAINTS:
* Must adhere to the "Technical Requirements" delineated in the Project Scope Statement
* The effort relies on outlined 'ways-and-means' listed in the Project Directory
* The Project will proceed within the bounds of the prioritized documentation presented and
approved at the Initial Steering Committee meeting
* Upon approval of this Project Charter, the next milestone will be the completion of the Project
Plan
* This project has a $49,000.00 budget
* This project has a 6-month working life
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Conclusions:
We look forward to fulfilling our contractual obligations within set parameters.
...as the sites are open for business from 10am - 9pm daily & off on Sundays, we will perform the
'Physical' installation from 9pm - 10am nightly as to not impose on their business & ALL DAY SUNDAY (18hrs --
6am to Midnight!). As we must now comply with the newly imposed CompTIA & Governmental standards for
wired/wireless configurations, we'll use pre-set CAT5 & 5e cables with 802.2/5g and n specs but with as much Fiber
Optic cables as are needed [to keep down cost(s)].
Our prima-facie modus will be PEER-TO-PEER extending from the Mgr's Server so all linked
PCs can share files, workgroups and etc. But, the security structure will be on the Client-Server model. All routers
& modems will be dual-band so as to enable backward compatibility.
Cost(s):
* The preeminent cost driver here is the I.T. driven PROFESSIONAL LABOR. This is my forte.
Years of trial and error have given me cost-effective insights into how best to optimize, customize,
& strategize. Our local 6-man team of installers can physically install the entire system in 80-hrs
@ $7500 cost as I will oversee & manage. I will do all of the software configuration,
implementation, design, testing/debugging, and post-op consultation to get them up & running
during the course of the 6-month project.
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Total cost(s) including design, installation, permits, labor, and materials for all 7 locations -
$49,000 (the Customer has purchased all PCs, Routers, Modems, Controllers, Switches, and
Hubs.)
Benefit(s:
* Increased efficiency via more bandwidth, virtual operations to/from Mgmt; the proposed VPN
(Virtual Private Network) alone will be over 100 times faster than the old dial-up & more secure
using AES2 WPA2 data encryption algorithms. The security systems will more powerful...with
backward compatibility linkages [for legacy systems]...dual band, triple mode linkages and more
auto-updates for the P.O.S.T's will lead to less downtime.
Schedule: Project duration - 6 months*
APPENDIX D:
SUMMARY RISK REPORT*
Thursday, February 27, 2014
Dunkin' Donuts Corp.
Company Snapshot
Overall Upgrade Risk -- Moderate (5)
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Average Risk Qualitative Rating (Scale 1-10):
*Probability *Impact *Risk Score
4.4 [moderate] 8.3 [high] 37.4% [minimal]
INTRODUCTION:
Project Justification – Michelle Smith, Dunkin' Donuts I.T. Regional Director for Software Strategic Svcs., apprised me of a growing regional trend and problem in her organization that was systemic in that the computers were disparate and approaching obsolescence. She made it known that we were chosen for this undertaking owing to our Team's collective expertise in software management & services generally, but in business Customer-Relations Mgmt. [CRM] software development particularly. Time-Cost Analysis prognostications show the need for integrated business software upgrades throughout the conglomerate. The cost(s) of the undertaking will be more than defrayed by the increased sales garnered from heightened efficiency, quicker access times, shorter latency among far-fledged units, & better security.
Deliverables -- A seamless, interconnected, unified system secured with the highest AES data-encryption technology fitted across seven (7) Dallas Metro-plex sites via in-house:
1.) Local Area Networks (LANs)
2.) VPN (for mid-to-upper Management)
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3.) data taps to their corporate WAN, and
4.) digi-cam video security using IPv6
Readiness to proposed upgrade is paramount throughout the organization and has the support of senior management to:
* Define the needed functions of DD1 [The Dunkin' Donut Computer Installation Project Plan code name]
* Assess existing needs and materials compliant with employers stipulations
* Further define the critical functions and requirements (i.e. roles, resources, documentation)
* Form a multi-task, dedicated work-team of experts to allocate the aforesaid roles and resources [as needed]
* Create and approve a Project Charter
* Create and approve a Project Plan for the DD1 implementation
* Implement a Communications Matrix cum Directory focusing on high priority functions [per need]
* Test functionality and assess strengths and deficiencies of software product with implementation methods
Overall, as indicated by the P-I Matrix and assessment, the Dunkin' Donuts firm is at moderate risk concerning its' ability to meet present-day demands in the
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market place. However, their ability to retain market-share, compete, and expand is restricted by the current system that is approaching obsolescence.
* Dunkin' Donuts has used the same Windows ME [Millenial Edition], 32-bit PC mini-systems for over 12yrs and they have become a hindrance in an increasingly 64-bit PC world. They need an upgrade to a more unified, dedicated system that will be all-inclusive [CRM/AR & AP/POS & related business software pre-set to their parameters].
There physical setup includes Dell, HP, IBM, HTC, and generic clones sometimes working together...sometimes not! Some devices are connected through dial-up, some via integrated software packages, but most are stand-alone dumb
terminals. The Point-of-Sale Terminals use J.D. Edwards Software [which is more industrial based]. The Customer Relations Mgmt. [CRM] pkgs. are Versa-CAD programs from 1997 that are no longer relevant. The Accts Payable/Rec software is typical spreadsheet formatting, but based upon Windows XP Server 2003.
This is the crux of the matter. Dunkin' Donut upper Mgmt. has decided to upgrade throughout their conglomerate I.T. departmental structure but using [as much as possible] local contractors.
Actions Suggested in Order of Importance:
* Upgrade [where possible] and replace present system [where needed]
* Implement and Install per Management directives
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* Post-op training and system monitoring
Risk Registry:
The Dunkin' Donuts Computer Installation ProjectRisk Identification Qualitative RatingRisk Probability
Weather-related stoppages preventing work
Work stoppages owing to lack of materials/funds or strikes
Cost overruns
Technical Complexity
Problems derived from Systems' Integration
Personnel shortfalls in training and implementationInadequate QA controls
Real-time performance failures
Ineffective communication(s)/specialized skill-sets/Corporate culture and Organizational environment
Changing or unplanned Scope and/or objective(s)
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Key Terms
Risk: The risk stated in a complete sentence which states the cause of the risk, the risk, and the effect that the risk causes to the project.Probability: The likelihood that a risk or opportunity will occur (on a scale from 0 to 10 with 10 being the highest).Impact: The impact of the risk on the project if the risk occurs (scale from 0 to 10 with 10 being the highest).Risk Score: Determined by multiplying probability and impact (scale from 0 to 100).Risk Ranking: A priority list which is determined by the relative ranking of the risks (by their scores) within the project with the number one being the highest risk score.Risk Response: The action which is to be taken if this risk occurs.
Project Sizing:
Project Sizing Tool - Planning Phase What are the PMM path should I follow for my project (recommended tools and processes)?
Enter name of project here MEDIUM PROJECT PMM Recommended
A B
Cost
1 Cost <$25,000 $25 - 100K
Time Time
2 Time weeks months
People
3 Amount of ITS Work (Person-Hours) <150 person-hours 150 hours - 500 hours
4 Staff skill set Experienced Trained, no experience
Scope
5 Clarity of scope Clearly defined Some gray areas
Risk
6 End User Buy-in Committed end user support Varying degrees of end user support
7 Management Buy-in Committed management support Varying degrees of management support
8 Deadline No mandated deadline Internally mandated deadline
9 New Technology vs. Proven, existing Technology Proven, existing tech in-houseProven technology but not in house / Not proven but in house expertise
10 Assumptions Verified, conservative assumptions Some gray areas surrounding assumptions
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11 Other Project Specific Risk Low Risk Medium Risk
Communication
Project
12 Number of work units involved 1 2-10
End User
13 Number of end users < 100 100-1000
14 Change to current work environment, tools and/or process Minimal change New technology or new process
Integration
15 Number of systems to be integrated 0-1 2-4
16 Number of external project dependencies Few Several
17 Level of complexity of the integration Simple Medium level of complexity
\
18 Number of vendors 1 2-3
19 LMU's Confidence in Vendor High Medium
Project Manager Recommended Size Justification - Insert comments here if Project Manager recommended size is different than Sizing Tool Result
Though we’ll not be needing a Project Sizing tool on this job, we thought it advisable to include an example of how we would use it to “scale” the project if and when it were needed.
In closing…
All of the above-mentioned have worked with me on numerous ventures involving maximizing our time-related functions set to performance
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standards within a budget. They will serve as our 'Core' group who pipeline to me requisite data on which I will make vital decisions affecting/directing the work.
D.C. Washington – PMP
Citations
http://ocw.mit.edu/courses/
http://www.bia.ca/articles/rm-risk-management.htm (1)
http://www.extension.iastate.edu/agdm/articles/leibold/LeiApr12.html
http://innovation-mentor.com/archives/29-What-Does-Risk-Management-Mean-to-Your-Business.html (2)
The ATOM Methodology, Practical Project Risk Management...David Hillson and Peter Simon*
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http://www.extension.harvard.edu/open-learning-initiative
http://www.projectmanagement.com/
Project Management: A Systems Approach to Planning, Scheduling, and Controlling11th Editionby Harold Kerzner
© 2013 Wiley*
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