Make project closeout checklist and answer question

Table of Contents

Revolutionary Technology of Cloud Computing

Advancement in technology has revolutionized operations in various industrial sectors. Currently cloud computing is trending across businesses and companies and is gaining momentum in the industrial sector. This new technology will eliminate bulky filing systems--offering more than just storage. Requiring a very low infrastructure investment, cloud computing is also an attractive option to customers, eliminating the need to assemble and maintain a large-scale information and calculating system (Marinescu, 2013). Furthermore, cloud computing has the potential to provide increased flexibility, improve collaboration and access to a variety of other options by increasing availability of high-performance applications across the business (Rittinghouse & Ransome, 2017). In this proposal, Webgenta 6.0 intends to suggest a whole new method of storage that will reduce implementation and maintenance cost as well as minimize the need for large resources. Gateway Computing has lost a lot of information through accidental fires, misplacement of documents, among other issues related to hard copy storage of data. Webgenta 6.0 will entirely focus on the need for Gateway Computing to adopt and implement cloud computing to modernize the company, to gain competitive advantage, and to be better stewards of customer and internal documents.

Advancement in technology has revolutionized operations in various industrial sectors with cloud computing currently trending across businesses and companies. Cloud computing allows for a more agile workforce, flexibility in teleworking, increased collaboration, and elimination of paper filing systems. Webgenta 6.0 hired by Gateway Computing to adopt and implement cloud computing to modernize the company, to gain competitive advantage, and prove they are better stewards of customer and internal documents. Flexible business solutions are needed in today’s economic backdrop. Change can occur frequently and without notice, so having a tool that can allow for flexibility and reactionary performance can present a significant advantage to the organization. Gateway Computing will benefit from this venture after implementation by having finite storage space and cloud computing expands beyond a physical limit.

The purpose of the project is to develop an efficient and succession cloud management service for Gateway Computing. Webgenta 6.0 will serve superb service by having a wide range of services to fit each need, the ability to customize application and complete access anytime and anywhere with an internet connection. Being that Webgenta 6.0 is totally customized it provides the benefit of less data loss, less pay structures and faster development speeds. This will enable easy access to Gateway Computing programs, reduce computing power by storing such programs and implement remote servers.

Project Scope Statement

To implement cloud computing, Webgenta 6.0 will start with series of team meetings to explain the move to cloud computing. Once employees have been onboarded to the changes, Webgenta 6.0 will begin working the Gateway Computing’s IT team to transition the business to cloud computing. Onboarding will allow Webgenta 6.0 to begin to not only acclimate Gateway Computing’s team but also identify early adopters and project champions. These individuals will assist Webgenta 6.0 in changing the culture of the business surrounding technology and document storage.

During the onboarding process, Webgenta 6.0 will work with Gateway Computing’s technology team to begin to identify the three phases needed to be completed to move Gateway Computing to cloud computing.

Table 1: Scope Phases

Webgenta 6.0 will also offer training sessions that will help employees move seamlessly to cloud computing. Training will be offered first to early adopters and champions. This will give Webgenta 6.0 and Gateway Computing’s IT team a chance to have a trained group of peers to use when the training is offered throughout the organization. The second phase of training will be completed on a departmental basis with each department getting specialized, department specific training. The third phase of training will be offered to anyone who has not completed the previously offered training. Finally, Webgenta 6.0 will assist Gateway Computing in setting up a rapid response team comprised of Gateway Computing’s IT staff as well as early adapters and champions. This team will assist in responding to training and remediation after the training phases are complete.

Project Objectives

Project Webgenta 6.0 will allow Gateway Computing to convert utilization of servers, software, licensing, application and storage to pay-per-use instead of full investment (Chen, Chuang, & Nakatani, 2016). Cloud computing will increase digital efficiency and allow for the benefits of e-commerce to be fully activated. Relying less on door-to-door marketing techniques not only creates faster accessibility to resources, but also reduces consumables and energy output decreasing environmental impact (Bajdor, 2016). Competitive advantage is gained through faster communication with the consumer market and freeing up the organization to allot more time focusing on customer relations. Keeping our shareholders happy is a high priority. An overall outcome of increased business functions and capability should produce favorable shared revenue with investors. Tying the goals of project Webgenta 6.0 together with a solid training program that gives voice to our workforce and considers their feedback an essential part of business routines will support successful integration of new technology.

· Cut operational costs by 30% in 6 months.

· Convert 75% of paper mailings and marketing literature to digital by the end of

year one, cutting consumable expenses and lessening environmental impact.

· Increase revenue by 25% each quarter, with a 5% increase paid

towards shareholder dividends.

· All end users should be up to speed on the new system within 3 months.

· Methods for onboarding newcomers, continuing education/strategic management

of workforce and routines for updating security compliance will be developed

within 3 months from the project completion/reflection stage.

Project Deliverables

Webgenta 6.0 will introduce a whole new method of storage that will reduce implementation and maintenance cost as well as minimize the need for large resources. Gateway Computing has lost a lot of information through accidental fires, misplacement of documents, among other issues related to hard copy storage of data. Webgenta 6.0 will entirely focus on the need for Gateway Computing to adopt and implement cloud computing to modernize the company, to gain competitive advantage, and to be better stewards of customer and internal documents.

The key deliverables of the project include:

Table 2: Project Deliverables

Project Requirements

The following list presents the requirements that Webgenta 6.0 must meet for the project

objectives to be satisfied.

Business Requirements

c. The cloud service must be fully implemented, available for use by all end users of Gateway Computing

d. Service implementation must meet all budget requirements and specifications

Functional and Operational Requirements

e. Webgenta 6.0 must support service delivery, implementation, modification and termination during the service life cycle.

f. The provider must provide end-to-end quality of service assurance, reliability and continued availability of cloud services according the service level agreed upon by the service provider and Gateway Computing.

g. Access of the service from any remote location and the ability to support

h. All applicable laws and regulations must be respected, protecting Gateway Computing’s clients and their subsidiaries’ privacy.

i. The service must be appropriately secured to protect the interests of all end users and any information uploaded into the cloud by Gateway Computing.

j. Webgenta 6.0 and the cloud services they provide must be supported by all software and hardware utilized by Gateway Computing and its end users.

Project Milestones

Table 3: Project Milestones

Project Assumptions, Constraints, Risks and Concerns

Assumptions

1. Resources:

a. Webgenta 6.0 will be available for delivery, implementation, modification and training as needed during the project life cycle.

b. The necessary hardware and software needed to properly implement the cloud services will be available.

c. Training will be provided, and training rooms will be available as needed.

2. Budget

a. Project costs will adhere to the initially budgeted costs.

b. Training will be conducted internally, provided by Webgenta 6.0, with no additional training costs required.

3. Scope

a. Project activities and tasks are aligned with the project scope

b. Project scope will not change once approved by the appropriate stakeholders and management representatives

c. If project scope is expected to change, a change control process will be followed.

4. Delivery

a. Cloud service software and hardware will be set up and modified to the needs of Gateway Computing

b. Services will be available as scheduled to all end users of Gateway Computing.

Constraints

Time Constraints

1. Complete cloud services for Gateway Computing must be implemented within 18 months, as scheduled.

2. Training for all end users of the cloud services must be completed within 3 months of successful implementation.

Resource Constraints

1. Complete cloud services are implemented within the estimated budget.

2. Compatibility of Webgenta 6.0 with Gateway Computing’s existing software and hardware.

Risks

1. If the existing hardware components are at the end of the manufacturer warranty, then they could be too degraded or outdated to accept new software.

2. If the new cloud computing software is new to the market, then there may not be enough resources with the experience to install, setup, and maintain the software.

3. If the hardware and software components take longer to acquire, install, and activate than 36 months, then the cost to the company will be much greater and will result in dissatisfaction of the customer and project stakeholders.

4. If any of the team members get pulled to work on other projects or otherwise become unavailable, then the project team may end up having to reorganize tasks and potentially extend the project schedule beyond 36 months.

5. If the company is not selective in who is given specific levels of access on the project, then significant cybersecurity concerns can be presented in the form of hacking vulnerabilities.

Concerns

1. With product customization, the team runs the risk of experiencing scope creep on the project.

2. As resources are used, less become available for later phases of production and quality design. The team may need to refocus procurement efforts on the later phases of production as a result.

3. Product quality will be impacted if constraints are not met with effective mitigation strategies that include corrective actions.

Project Organization

Webgenta 6.0 is a composite project management team. The team uses the functional model in that the team is comprised of functional team members to complete specific functions. The team also uses a matrix model with one manager and a specific reporting structure. The project manager is Erica Ellsworth. The remaining team members will also serve as functional managers with specific authority and focus. Erinn Tichenor serves as the information manager and will track meeting notes as well as team assignments and the WBS. Khalia Hart will serve as document manager and will manage all documents and artifacts that are created. Orbrae Griffin in the budget manager. Shelby Hensley is the risk manager and archivist. Camille Lee is the Gateway Computing representative that is working with the team as the major stakeholder. The project manager will have approval on all aspects of the project. Functional managers will work with the project manager for final approval on all aspects of the project. The structure is used my Webgenta 6.0 because it allows the team to make functional decisions to move the project along the timeline. This type of organization also allows Webgenta 6.0 to work with onsite stakeholder teams more seamlessly because functional managers can make decisions to move the project forward. The reporting structure of the team is that functional managers manager team members within their functional area. Functional managers will report to the project manager for all final decisions.

Figure 1: Team Organization

Work Breakdown Structure

Aligning the WBS with project deliverables and objectives will ensure Webgenta 6.0 a well-defined scope and path to project success (Brotherton, Fried & Norman, 2008). Complex tasks become more measurable with the usage of a properly developed work breakdown structure. The WBS provides guidance for assigning responsibility to each task in the subcategories. Table 4 illustrates Webgenta 6.0’s WBS in relation to the scope statement.

Table 4: WBS for Webgenta 6.0

Responsibility Assignment Matrix

Based on the WBS, the follow Responsibility Assignment Matrix (RAM) will be utilized for this project. Questions regarding specific duties should be made to the functional leader. Questions or concerns regarding changing timeline or budget should be addressed to the project manager.

Table 5: RAM for Webgenta 6.0

Transparency and open communication are shared values between Webgenta 6.0 and Gateway Computing. In order to maintain high standards and exceed project expectations, a solid communications plan is imperative to guide this project to success. A variety of communication methods may be utilized in order to keep everyone informed and one

track (Rajkumar, 2010).

It is necessary to call a formal meeting outlining the plan to initiate a new IT project to introduce its need and benefits to the Gateway Computing staff prior to project launch. This allows the chance for clarity, approval and the ease of onboarding what could potentially be a difficult transition for those who may not take well to the idea of new IT implementation. Supporting change management through communication for the duration of the project will be a key focus.

Daily communication directed at reviewing and understanding the WBS needs to exist between Webgenta 6.0 and the PM in order to maximize the work-day potential and move along the path to completion. This can be achieved through monitoring the WBS on a shared OneDrive document and group email forum. Progress reports will track such events as milestone status and spending records and delivered on a weekly basis. All stakeholders will have to meet, at a minimum, weekly to discuss ongoing training and development techniques and feedback. As individual needs vary and everyone has different learning curves, the PM will need to determine if training resources should be modified (Watt, 2014). Conflict management should be addressed every other week or immediately between team and PM if there is a dire need. To ensure funds are being used wisely, a monthly live meeting will be called to review spending reports. Lastly, as the project approaches deployment and close-out, several areas will be reviewed amongst all involved parties including phases of testing and recap before declaring the conclusion of project Webgenta 6.0.

Communications Management Matrix

Table 6: Communications Matrix

Gateway Computing’s project schedule organized based on the phases of the project. Each phase includes the corresponding tasks relevant to the main objective. As our project schedule developed, we were able to efficiently and proactively assign the estimated resource to each task within each of the phases of the project. Estimated duration of each activity was defined along with its cost after a resource was assigned to it.

MSP File 1: Schedule

Project Gantt Chart

In addition to the project schedule, we thought that developing a Gantt Chart would be highly recommended due to its ability to help establish realistic time frames and identifies the dependencies between tasks.

MSP File 2: Gantt Chart

Project Critical Path

The project critical path essentially defines the longest amount of time to finish all of the project tasks within the project management plan. Below shows a portion of our project critical path. The critical tasks are highlighted in pink which have the most have the most bearing on the project’s completion date. By identifying the project’s critical tasks, we can allocate additional resources to shorten the processing time of those tasks.

MSP File 3: Critical Path

Gateway Computing’s budget will be based on the costs incurred during each phase of the project’s life cycle. The total cost for each phase will be summed together to determine an estimated project budget. These costs will include the fees from consultants and analysts that will gather requirements from the stakeholders and current system. The surveys and tests used to gather those requirements will also incur a fee. In the implementation phase, we will conduct a vendor bid analysis to select a contractor to implement Webgenta 6.0. The labor and material expenses will factor into the budget. In the closing phase, training sessions will be conducted by professionals to explain how to use the new product and a budget for system maintenance and updates will also be included in the project budget.

The goal of project risk management is to identify, assess, respond to, monitor and control risks that may occur throughout a project as a result of external and internal factors.

Risk Identification

The identification method for risk used by our project team will be through observance. This will be especially beneficial to identify known risks, which would either be associated with our milestone events and products or would be based off of similar projects. This is a continuous process and will be conducted throughout the project life cycle. Updating the risk register will fall in line with the risk identification process.

Risk Assessment

Risks will be assessed continuously throughout the project through observance and brainstorming. This is the preferred method to deal with the unknown risks, where the team may not be aware of them until after they have impacted the project. The scale used to assess each risk was the standard 1 to 5 scale, with 1 representing a low impact to the project and 5 representing a high impact to the project. An impact severity score of 10 or more indicate the potential for that event to cause project termination, whereas a score of 9 or less indicate minimal to no impact on the project.

Risk Assessment Matrix

Table 7: Risk Assessment Matrix

Risk Response

The focal concept of our response measures will involve exploitation and avoidance of identified known risks. Being able to leverage the risk where we can will allow the group to build in controls directly to the project, which will allow the team to adjust to specific courses of action depending on the triggering events associated with each risk.

Risk Monitor and Control

The risk register and probability impact matrix will be updated throughout the project to account for any known or unknown risks that will occur. All team members are responsible for identifying near-misses and potential areas of the project that we may assume some risk.

Implementation of cloud services by Webgenta 6.0 will be evaluated to monitor and assess its success in meeting its objectives and milestones. The purpose of this evaluation plan is to ensure that implementation of cloud services for Gateway Computing is monitored thoroughly and systematically as well as on an on-going basis. Project progress and activities will be assessed by specific formative and summative measures to ensure that they are aligned with project goals, targets, objectives and deliverables. The Project Manager and Team Magenta will collaboratively ensure that an extensive formative evaluation is conducted on a biweekly basis, until project completion. Summative evaluations will be conducted at three scheduled points during the project life cycle, one of which will occur at project completion. Team Magenta recommends a monthly evaluation for 6 months after project completion to monitor the overall success of the project. Separate progress reports will be documented to summarize the results of both formative and summative evaluations. This progress reports will be submitted to all project partners and to the project manager for analysis.

Goals of Project Evaluation:

1. Ensure that implementation of cloud services by Webgenta 6.0 and training of end-occurs within the planned schedule specifications

2. Maintain quality of project implementation and training from the start of the project through its completion

3. Stay within budgeted cost parameters through the project life cycle

4. Uphold and meet stakeholder and Gateway Computing’s satisfaction.

Evaluation Plan

Formative Evaluation

Formative assessments will occur biweekly through surveys that will be taken by all end users and staff of Gateway Computing. Data from the surveys will be collected and compiled by Team Magenta which will be discussed and evaluated in a biweekly progress meeting with Gateway Computing management, stakeholders, the project manager and Team Magenta. The surveys will relate to the effectiveness of project procedures and activities in implementing cloud services. The purpose of the surveys will be to collect data from end-users and staff throughout the project life cycle that will help ensure that project activities are aligned with project goals and meets project deadlines and timelines. An online Gantt chart, which can be viewed and accessed by participating members of the project will be integrated to physically monitor project progress.

Summative Evaluation

Summative efforts will focus on assessing the quality and success of reaching project goals, objective and deliverables. Feedback surveys will be administered with all participating members of the project and all staff and end-users of Gateway Computing to collect data regarding project quality and success. Additionally, tests to evaluate training methods and retention of information will be administered to ensure full understanding of the service being implemented. Changes in this data will be collected, measured and analyzed.

[Describe how your organization will terminate/close a project. This section will include the necessary information needed to close out a project. Discuss the major activities required to close out the project as part of the natural termination process. Include a discussion of financial and administrative close out and project retrospectives/lessons learned. Insert your project close out checklist at Appendix C of this document.]

Bajdor, P. (2016, June). The Environmental Benefits of Cloud Computing. Retrieved October 2,

The Revolutionary Technology of Cloud Computing

Advancement in technology has revolutionized operations in various industrial sectors

with cloud computing currently trending across businesses and companies. Cloud computing

allows for a more agile workforce, flexibility in teleworking, increased collaboration, and

elimination of paper filing systems. Webgenta 6.0 has been hired by Gateway Computing to

assist in adopting and implementing cloud computing to modernize the company, to gain

competitive advantage, and to be better stewards of customer and internal documents. Flexible

business solutions are needed in today’s economic backdrop. Change can occur frequently and

without notice, so having a tool that can allow for flexibility and reactionary performance can

present a significant advantage to the organization. Gateway Computing will benefit from this

venture following company-wide implementation where finite storage space and cloud

computing expands beyond a physical limit.

Purpose for the Project

The purpose of the project is to develop an efficient and succession cloud management

service for Gateway Computing. Webgenta 6.0 will serve superb service by having a wide range

of services to fit each need, the ability to customize application and complete access anytime and

anywhere with an internet connection. Being that Webgenta 6.0 is totally customized it provides

the benefit of less data loss, less pay structures and faster development speeds. This will enable

easy access to Gateway Computing programs, reduce computing power by storing such

programs and implement remote serves.

Project Scope Statement

Gateway Computing is a new, fast growing start-up. In the last year, the company has

noticed the need for a more agile, collaborative was to share information. Webgenta 6.0 will

work with Gateway Computing to move Gateway Computing form a paper-based information

system to cloud computing. Cloud computing will allow Gateway Computer to continue its

growth trajectory as well as retain their innovative workforce and attract additional talent. The

change to cloud computing will also allow Gateway Computing to reduce IT costs, increase

mobility, virtual collaboration, and lessen environmental impact through elimination of paper

only (Barron & Barron, n.d). To implement cloud computing, Webgenta 6.0 will start with

series of team meetings to explain the move to cloud computing. Once employees have been

onboarded to the changes, Webgenta 6.0 will begin working the Gateway Computing’s IT team

to transition the business to cloud computing. During this time, Webgenta 6.0 will also offer

training sessions that will help employees move seamlessly to cloud computing. The key

deliverables of the project include:

1. Cloud computing infrastructure

2. Employee informational sessions

3. Transition from paper systems to cloud computing

4. Employee training sessions

Project Objectives and Success Criteria

Project Webgenta 6.0 will allow Gateway Computing to convert utilization of servers,

software, licensing, application and storage to pay-per-use instead of full investment (Chen,

Chuang, & Nakatani, 2016). Cloud computing will increase digital efficiency and allow for the

benefits of e-commerce to be fully activated. Relying less on door-to-door marketing techniques

not only creates faster accessibility to resources, but also reduces consumables and energy output

decreasing environmental impact (Bajdor, 2016). Competitive advantage is gained through

faster communication with the consumer market and freeing up the organization to allot more

time focusing on customer relations. Keeping our shareholders happy is a high priority. An

overall outcome of increased business functions and capability should produce favorable shared

revenue with investors. Tying the goals of project Webgenta 6.0 together with a solid training

program that gives voice to our workforce and considers their feedback an essential part of

business routines will support successful integration of new technology.

· Cut operational costs by 30% in 6 months.

· Convert 75% of paper mailings and marketing literature to digital by the end of year one, cutting consumable expenses and lessening environmental impact.

· Increase revenue by 25% each quarter, with a 5% increase paid towards shareholder dividends.

· All end users should be up to speed on the new system within 3 months.

· Methods for onboarding newcomers, continuing education/strategic management of workforce and routines for updating security compliance will be developed within 3 months from the project completion/reflection stage.

Project Requirements

The following list presents the requirements that Webgenta 6.0 must meet for the project

objectives to be satisfied.

Business Requirements

· The cloud service must be fully implemented, available for use by all end users of Gateway Computing

· Service implementation must meet all budget requirements and specifications

Functional and Operational Requirements

· Webgenta 6.0 must support service delivery, implementation, modification and termination during the service life cycle.

· The provider must provide end-to-end quality of service assurance, reliability and continued availability of cloud services according the service level agreed upon by the service provider and Gateway Computing.

· Access of the service from any remote location and the ability to support

· All applicable laws and regulations must be respected, protecting Gateway Computing’s clients and their subsidiaries’ privacy.

· The service must be appropriately secured to protect the interests of all end users and any information uploaded into the cloud by Gateway Computing.

· Webgenta 6.0 and the cloud services they provide must be supported by all software and hardware utilized by Gateway Computing and its end users.

Risk Analysis and Mitigation

Milestone schedule (summary)

Budget or Pre-approved Financial Resources (summary)

Gateway Computing’s budget will be based on the costs incurred during each phase of the project’s life cycle. The total cost for each phase will be summed together to determine an estimated project budget. These costs will include the fees from consultants and analysts that will gather requirements from the stakeholders and current system. The surveys and tests used to gather those requirements will also incur a fee. In the implementation phase, we will conduct a vendor bid analysis to select a contractor to implement Webgenta 6.0. The labor and material expenses will factor into the budget. In the closing phase, training sessions will be conducted by professionals to explain how to use the new product and a budget for system maintenance and updates will also be included in the project budget.

Criteria for Project Approval

The team assigned to project Webgenta 6.0 strives for nothing less of meeting and

exceeding client expectations. To accompany this proposal, similar statistics can be presented to illustrate how cloud computing can improve key performance indicators relating to finance, marketing, customer relations management and corporate social responsibility. Testing will be performed before fully initiating the final product (Project Management Institute, 2015, p. 133, 143, 144, 161, 162). It is agreed that our proposal addresses all business needs, aligns with performance objectives and passes a feasibility test, the business owner(s) and project manager will sign-off on the project charter.

Authority Statement

The Project Manager has front line authority on all decisions and actions relating to this

project. This authority includes the ability to make independent decisions on costs and

expenditures, schedule changes, resource arrangements, and negotiation of contracted resource

terms. Procurement decisions must still be approved by the project sponsor and stakeholders via

a review board conducted during progress meetings. Authority for change approvals is

maintained by the Project Manager, with escalation of consideration to a change control board

beginning with schedule changes of 72 hours or more or budget variances greater than $8,500.

Project Manager and Authority Level

Erica Ellsworth will serve as the project manager, representing Webgenta 6.0. The Project Manager will manager not only the project components but also delegate work tasks to the team and manage the human resources component of the team. The project manager will stand as a gatekeeper between the stakeholders and project management team.

Project Sponsor or Customer and Authority Level

Gateway Computing appoints Camille Lee as the project sponsor for Webgenta 6.0. Webgenta 6.0 implementation has top priority in Gateway Computing. Functional groups will provide all support possible to the project manager and to the ser Webgenta 6.0. The project sponsor will champion the project and will serve as the escalation point for all technical options for Webgenta 6.0 outside the decision jurisdiction of the project manager, Erica Ellsworth. All budget changes outside of this project charter are to be approved by the sponsor. Final evaluation and approval of deliverables, approval of project scope and its changes are the responsibility of the sponsor.

Signatures

Approver for Gateway Computing

___________________________________

Camille Lee/Project SponsorDate

Project Manager Approval

___________________________________

Erica Ellsworth/Project ManagerDate

References

Bajdor, P. (2016, June). The Environmental Benefits of Cloud Computing. Retrieved October 2,

Section 1. General Information

Section 2. Final Deliverable Checklist

Section 3. Project Documentation Checklist

Section 4. Project Team

List resources specified in the Project Plan and used by the project.

Section 5. Project Lessons Learned

Identify lessons learned specifically for the project. State the lessons learned in terms of a problem

(issue). Describe the problem and include any project documentation references (e.g., Project Plan,

Issues Log) that provide additional details. Identify recommended improvements to correct a similar

problem in the future.

Section 6. Post-Implementation Support Plans

Identify plans for post-implementation activities after project closeout. Refer to the Benefits Realization

review gate for information about the Post-Implementation Review of Business Outcomes deliverable.

Section 7. Open Issues

Describe any open issues and plans for resolution within the context of project closeout. Include an open

issue for any “no” responses in the Final Product and/or Service Acceptance Checklist and the Project

Artifacts Checklist sections.