assignment

Material

Samaritan Center

https://www.samcenter.org

http://www.foodbankcenc.org/site/DocServer/FBCENC_FactCard.pdf?docID=1001

https://www.dropbox.com/s/04335xfjmu7bj6x/pertexcel.xls?dl=0 

Program Type	Benefit Description	Benefit Observation	Benefit Attribution	Benefit Measurement
No  One Goes Hungry	· Ensure that more than 15% of poor community can eat nutritious food.	-Increase health in more deprived community	Food & daily goods donation project;	Numbers of poor community (Children& Seniors live at or below the poverty level.)
	Promote Program’s awareness	-Increase donations by 10% in a six months period. -Increase people’s awareness and number of volunteers in our program.	social media marketing project; partner with schools and website; Find volunteers and  training them	-Number of volunteers per week;  -Number of donations per week;
	Feasibility

3 projects：fesaibility and strategy of our project;

                   Food & daily goods project; 

                   social media marketing project; partner with schools and website;

Boston University

MET AD 646 Program Management

Summer II 2019

YOUR LO

Program Plan Elements:

No One Goes Hungry

Alan Brou

Suhui Liu

Linrui Liu

Qizhen Li

07/24/2019

Final Version

Executive Summary

This report will present the members of our team and their roles in the accomplishment of our goals. Each team has a particular role that is primordial for our success. The first part of our project will enumerate our goals, but also present the structure of our program. It will go over projects definition and expected delivery times for each of them.

Our projects embody fund raising, services to the community, and marketing. In order for these projects to be feasible, we will not only need funds, but also volunteers. This report will take into consideration all risks that we may encounter during the program. We are confident that all those risks will be hedged using appropriate strategies.

Introduction to the Program Plan

In this report, you will find our initial summary of the following using the Smartsheet Templates:

Business Case

A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.

Program Master Calendar

Easily communicate milestones and important meetings across multiple projects. With the Program Master Calendar, it is easy to keep items up to date, share the latest schedule with stakeholders

Program Management Charter

A good charter not only establishes the scope, goals, and budget of the PMO, but also stimulates discussion.

Program Governance Structure

Documenting a program’s governance structure helps stakeholders understand the program's methodologies, frameworks and context for how decisions are made.

Program Milestones

This template can be used to create a milestone chart for monitoring progress of the various projects. You include this chart as part of the program plan to highlight major events.

6. Program Change Control

Manage change requests with this change control form template. This form includes sections for documenting the reason for the change, costs and benefits, priority level, work required, approval, and implementation.

7. Program Governance Structure

Documenting a program’s governance structure helps stakeholders understand the program's methodologies, frameworks and context for how decisions are made.

Detailed Project Plan for Any One Project

We are also describing a complete Initiation phase and Project plan – including subsidiary plans for one project using the Kanabar Templates.

BUSINESS CASE (No One Goes Hungry Program)

BRIEF PROJECT BACKGROUND	People in many poor areas lack food and food, in which case many social welfare organizations need help and donations.
GENERAL AIMS	Goal - Our program is a platform for caring people in society who want to care and donate to people in poor areas.
INITIAL RISKS	High risk: Fundraising(strategic) Medium risk:Time management(strategic and objective) Low risks: Communication(strategic and objective), Food contamination(objective), Volunteers’ safety Acceptable risk: Food waste
EXPECTED OUTCOMES	1. Ensure that more than 15% of poor community can eat nutritious food. 2. Increase donations by 10% in a six months period. 3.Increase people’s awareness and number of volunteers
PROGRAM BENEFITS	OPERATIONAL BENEFITS – 10% increasing donations would increase in six month. STRATEGIC BENEFITS – promote our program’s awareness in public
COST or SIZE ESTIMATES	Three point method for all projects and non-project work. P 4L O /6 P1 = Feasibility 750,000 + 4(1,000,000) + 1,250,000 = 1,000,000 P2 = Developing website … 15,000, 20,000 25,000 10% contingency
TIME ESTIMATES	21days+31.7days+5.2days+5.2days+5.2days+5.2days+30.8days+3days=107.2days

Samaritan Center Program-Charter and Management Plan

Prepared by: QIZHEN Li

Program Name: No one goes hungry
Program Sponsor: JP Morgan		Program Manager:QIZHEN Li
Estimated start date:09/01/2019		Estimated finish date:01/20/2020

Program Scope

Program description

We expect to raise around 1 million dollars for our program that we describe as a journey to create a better community. We intend to hire staff, cook and provide food to people in the street every week.

Preliminary Understanding of Business Need

In order to realize our goal, we will need the help of sponsors and a lot of volunteers.

Benefits

This section describes the Benefits to be gained by our program.

Brief name	Description	Tangible or intangible?	Metrics	Expected benefit delivery date	Related program milestones and component projects
· Food sharing	· Less hungry people in the street .	intangible	Less people beggar in the street ( decreased by 5%)	114 days	Serving
· Program awareness	Promote Program’s awareness	intangible	More volunteers & more donations (5-10% more)	60 days	Social Media and Marketing
H Health awareness	provide nutritious & healthier food / less risk of disease	intangible	Less people dying of food disease (3% less )	114 days	Cooking/ Healthy food menu

Program components and/or member projects

Component / Project name	Manager	Description	Primary deliverables	Estimated delivery date
Fundraising	Alan Brou	Negotiate with JP Morgan	14 days	21 days max
Hiring staff	Suhui Liu	Hire staff to help us accomplish programs	20 days	30 days
Cooking /healthy food menu	Linrui Liu	Cooking for community	4 days /w	5 days /w
Organizing and preparing ( includes testing food )	Xiansen Wu	Testing food / putting food in boxes etc..	4 days /w (2-3 hours )	5 days / w (2-3 hours)
serving	Haiqian Long	Distribute food to different locations for less favored communities	4 days /w	5 days /w
cleaning after service	Huijun Cai	Cleaning after services ( plastic boxes, recycle etc.)	4 days /w	5 days/ w
Social Media marketing	Azizah	Record our work and publish it on social media so that people can be aware of our program and activities.	1 day /w	2 days /w
Looking for volunteers (websites /school)	Dan Podeanu	Looking for people that want to occasionally participate in this program for free, and help community.	25 days	30 days
Training volunteers	Jasmine	Training students who want to participate in our activities	2 days	3 days

In Scope

This section lists the items that are to be included in this program.

Out of Scope

This section lists the items that are not to be included in this program.

Work and Program Processes

Preliminary Description of Work

This is a high level statement of the work that is required to complete this program.

Standard project management activities

This is a formal description of how changes will be submitted, evaluated, and either included or rejected in a member project. Some of the larger projects may be required to appoint a change review board.

Program steering committee

Steering committee structure and members

This section includes the steering committee members and roles as well as an outline of the meeting schedule.

Decisions

This section describes the decision making approach the committee will follow. It includes a detailed list of decision guidelines and agreed upon priorities against which decisions will be made. This section should also outline how decisions will be documented and communicated.

Reviews

Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining whether to move to the next stage.

Program performance reviews: This section establishes the dates for which program performance will be reviewed. These reviews concentrate on the overall performance and management of the program. This section also describes the required program performance information that must be provided in support of these reviews.

Program and component change requests: This section identifies the process the steering committee will use to manage change to the program. A process will be outlined for changing the scope of the program and initiating or terminating program components.

Risks, impacts, and dependencies

This section includes:

· Identification and ranking of program level and critical project level risks based on probability of occurrence and level of impact. Each risk will have a mitigation plan and one safe contingency plan.

· Dependencies matrix for components and other closely related activities.

· Description of impacts the program and its member projects may have on other University work and organizations.

Program and critical project risks

Risk	Risk Description	Impact (How would this risk impact schedule, budget or scope)	Likelihood of Occurrence (What is the chance or this risk situation occurring on this project: High/Medium/Low)	Mitigation and Contingency Plan (What steps would be taken to avoid the risk? What would be done if it happened?)	Owner and Trigger (Who monitors for this risk and how do we know the risk has become reality?)
Fund raising	Risk in terms of raising enough funds from sponsors. Without money we can not start the program.	This would prevent us from hiring staff, and providing food to the community.	High because Banks might not support us or agree with our budget.	Accept to delay our program if we do not find any sponsor / ask multiple sponsor to increase the probability of finding at least one sponsor (transfer method)	Alan Brou
Time management	Time to hire staff / training time may vary	This would delay the length of our program, and reduce efficiency .	Medium		Suhui Liu
Communication	Miscommunication between organism representatives and sponsors, staff/ transition between hiring - cooking - serving - cleaning.	A lack of communication would delay the accomplishment of our projects / less efficiency	Low	Prevent - more training for staff.	Linrui Liu
Food contamination	Food that we serve might get contaminated	Spread disease in the community - the total opposite of our program. This may ruin everything we worked for	Low	Prevent by testing our food before serving it to community.	Shanice Liang
Volunteers safety	Our volunteers might be serving food in dangerous neighborhoods.	If volunteers are hurt while working, our corporation’s image will be affected ,and we might lose staff.	Low	Prevent- by paying an insurance for our staff and volunteers	Blair Zheng
Food waste	Left over after serving	this would embody a less efficient cooking and service from us but this is manageable.	Acceptable	Accept it. We will just try to be more efficient in future services.	Kenneth Kai

Dependencies

The information for this section is best represented with a network diagram showing program components and milestones and their dependencies.

Component A

Component B

Milestone 1

Program level timeline

This section includes:

· Gantt chart of major project deliverables and their dependencies.

· Identification of program level and key project decision points, decision makers, and a description of the decision process to be used.

· Program level milestones and check-up points for program sponsors.

Preliminary Estimate of Program Size

This is the initial estimate that is based upon the program proposal. This estimate should be the best guess at the time of filling out the charter & may not necessarily match what is listed in the program proposal or what will eventually be listed in the project charters and plans. Detailed estimates will be coming at a later date.

Initial roles and authority

Role and Name	Authority and decisions	Approval
Program Sponsor	JP morgan	Y
Program Manager	QIZHEN Li	Y
Steering committee (see above section for full details)	Alan Brou - Fundraiser	Y
HR	Suhui Liu	Y
Operation Manager	Linrui Liu	Y

PROJECT SPONSOR: Jamie Dimon PROJECT MANAGER: QIZHEN Li

SIGNED:JD DATE: 7/25/2019

[PROGRAM NAME] Program Governance and Steering Committee

Prepared by: [Program Manager]

Program Name:No One Goes Hungry
Program Sponsor:JP Morgan		Program Manager:Qizhen Li

Steering committee structure and members

This section includes the steering committee members and roles as well as an outline of the meeting schedule.

Decisions

This section describes the decision making approach the committee will follow. It includes a detailed list of decision guidelines and agreed upon priorities against which decisions will be made. This section should also outline how decisions will be documented and communicated.

Reviews

Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining whether to move to the next stage.

Program performance reviews: This section establishes the dates for which program performance will be reviewed. These reviews concentrate on the overall performance and management of the program. This section also describes the required program performance information that must be provided in support of these reviews.

Program and component change requests: This section identifies the process the steering committee will use to manage change to the program. A process will be outlined for changing scope of the program and initiating or terminating program components.

Stakeholder Worksheet

Prepared by: [Program Manager] Do NOT distribute after completed

This table contains sample information to help start the process. It is not complete. Please do not limit your stakeholders to the items in this table.

Name and Role	Main Goal of Communication	Communication Preferences (how often, method, and detail)	Overrun Tolerances	Notes
Examples: project sponsor, team member, end user, support, program sponsor, project managers,	Examples: encourage collaboration | action on specific risks or issues | provide money or time or resources | prioritize project | provide public support/sponsorship | improve team morale | recognize team performance | influence attitude | manage expectations | ensure future timely responses	How often examples: daily | weekly | major milestones | exceptions only as they occur | on demand Method examples: in person | sharepoint | email | report | informal conversations | presentations | conferences | special events | newspaper articles | newsletters | web sites | web casts | through executive sponsor only Detail examples: all tasks and details | milestones and issues | issues only | general progress against schedule| general information about program	Describe their tolerances for a budget or schedule overrun. Which would they prefer? What are acceptable reasons for such an overrun.	Other notes (not all need to be documented, but they should be thought about): special interests, impacts on their group, higher priority initiatives, how will they measure success, what is their attitude, do they have a big influence over other stakeholders, how have they affected other projects, who do they influence and who influences them, perceived benefits if program succeeds, perceived benefits if program fail.
Campus IT Groups
ITPC subcommittee members
Other folks using program resources
Owners of any systems that interface with or can be affected by this program
Potential clients including current clients of other ongoing work
Specific Clients
Specific Functional Representatives
Specific team members
Support team
Vendors
Students
Campus Business Managers
Faculty
Principle Investigators
Granting agencies
Community members

[Program Name] Communication Plan

Overview

This section provides a summary of the communication strategy for the overall program. It should provide an overview of how information flows between components, from components to the program level, and out to internal and external customers. If there are common approaches and goals for specific stakeholder groups, these approaches and assumptions should be detailed here.

Escalation and feedback

This section contains an outline of the escalation process for communication activities. It also documents how feedback such as email questions, service desk tickets, newspaper articles, interviews, etc.are handled.

Responsibility and authority

This section provides an outline of the type of communication activities that will occur during this process and the person who is generally responsible for those types. This section also identifies the person who generally has the authority to approve or implement the communication. In many cases the responsible person and the authorizer are the same.

Communication activities

What	Who/Target	Purpose	When/Frequency	Type/Method(s)
Program Kick-off Meeting				Meeting
Stage Gate Review		.		Meeting
Program Component Status Reports and Review
Component Status Meetings
Sub team working meetings or discussions
Sponsor Meetings
Steering Committee Meetings
Program Review
Periodic Demos and Target Presentations
Communications to component team members
Program level issues. risks, and escalation
Roll-out, change and deployment announcements
Program decisions
Lessons learned
Reviews for program performance. benefits realization, risks, change requests, and resources
Other…

WBS Tree Diagram for the Program & Projects

PROGRAM TITLE	Increasing sales via introduction of a Millennials Car Sharing Program	COMPANY NAME	BMW
PROGRAM MANAGER	TEAM	DATE	11/11/11

Millennials Car Sharing Program

1 Feasibility Study

1.1 Task

1.2 Task

1.3 Task

2 Scope Definition

2.1 Task

2.2 Task

2.3 Task

3 Implementation

3.1 Project A

3.2 Project B

3.3 Project C etc

4 Closure (non-project work)

4.1 Task

4.2 Task

4.3 Task

1.1.1 Subtask

1.1.2 Subtask

1.1.3 Subtask

1.1.4 Subtask

1.1.5 Subtask

1.2.1 Subtask

1.2.2 Subtask

1.2.3 Subtask

1.2.4 Subtask

1.3.1 Subtask

1.3.2 Subtask

1.3.3 Subtask

2.1.1 Subtask

2.1.2 Subtask

2.1.3 Subtask

2.1.4 Subtask

2.1.5 Subtask

2.2.1 Subtask

2.2.2 Subtask

2.2.3 Subtask

2.2.4 Subtask

2.3.1 Subtask

2.3.2 Subtask

2.3.3 Subtask

3.1.1 Subtask

3.1.2 Subtask

3.1.3 Subtask

3.1.4 Subtask

3.1.5 Subtask

3.2.1 Subtask

3.2.2 Subtask

3.2.3 Subtask

3.2.4 Subtask

3.3.1 Subtask

3.3.2 Subtask

3.3.3 Subtask

4.1.1 Subtask

4.1.2 Subtask

4.1.3 Subtask

4.1.4 Subtask

4.1.5 Subtask

4.2.1 Subtask

4.2.2 Subtask

4.2.3 Subtask

4.2.4 Subtask

4.3.1 Subtask

4.3.2 Subtask

4.3.3 Subtask

MILESTONE CHART (for all the projects and Non-project work)

MILESTONE	PROJECT MANAGER	DEADLINE Month/year
P 1 Feasibility	Vladi	June 2018
P2

RISK ANALYSIS FOR THE PROGRAM

RISK DESCRIPTION	LIKELIHOOD (high, medium, low)	IMPACT (high, medium, low)	ACTION REQUIRED	OWNER
Fund raising	High	High	Mitigate : ask more sponsors than expected and pitch on benefits of program through facebook and other social media before creating our own website	Managers
Time management	Medium	Medium	Mitigate : start each project earlier than expected. Also, overestimate time for project accomplishment so that there are no bad surprises.	Managers
Communication	Low	High	Mitigate : getting sponsors and stakeholders more involved in the projects by meeting them every month or two weeks.	Managers
Food contamination	Low	High	Prevent : Test the food before serving it to people	Scientists
Volunteers safety	Low	High	Transfer: by purchasing insurance for employees	Insurance
Food waste	Low	Low	Accept	NA

PROJECT DEFINITION FORM FOR ANY ONE PROJECT

PROJECT TITLE	Feasibility and strategy of project	PROJECT SPONSOR	JP Morgan Chase
PROJECT BACKGROUND	We need to raise around 500 thousands to 1 million dollars to launch our projects and have our headquarter set up.
PROJECT BENEFITS	We
PROJECT OBJECTIVES
PROJECT DELIVERABLES
MEASURABLE CRITERIA FOR SUCCESS	Amount of money that we receive for
CONSTRAINTS
KEY ASSUMPTIONS
PROJECT MANAGER	Alan Brou & ROLE RESPONSIBILITIES : Reach out sponsors for
PROJECT SPONSOR	NAME & ROLE RESPONSIBLITIES

OPTIONAL

Change Control Form Template

PROJECT TITLE		PROJECT SPONSOR
CHANGE REQUEST
ORIGINATOR NAME		DATE OF REQUEST
ORIGINATOR CONTACT INFO		CHANGE ID NO.
ITEMS TO BE CHANGED		ARGUMENT REFERENCE(S)
CHANGE DESCRIPTION	Removing students from the segmented market…	ESTIMATED FINANCIAL IMPACT
ESTIMATED TIMELINE IMPACT		PRIORITY / CONSTRAINTS
CHANGE EVALUATION
ASPECTS AFFECTED	WORK REQUIRED
RELATED REQUESTS		DATE EVALUATED
EVALUATOR NAME		EVALUATOR SIGNATURE
CHANGE APPROVAL
ACCEPTED - REJECTED - HOLD	DATE APPROVED
APPROVED BY		SIGNATURE
COMMENTS
CHANGE IMPLEMENTATION
ASSET		IMPLEMENTER
DATE EXECUTED		SIGNATURE

CHANGE ID NO.	AUTHORIZER	CHANGE DESCRIPTION	DATE EVALUATED	DATE EVALUATED	DATE APPROVED	DATE EXECUTED

Conclusion and Findings:

In this paper, we decided to evaluate the implementation of a program called "No One Goes Hungry " designed to manage the problem that poor community lacks of food and daily goods. In order to set up this program, we focused on some important program management tools and area that helped us to achieve the final goal of our program. It includes the program management charter, program governance and steering committee, WBS trees, program communication, key risks and milestone assumptions. Our team made a lot of efforts and commitment to set up a website and make it functional to satisfy our stakeholders expectations.

In order to prove our program is efficient, the measurement might be the key factor. First, we five program managers have learned many lessons from the program. In the process of completing this program, we learned how to use Wechat app and google drive to communicate our creative ideas and some formal documents. All the knowledge we have learned here in this program will be useful for other programs in the future as well. In other words, the accumulated experience increased the probability of success of other programs. Although there will be some differences between programs and specific problems need to be analyzed, some parts of teamwork are almost the same. Therefore, lessons learned from this program can serve as recommendations for other programs.

For the project itself, by building a website, Raising donations and food can help people in many deprived communities to Increase health in more deprived community. We increase people's awareness and number of volunteers in our program. This kind of donation and helping activity can guide more people into the area of donation. The issue of poor community will come back on the stage.