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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 outlines our program on the topic about a charitable activity. As graduate students, our team members are also thinking about what we can do for the society. Fortunately, one of our team members was involved in a public welfare project several years ago, which was about collecting food and daily supplies for the poor. The serious phenomenon of poor community intrigued our program management team due to our connection with the concept.

To address this issue, our team decided to develop and launch a website that is designed to make our task easier. In order to operate and promote the website to be well known in the country or even in the world, we need to do some projects include fundraising, recruitment of volunteers, community service and marketing. This report will also 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 months. 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 beggar in the street ( decreased by 3%)	114 days	Serving
· Program awareness	Promote Program’s awareness	intangible	More volunteers & more donations (5-10% more)	60 days	Social Media and Marketing
H Healthier neighborhood	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 sponsors 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

[No One Goes Hungry] Program Governance and Steering Committee

Prepared by: [Qizhen Li]

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

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: [Qizhen Li] 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	To market the project within the campus hence boosting contributions to the project.	Daily through online presentations	Any amount contributed will be highly appreciated	Other students interested to join the move are welcomed with a registration fee of $10
Other folks using program resources	Supporting the project financially	On demand	Not limited to any contribution limits	Helps in achieving the project goals
Owners of any systems that interface with or can be affected by this program	Support the project in developing online links	As the come	Limited to the campus	Helps in reaching many well wishers as possible
Potential clients including current clients of other ongoing work	Providing financial support to the project	Any time when they are ready through the campus website	Not limited to the amount of contribution	Boosts the project financially.
Specific Clients	Moral support besides financially	Weekly in the project milestones	Minimum of the agreed contribution but not limited to any maximum contribution	Financially boosts the project
Specific Functional Representatives	Helps the project team in identification of shortcomings.	Weekly via presentations	All the time	Prevents downfall of the project
Specific team members	Supporting the project agendas	Daily through conferences and presentations	Limited to project supporting information	Helps in marketing the project agendas
Support team	Encourages the project besides offering financial assistance and advice	Any time via presentations	Not limited in their support	Gives morale to the project team
Vendors	Supporting the project with quality food products (Eskerod, & Jepsen, 2016).	Daily	Not limited to their support	Helps in the realization of the project goals
Students	Helps in the distribution of food staffs	Daily	Only during off studies sessions	Helps in reaching out for the hungry ones
Campus Business Managers	Supporting the group with project implementation tips	Daily	Not limited on their support	Helps in reaching out for potential sponsors of the project
Faculty	Supporting the project financially and in terms of human resource like advisors	Daily	Not limited in project support	Helps in attaining the project goals
Principal Investigators	Helps in ensuring smooth flow of activities	Daily	Not limited in their duties	Helps in project agenda implementation.
Granting agencies	Helping financially	Any time	Not limited to their assistance	Helps in finding potential sponsors
Community members	Helping in identification of poor individuals in the community	Daily	Not limited in their support	Helps in meeting the project agendas

[No One Goes Hungry] 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	Project team	Planning for subsequent proceedings	Once	Meeting
Stage Gate Review	Project team	Assuring that the OMB and HHS requirements are observed (Yamaguchi et al. 2018).	Monthly	Meeting
Program Component Status Reports and Review	Project Stakeholders and project team	To inform on the project progress	Weekly	Meeting
Component Status Meetings	Project team and stakeholders	Reflection of the project’s current UI components.	Weekly	Meeting
Sub team working meetings or discussions	Project sub-team members.	Sharing on the progress and finding solutions for the problems faced.	Weekly	Face to face meeting
Sponsor Meetings	Project design, technical and team members	Discussing the achievements, progress besides the changes that might be necessary in the initial plan.	Monthly	Meeting
Steering Committee Meetings	Project manager, stakeholders, and sponsors	Discussing the implementation of the proposed changes in the project	Monthly	Face to face Meeting
Program Review	Project team and stakeholders	Identification of the deliverables which have been produced to the present besides examining whether the project has met its objectives.	Monthly or after every project phase	Face to face meetings
Periodic Demos and Target Presentations	Audience	Presenting the project progress and the project impact to the society	Monthly	Face to face meetings
Communications to component team members	Project team	Reviewing the component status and design proceedings (Comins, Llewellyn, & Offiler, 2017).	Weekly	Email and conference call
Program level issues. risks, and escalation	Project manager and stakeholders	Discussing on the effective implementation of the ERM system in the project	Weekly	Face to face meeting
Roll-out, change and deployment announcements	Project sponsors, stakeholders and project manager	Endorsing the necessary changes to the project.	As needed	Face to face meeting
Program decisions	Project manager and project team	Deciding on the shortcomings and making the necessary decisions	Weekly	Face to face meeting
Lessons learned	Project team	Making the necessary changes from the learnt lessons	Monthly	Face to face meeting
Reviews for program performance. benefits realization, risks, change requests, and resources	Project manager and the project risk manager	Making general overview of the additional resources in the project besides ascertaining the risks associated with the project (Budde, Alkemade, & Hekkert, 2015).	As needed	Face to face meetings
Project community awareness creation	Audience and Project manager	Discussing the benefits of the project to the community	Once	Face to face meeting.

WBS Tree Diagram for the Program & Projects

PROGRAM TITLE	No One Goes Hungry	COMPANY NAME	Samaritan Center
PROGRAM MANAGER	Qizhen Li	DATE	09/01/2019

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

MILESTONE	PROJECT MANAGER	DEADLINE Month/year
Get fundings around $900,000	Qizhen Li	10/2019
Partner with local restaurants and supermarkets	Qizhen Li	10/2019
Hire full-time employees	Qizhen Li	9/2019
Hire IT people to establish website	Qizhen Li	10/2019
Partner with schools and volunteer websites	Qizhen Li	11/2019
Training Volunteers	Qizhen Li	10/2019
Acquire place settings for program & projects operation	Qizhen Li	9/2019
Collecting from donations or purchasing equipment & tools	Qizhen Li	9/2019
Promotion in local communities	Qizhen Li	9/2019
More than 200 local poverty group join the program	Qizhen Li	11/2019
Timeline settings for operation time	Qizhen Li	10/2019
Risk Analysis and Assessment	Qizhen Li	9/2019
Complete project charter	Qizhen Li	9/2019
Food and daily goods quality and safety control	Qizhen Li	1/2020
Food and daily goods serving	Qizhen Li	1/2020

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	Food & daily goods project	PROJECT SPONSOR	JP morgan Chase
PROJECT BACKGROUND	In order for this project to make a good first impression and also get stakeholders and sponsors more involved, we need good organization. In fact, we consider working with a lot of volunteers, but we need to hire and train cooks and get staff more involved in our vision. This project involves training staff to cook, serve and organized the distribution of healthy nutrients to community.
PROJECT BENEFITS	Less hungry people in the street- Food sharing - Healthier food in poor community - less diseases caused by the consumption of unhealthy food- Less death by hunger.
PROJECT OBJECTIVES	Distribute food to poor community 5 times a week. ( Cook, place food in boxes, go to poor neighborhood, share, clean )
PROJECT DELIVERABLES	114 DAYS
MEASURABLE CRITERIA FOR SUCCESS	Less sick people in poor community (3%).
CONSTRAINTS	Not too much diversity in foods we will provide / distribution of foods will be limited to 1-2 times a day.
KEY ASSUMPTIONS	More poor people will eat healthier, and avoid certain diseases.
PROJECT MANAGER	Linrui Liu / ROLE RESPONSIBILITIES : Reach out sponsors for
PROJECT SPONSOR	JP MORGAN CHASE / ROLE RESPONSIBILITIES: Provide us funds to pay for food, cooks , people who will test the food etc.

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		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.