Project management report

Table of Contents

1.0 Version Control / Summary of Changes....................................................................................4

2.0 Scope Management....................................................................................................................5

2.1 Scope Statement.............................................................................................................5

2.2 Summary of WBS..........................................................................................................7

2.3 Stakeholder Register......................................................................................................9

2.4 Scope Baseline Statement............................................................................................11

3.0 Schedule & Time Management...............................................................................................12

3.1 Milestone List..............................................................................................................12 3.2 Summary of Project Schedule......................................................................................12

3.3 Schedule Baseline Statement.......................................................................................14

4.0 Communication Plan................................................................................................................15

4.1 Communication Plan....................................................................................................16

4.2 Communication Matrix................................................................................................16

5.0 Cost & Budget Management....................................................................................................18

5.1 Initial Cost Statement & Cost Estimate.......................................................................18

5.2 High Level Cost Estimates………………………..…………………………………19

5.3 Cost Baseline Statement………………………………..…………………………....20

5.4 Financial Report……………………………………………………………………...21

5.5 Contingency Reserve Policy & Request……………………………………………..22

6.0 Risk Management………………………………………………………………………...….23

6.1 Risk Management Plan………………………………………………………………23

6.2 Risk Register………....………………………………………………………………27

7.0 Quality Management ……………………………………....………………………………...28

7.1 Quality Management Plan……....……………………………………………………28

7.2 Quality Metrics………………………………………………………………..……..28

8.0 Integrated Change Control Policy & Change Request Template…………….…....………...33

8.1 Change Control Policy ………………………………………………………………33

8.2 Change Request Form ...……………………………………………………………..40

References......................................................................................................................................42

1.0 Summary of Changes

2.0 Scope Management

2.1 Scope Statement

Project Name: Urban Bicycle GoToMarket Project-Group 5

1. Project Scope

Project Objectives will be,

· The stretch goal will be to sell 200 bikes in total by December 31, 2020

· To sell 50 The Don bikes by December 31, 2020

· To reach out to 15+ more new target companies and charity organizations to implement wellness programs

· To develop 3+ more featured online workshops regarding bike product promotions

In order to accomplish these goals, our major deliverables include,

1. Project Planning

2. Target Organizations

3. Event Design and Production

4. Outreach Event Implementation

5. Customer Satisfaction Report

2. High Level Customer/ Product Requirements

Business Requirements:

· The stretch goal is to sell 200 bikes in total or sell 50 The Don by December 31, 2020

· Successfully implement outreach wellness programs to target bike-friendly business companies and community organizations

Functional Requirements:

· Reach out to large scale corporates in technology, banking, or accounting fields such as Salesforce, Hubspot, Red Hat, Inc. to seek collaborations

· Cooperate with Boston local community organizations such as the Charles River Wheelers or cycling charity organizations like the Ride to Conquer Cancer as a distributor of cycling accessories and essentials

· Design presentations and workshops featuring our bike products and cycling accessories

· Recruit speakers and certificated fitness trainers to host outreach programs and workshops

· Conduct and analyze customer satisfaction report and sales report

· Revise the content of the events with negative sales report

3. User acceptance criteria

The customer satisfaction survey (CSAT) will be designed by following the metrics of Overall Satisfaction Measure and a series of Attribute Satisfaction Measurements, and will be distributed for participants at the end of the events. Only responses of 4 (satisfied) and 5 (very satisfied) are included in the calculation as positive feedback. The calculation will be (Number of satisfied customers (4 and 5) / Number of survey responses) x 100 = % of satisfied customers.

4. Project boundaries or exclusions

The geographic target market for this project plan will be more focused on local Boston and the Northeast USA. Long-term target market plans in Australia will not be included in this document.

5. Project constraints

· Scope: The geographic market is more focused on Northeast USA

· Time: The sales goals should be accomplished in the end of this year

· Risk: The global pandemic might affect the customer engagement in workshops and outreach events

· Cost: The sponsor didn’t assign a specific amount of the budget. We conducted our cost estimation based on the calculation in MS Project

2.2 Summary of WBS

The summary of WBS below is retrieved from MS project

2.3 Stakeholder Register

2.4 Scope Baseline Statement Comment by Chen-Fang Hung: We added the section of the scope baseline statement after setting the baseline in our MS project

This project started on April 20th, 2020 and will end on December 23rd, 2020 with a 177-day total baseline duration and $17,621.99 as the total baseline cost. This project is created to implement 15+ outreach events at bicycle-friendly coperates in technology, banking and accounting fields, local communities, and charities in major cities in Northeastern America/Canada such as Boston, New York, and Toronto. The scope of the project will be to successfully implement cycling wellness programs to promote the bikes (1~2 events per month) and to reach the sale goal of selling 50 the Don at the end of December. Our scope baseline will be adjusted in the future based on the monthly sales reports and the changes of the requirements which will be made by the sponsor. The baseline will be updated after every project review meeting with the sponsor at milestones.

3.0 Schedule & Time Management

3.1 Milestone List

The milestones of this project are listed below and also include the expected completion date of each milestone.

3.2 Summary of Project Schedule

The table below is the summary of the schedule for the high-level deliverables of this project. The project started on April 20th, 2020, and is expected to be completed on December 25th, 2020. This project will take 249 days to finish (the duration of the project is 179 days).

3.3 Schedule Baseline Statement

For this project, the schedule baseline is set as the start date of April 20, 2020, and the date of December 25, 2020. The project duration is 179 days. The project schedule baseline affected by project scope and anything that changed or adjusted to the project scope will impact on project schedule baseline. The project manager and project sponsors have authority to approve and evaluate any changes requests and also to re-baselines if the schedule has significantly impacted by project scope changes. The example conditions of project scope changed and delayed critical path tasks will be impacted on schedule baseline, and the project schedule baseline will only be updated based on approval given from the project manager and project sponsor.

4.0 Communication Plan

4.1 Communication Plan

The communication approaches that we have used for operating this project include emails, virtual conference calls, and message channels. Message applications such as Whatsapp are used by the project manager to assign, track, and update the progress status of daily tasks. The messages will be sent, received, and coordinated between the project manager and the project team members. Virtual conference calls will be a more formal communication approach that is used by the project manager, the project team, the stakeholders, and even the sponsor. These meetings are hosted to let the project manager and project team demonstrate a certain status of the project to the sponsor and the stakeholders, to gather their feedback, to discuss the next step of the project. The messages in the conference calls will be sent by the project manager, coordinated between the project manager, the project team, and the stakeholders, and eventually approved by the sponsor. After the project status meetings/reviews, documented project status reports will also be created by the project manager and sent to the stakeholders and team members in order to ensure everyone could receive the information.

4.2 Communication Matrix (by Method)

5.0 Cost & Budget Management Comment by Chen-Fang Hung: We adjusted and updated the newest cost estimates by cutting down the labor costs, and also revised the cost baseline statement after receiving the professor's feedback regarding our originally unaffordable costs

5.1 Project Cost Statement

The estimation method used to gather estimates for this project was bottom up and top down estimation. The initial costs for the phases was developed using the top down estimation method because it provides a high-level estimate of what it would cost to have each phase of the project completed, based on the amount of effort required and the availability of resources.

The project manager is responsible for managing and reporting on the project’s cost throughout the duration of the project. Additionally, the project manager would use Earned Value Management for monitoring and controlling the project cost. The project manager is also responsible for reporting any cost deviations to the sponsor and devising ways to get the project back on track.

Assumptions were made on how the cost should be varied among the project phases taking into consideration the amount of effort that would be required to complete the work of the different phases. For instance, the execution and monitoring & controlling phases would require the most work effort, and as a result would cost more, this assumption was made based on knowledge from previous projects.

In order to determine the cost to complete the project, costs were assigned at the work package level of the work breakdown structure; utilizing the bottom up estimating approach. By using the bottom up estimating method for the activities, the estimated cost of effort for the resources to work on the project was derived. When the estimates are made at the activity level the cost amount rolls up to the deliverables, which enables the project manager to determine the overall cost of the project deliverable.

The tables below contain a breakdown of the cost estimates for the planning and execution phases deliverables.

5.2 High Level Cost Estimates

As the project proceeds and any additional costs become known, this cost estimate will be refined and communicated to all project stakeholders. Currently, the project is below the set project budget, at the amount of $8,112.00. The budget for the project is currently realistic and can be met, providing there are no changes to the project scope, schedule and cost as these can all increase the project budget. Resources for the deliverables have all been assigned and the table below depicts the costs for the high-level project deliverables.

The table below displays the high-level costs for the high-level deliverables in the project.

5.3 Cost Baseline Statement

The original cost baseline for the project was set on May 2, 2020, with a current project cost of $17,621.99 . Like the schedule baseline, the cost baseline would also be affected by changes to the scope baseline. Any changes made to the cost baseline must be reviewed by the project manager and approved by the project sponsor.

The following conditions would cause changes to the cost baseline: padding costs, addition of resources to the project, scope changes, delays in the completion of critical path activities and changes to the project schedule. The cost baseline will be adjusted in situations where more resources such as team members are needed to help speed up the completion of the online workshop process. The cost baseline will not be adjusted for additional fees incurred from the vendor.

5.4 Financial Report

This report indicates all the resources that have been used in this project and the detailed information of each such as the specific used amount of each resource. All the resources including labor and non-labor resources are exactly assigned to each activity. The current cost baseline amount is $20,911.99 including the contingency reserve and this amount is calculated by the information provided above. Comment by Chen-Fang Hung: We updated the current cost baseline by including the contingency reserve

5.5 Contingency Reserve Policy & Request

Contingency

In a project management environment, uncertainties often arise. Thus, due to risks and uncertainties associated with projects, Team 5 added a reserve amount to the estimated project cost. This reserve amount, known as contingency, will be to absorb the monetary impact of the risks and to prevent cost overrun. The contingency funds are calculated on the basis from their probability of occurrence. The cost associated with these risks have been calculated based on the work to be done in order to mitigate or avoid the specific task.

After identifying these 12 risks, Team 5 will develop an alternative method for accomplishing the project goal.

There are various ways to determine the contingency reserve. Some of them include:

● Percentage of the Project’s Cost

● Expected Monetary Value

● Decision Tree Analysis

● Monte Carlo Simulation

Knowing that the project will be focused on the Expected Monetary Value method. The Expected Monetary Value is a statistical technique that is used to quantify the risks, which will help the project manager to calculate the contingency reserve. This technique is used in medium to high- cost projects where we have enough resources and cannot risk the failure of the project because the stakes are high.

Based on the previous quantitative analysis, for example risk #1 has a 55 percent probability of occurring and a cost impact of $600. The EVM for this risk event is (0.55* $600), or $330. To compensate for this risk event, the contingency reserve needs $330. By adding the EVM of each risk results in the total contingency reserve for the project. Thus adding EVM from risk 1 to 12, we may need to add a contingency reserve of $1,830 to our budget to cover all identified risks.

Funds Request

In order to implement the preventive measures, we believe that it will be beneficial for the Don project manager to submit a fund request template or form to the board. A budget review committee will be established and will meet biweekly to review requests for additional funding.

That form from the project manager should also provide a summary description of funding request with details, justification and expected accomplishments, alternative explored and partial funding effects. They might want to attach any others supporting documentations, along with cost that are reviewed weekly. The committee will review each request within the context of strategic initiatives, new regulations, emergencies, or other opportunities and determine if funds will be allocated from the contingency reserve.

Let us keep in mind that two cases can happen: denial or approval.

● If the fund request is approved that means that the sponsor approved the funding from either the contingency reserve or from management reserve

● If the request is denied, the project manager will have to accept the risk.

6.0 Risk Management

6.1 Risk Management Plan

1. Risk Identification: In order to gain a full picture of potential threats and impacts that might occur during the process of the project, we used Analogy Techniques to brainstorm and identify 12 project risks and then used Risk Breakdown Structure to organize them into categories so that we could manage these risks on a more detailed level.

Risk Breakdown Structure

2. Risk Analysis: We chose Probability and Impact Assessment to conduct the qualitative analysis (as shown in the table below) and prioritize our project risks. Furthermore, we applied the method of Expected Monetary Value to conduct the quantitative analysis (as shown in section 6.2 Risk Register) and to calculate the potential cost for the risky uncertainties.

Qualitative Analysis: Probability X Impact Matrix

Impact

Probability

3. Controlling and Monitoring Phase and Risk Response:

Having project status reports checked weekly is the process for controlling and monitoring the project risks; besides, conducting customer satisfaction survey reports to receive feedback from customers and assessing work performance data once every event is over are how we control and prevent risks happening during the events. We also implemented detailed risk responses for our primary risks and secondary risks in our Risk Register. The contingency reserve and the Change Control Board will also be assigned as risk response planning. The following are the guidelines of our risk response strategies.

4. Roles and Responsibility

5. Budgeting and Timing

Budgeting:

· Allowing about a contingency reserve of $1,830 to cover the project in most circumstances.

Timing:

· Having regular updating meetings with the project team every week to report the progress of the project status and address potential risks to the project manager.

· Involving key stakeholders and sponsors in project steering board, so that they can oversee and monitor the project

Running Head: GROUP FIVE - INTEGRATED PROJECT PLAN

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GROUP FIVE - INTEGRATED PROJECT PLAN

6.2 Risk Register

7.0 Quality Management

7.1 Quality Management Plan and Statement

The quality management plan for this “Urban Bicycle GoToMarket Project” will institute the proper processes and procedures to ensure effectiveness and provide marketing promotion to meet quality standards. The main purpose of this quality management plan is to set the quality standards for what is defined as acceptable. Also, this plan helps project manager and project team to quality assurance and control quality and in addition to establish the responsible roles to ensure that quality management is properly managed throughout the project lifecycle.

The quality management plan is to ensure the quality of this project meets all quality standards including all key deliverables throughout the project. The project sponsors, company boards and key stakeholders will define the success criteria for quality management and also the project team and project manager will review quality standards from Urban Bicycle. All these standards will be used with key processes and procedures and communicated to all stakeholders. All quality standards need to be properly documented by the Project Manager and communicated for reference purposes.

7.2 Quality Metrics

Policies and procedures:

The quality standards are defined by the project manager, project team, project sponsors and key stakeholders of this project. To ensure that all quality standards are being met, responsible parties will review appropriate material and document any issues and recommendations for approval. The fishbone diagrams, flowcharts, check sheets, benchmarking, brainstorming, and the meeting will be used to define the quality standards, evaluate quality, and continuously improve quality. Metrics are set up and used to evaluate the quality of deliverables and processes during the project lifecycle. The project manager has authority to lead and complete the inspections for each key deliverable of this project by using the quality stands that were established by project team and project sponsors. also the project manager will be able to review and assess whether the quality standards are being met.

The project manager and project team will update the project documents through the project and document and record any quality improvements. The project manager, project team, and key stakeholders will establish quality improvements if needed. The project manager will update all documents to record the quality improvements.

Furthermore, all improvements and recommendations should be reviewed and assessed against key aspects of the project to determine whether it is beneficial to the project. The Project Manager must update all documentation if any changes occur.

• Project deliverables must achieving 100% success rate

• Project deliverables should be within project budget and time

• All quality requirements and needs must meet with the sponsor, customers and key stakeholders.

• Successfully implement outreach wellness programs to target companies and organizations

Quality Assurance

Project managers and project teams should conduct regular quality audits to help determine that the activities and products in the project meet quality standards. For the quality assurance of the project management process, the following processes must also be audited bi-weekly until completion:

● Development of Project management documents

● Terminating of target organization

● Implemented and completed the outreach event

● Assessment of customer satisfaction

● Assessment of project performance evaluations

8.0 Integrated Change Control Policy and Change Control Template

8.1 Change Control Policy

Purpose

The purpose of this document is to provide the project manager, sponsor, project team members, and all other stakeholders with the standard process for managing changes on the “Urban Bicycle GoToMarket” project.

Note: In the following document, there will be references to “Project Manager” and “Project Team Members”. Since we have decided to switch Project Manager every two weeks, the responsibility he holds will switch accordingly every two weeks as well. For example, at the time this document is being drafted (week 7-8), the Project Manager is Nan Xiang, while with “Project Team Members” we are referring. The team roles rotation schedule can be found in the Team Charter.

Related Documents

The scope of the Urban Bicycle GoToMarket Project has been defined in the approved Project Charter dated April 19, 2020. The work breakdown of the project and the timeline are detailed in the approved project plan dated May 3, 2020.

Purpose and Objectives

The purpose of this change management procedure is to manage change requests so that approved changes will be controlled, ensuring the project remains on schedule, within budget and provides the agreed deliverables. The primary objectives of change management are to:

· Manage each change request from initiation through to closure;

· Process change requests based upon direction from the appropriate authority;

· Communicate the impact of changes to appropriate personnel; and

· Allow small changes to be managed with a minimum of overhead.

Scope

The Change Management Process is the mechanism used to initiate, record, assess, approve and resolve project changes. Project changes are needed when it is deemed necessary to change the scope, time or cost of one or more previously approved project deliverables. Most changes will affect the budget and/or schedule of the project.

Policy

The use of the formal change management procedure will be required when any changes are discovered or requested which impact previously reviewed, approved and published project deliverables. The documentation and tracking of all change requests will be managed using the defined procedure and facilitated by the use of the change management log. A multi-tiered approach will be used to approve change requests:

· The Project Manager will make decisions to analyze and decisions to proceed with changes if the changes do not impact scope, budget or schedule or result in an increase in risk for the project.

· Changes which do impact scope, budget or schedule will also be forwarded to the Project Team Members for review. Then, they will decide together with the Project Manager and will advise the Project Sponsor.

· Where the KindHuman Bicycles has the resources to absorb the impact of the change, the Project Sponsor will make the final decision, based upon the information provided by the Project Manager and the input of the Project Team Members. The Project Sponsor and the Project Manager will discuss requests that may result in a significant change in scope, schedule, and budget, i.e. the impact of the change cannot be covered by KindHuman Bicycles resources.

· The Project Sponsor will make the final decision based upon the information provided.

Decision Matrix

The following is a general guideline for the change management process. Most changes will require a subset of the steps listed.

Procedures

Each request will be tracked from the time of presentation through:

1. Identify (identify and document the required change)

2. Validate (verify the change is valid and requires management)

3. Analyze (analyze and record schedule, cost and effort impact of change)

4. Control (decide whether to execute the change)

5. Action (execute decision, including revision to project plans if necessary)

6. Close (verify that action is complete and close change request)

Identify Change Request

Validate Change Request

Analyze Impact

Control Change Request

Action Change Request

Close Change Request

8.2 Change Request Form

References

Berkeley (n.d.). Change Control Process. Retrieved from https://vcaf.berkeley.edu/sites/default/files/change_control_process_aa.pdf

Birkett, A. (n.d.). What is Customer Satisfaction Score (CSAT)? Retrieved from