URGENT: Executive overview

Table Of Contents

1. Executive Overview (Author) 3

1.1. Background (optional) 3

1.2. Objective 3

2. Resource Requirements (Author) 3

3. Organization Breakdown Structure (OBS) (Author) 3

4. Resource Accountability Matrix (RAM/RACI) (Author) 3

5. Project Schedule (WBS) (Author) 3

6. Communication Plan (Author) 4

7. Risk Management Plan (Author) 4

8. Change Management Plan (Author) 4

9. Project Budget (Author) 6

10. Summary and Recommendation (Author) 6

REFERENCES 6

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Electronic learning (or "e-learning) has become an integral part in the way we teach. Our e-learning software will be available through the worldwide web. At its best, our software will be customizable to the users need in order to adapt to different learning styles prompting student interaction. Solving the issue of variance of teachings between classrooms using an efficient predetermined lesson. With state-of-the-art e-learning management system success can be traced down to the individual learner.

The project starts March 3/5/18 and will end October 9/24/19. During that time, miles stones will be meet in order to keep trace project status. The miles stones are: Project Charter Approval, Contract Approval, Design Completion, Software Development, Testing, Deploy Software, Training, and Software Support. The stakeholders in this project will be the Project Manager David Trimble, CPS CEO Jason Geidner, Business Analyst Tiffany Rozier, Contact Manager Jessica Hall and the Chicago Board of Education Members.

The Chicago Public School System is the fourth largest in the U.S serving over 396,000 students a year. Faced with a 8% smaller annual budget then the fifth largest school district due to underperformance CPS is riddled with budget cuts, school closures and high drop out rates. The educational software we provide next generation learning tools to better engage the student.

To bring affordable educational software to underperforming schools in order to boast graduation rates and student interaction resulting in better funding and a decrease school closured due to underperformance. The project charter must be approved, the design and software requirements set, testing completed internally and by customer, integrated into the current school system and accepted by the end user by October 2019.

(SEE ATTACHEMENT # 1 RESOURCE REQUIREMENT)

Project Based Organization Structure

Many business and projects are using this organization structure since is quite easy to implement; it also gives a room for innovation and flexibility. In this form of structure, project managers are considered to have a high level of command and control more so on the project resources. In the project-based structure, individuals are assigned their duties and reports directly to the managers for either appraisal or to check on the progress. This is quite essential as it can lead to an increase in project loyalty and dedication. This form is able to give project teams to develop a good sense of project identifications and ownership. A good application of this form of organization structure is on companies, which specialize in developing software’s, and corporate initiatives which requires a strong and a dedicated team.

Advantages of Project Based Organization Structure

1. Teams are in a place to develop a high sense of identity- This form of structure give teams and workgroup to develop a good sense of identity when it comes to accomplishing certain tasks and project segments.

2. There are minimal conflicts since all the team members are focused on achieving the project goals.

3. It is also quite easy to schedule the work since all the resources are dedicated towards the project.

4. Individuals working under this form of organization structure are more likely to develop technical and project management, which is essential for career development.

The disadvantage of Project-based organization structure

1. It is quite expensive to have all team member to be dedicated towards one project. This is only workable when it comes to big projects.

2. Removal of individuals from various functional groups may have an effect their morale and they may find it quite difficult to go back more so when it is a long project.

3. Finally, individual may end up losing jobs at the closure of the project

(FOR VISUAL CHART SEE ATTACHMENT #2 OBS)

Resource Accountability Matrix (RAM/RACI) (Keyeshime Fipps)

(SEE ATTCAHEMENT #3 RAM)

Discuss your project scheduled plan.

(SEE ATTACHMENT #4 WBS)

Describe the purpose of your communication plan and how your team will implement the communications plans for the project stakeholders. A communications plan template can be found in doc sharing, however please feel free to research and use one of your own. Copy and paste your completed communications plan template in this area.

The project team will identify all possible risk associated with developing the E-Learning software application system. Risk identification is conducted by utilizing various risk identification techniques. The Project Manager will establish meeting to include the project team to discuss and analyze risks that can pose a threat or opportunity to the project. The meeting will allow the team to generate as many risk as possible whether negative or positive that could potential affect the project. Meetings will take place throughout the remainder of the project ensuring that the project is completed with success. As the project begins to evolve and more information is available the team will identify even more risk. The following techniques are utilized in this process:

Brainstorming Sessions: Brain storming sessions will allow the team to identify as many risks they can possible think of. Checklist Analysis: Checklist analysis is performed to provide the team with insight on previous projects that may be similar based on historical information or lessons learned. It will help the team to develop an accumulation of prior risk identified. After analyzing risk the Project Manager will construct a risk register. The risk register will contain key elements such as defining, analyzing, ranking, mitigation strategies, trigger points, etc. and the effects risks can cause on the project. The risk register is always updated throughout the lifecycle of the project. ( See excel file for risk register)

Qualitative Risk Analysis

After the risk has been identified the Project Manager determines the likelihood in which the risk will occur and level of impact on the project. Risks are then prioritized from highest to lowest. Higher impact risks in red are given priority. A risk rating scale is established to assign numbers to each risk in terms of probability and impact. Impact range from 1-10 and Probability is represented in percentages 10%-100%. Risk assessment was performed by utilizing a probability impact matrix chart. The chart displays the relationship of a risk in conjunction with its level of impact. The chart displays an impact scale of 1-10 on the left side and probability in percentages at the bottom of the chart. The chart is color coded to determine impact of risks. Color-coded zones include the following: High=Red, Medium=Yellow, Low=Green. Each zone represents the number of risks per zone. After carefully assessing the results of the probability impact matrix chart it depicts 14 high-level risks that can impact the project severely, 5 medium level risk that must be monitored to ensure it doesn’t progress any higher, and 6 low level risk that pose no threat to the project. Mitigation strategies and contingency plans are utilized in response to high-level risks. Mitigation plans and strategies can be found in the risk register. (See excel file for probability impact matrix)

Risk Response Planning

Risk planning is completed when risks are identified and level of probability and impact are assessed. The project team will devise mitigation strategies to assist with previously identified risk. These strategies are in place to determine what approach is taken to lessen the impact of the risk occurring. Mitigation strategies are also followed by contingency plans that explain exactly what will happen to lessen or prevent the risk from triggering. (See excel file for risk register)

Monitoring and Controlling Risk

Risks are consistently monitored throughout the project lifecycle on a daily basis. The Project Manager will track risk triggers during the performance of each activity as its being completed. The Project Manager will look for deviations and implement the appropriate changes. Risk with the highest level of impact is closely monitored and added to the project plan. The Project Manager will assign a team lead to a corresponding risk. Risk manager will conduct weekly or biweekly meetings as necessary discussing status of each risk, trigger conditions, and end result of risk response. High-level risks are closely monitored along with medium level risk as they can turn into high-level risk impacting the project in a major way.

Implementing a risk response plans for tracking purposes can also control risks.

Change Management Plan (Mercylen Ayo)

Create a change control process and describe the process that will be used to manage changes for this project. Your change control plan should include a definition for how you will manage change, plans for processing those changes and how those changes will be implemented. Any analysis and customer interaction should be included as well as approval processes for the plan. You will need to research this item but make sure you cite your sources and be creative! You will need to find at least one change request example and include it in the appendix.

(SEE ATTACHMENT #5 PROJECT BUDGET)

Summarize the overall project plan and provide the recommendation for the project approach. State any additional information that is helpful for the project team or project stakeholders. Should be 3-5 paragraphs or at least one page.

Dale, E. (1975). Planning and developing the company organization structure. Ann Arbor, MI: Xerox University Microfilms.

Suhanic, G. (2001). Computer-aided project management. New York: Oxford University Press.

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