Elite Trucking has recently approached with this project to move forward for project initiation within the research and development (R&D) branch. This project will result in the development of new security systems for the ET vehicles that supports Elite Trucking’s corporate strategy of providing progressive solutions to clients which improve productivity in both the road and security in general. While basic security systems are available on the market, Elite Trucking believes that new technological developments will be required to maximize efficiency and security.
Elite Trucking has been successful in gaining market share because of its aggressive pursuit of service quality, ease of access, flexibility, and customer service. Additionally, customers understand that the service may be applied to a wide range of uses for business and personal functions. By leveraging our reputation for superior quality and capitalizing on new technology, Elite Trucking can position itself as the premier provider of effective transportation services in today’s marketplace.
Project Management Approach
The Branch Director, Alex Meadows, has the overall authority and responsibility for managing and executing this project according to this Project Plan and its Subsidiary Management Plans. The project team will consist of personnel from the Innovations branch, security personnel from Security Branch and will have budget management from the Investments branch. The project manager will work with all resources to perform project planning. All project and subsidiary management plans will be reviewed and approved by the project Investments branch liaison. All funding decisions will also be made by the budget liaison.
Any delegation of approval authority to the project manager should be done in writing and be signed by both the budget liaison and project manager.
The project team will be a matrix in that team members from each organization continue to report to their organizational management throughout the duration of the project. The project manager is responsible for communicating with organizational managers on the progress and performance of each project resource.
The scope of Testudo project includes the planning, design, development, testing, and transition of their Securi-Car security systems. This system will meet or exceed organizational security standards and additional requirements established in the project charter. The scope of this project also includes completion of all documentation, manuals, and training aids to be used in conjunction with the system. Project completion will occur when the system and documentation package has been successfully executed and transitioned to Elite Trucking’s manufacturing group for production.
All Testudo project work will be performed internally and no portion of this project will be outsourced. The scope of this project does not include any changes in requirements to standard operating systems to run the security system, software updates or revisions.
The below chart lists the major milestones for the Testudo Project. This chart is comprised only of major project milestones such as completion of a project phase or gate review. There may be smaller milestones which are not included on this chart but are included in the project schedule. If there are any scheduling delays which may impact a milestone or delivery date, the project manager must be notified immediately so proactive measures may be taken to mitigate slips in dates. Any approved changes to these milestones or dates will be communicated to the project team by the project manager.
Complete Requirements Gathering
All requirements for Securi-Car upgrade must be determined to base design upon
Complete Testudo Design
This is the theoretical design for the system and its functionality
Complete Testudo Coding & Development
All coding and system evelopment completed resulting in a prototype
Complete Testudo Testing and Debugging
All functionality tested and all identified errors corrected
Complete Transition of Testudo to ET Production
Completed system and documentation transitioned to operations group to begin production or upgrade
Schedule Baseline and Work Breakdown Structure
The WBS for the Testudo Project is comprised of work packages which do not exceed 28 hours of work but are at least 2 hours of work. Work packages were developed through close collaboration among project team members and stakeholders with input from functional managers and research from past projects.
The WBS Dictionary defines all work packages for the Testudo Project. These definitions include all tasks, resources, and deliverables. Every work package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet project requirements.
The Testudo Project schedule was derived from the WBS and Project Charter with input from all project stakeholders. The schedule was completed, reviewed by the Project Budget Liaison, and approved and base-lined. The schedule will be maintained as a Trello WBS List by the Testudo Project Manager. Any proposed changes to the schedule will follow ET’s change control process. If established boundary controls may be exceeded, a change request will be submitted to the Project Manager. The Project Manager and team will determine the impact of the change on the schedule, cost, resources, scope, and risks. If it is determined that the impacts will exceed the boundary conditions then the change will be forwarded to the Project Sponsor for review and approval. The Testudo boundary conditions are:
Cost Performance Index (CPI) less than 0.8 or greater than 1.2
Schedule Performance Index (SPI) less than 0.8 or greater than 1.2
If the change is approved by the Project Budget Liaison then it will be implemented by the Project Manager who will update the schedule and all documentation and communicate the change to all stakeholders in accordance with the Change Control Process.
The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A, Project Schedule and Appendix B, Work Breakdown Structure.
Change Management Plan
The following steps comprise ET’s organization change control process for all projects and will be utilized on the Testudo project:
Step #1: Identify the need for a change (Any Stakeholder)
Requestor will submit a completed ET change request form to the project manager
Step #2: Log change in the change request register (Project Manager)
The project manager will maintain a log of all change requests for the duration of the project
Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor) The project manager will conduct an evaluation of the impact of the change to cost, risk, schedule, and scope
Step #4: Submit change request to Change Control Board (CCB) (Project Manager)
The project manager will submit the change request and analysis to the CCB for review
Step #5: Change Control Board decision (CCB)
The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information
Step #6: Implement change (Project Manager)
If a change is approved by the CCB, the project manager will update and re-baseline project documentation as necessary as well as ensure any changes are communicated to the team and stakeholders
Any stakeholder may submit a change request for the Testudo Project. The Testudo Project Budget Liaison will chair the CCB and any changes to project scope, cost, or schedule must meet his approval. All change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not.
Communications Management Plan
This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication requirements change. This plan identifies and defines the roles of Testudo project team members as they pertain to communications. It also includes a communications matrix which maps the communication requirements of this project, and communication conduct for meetings and other forms of communication. A project team directory is also included to provide contact information for all stakeholders directly involved in the project.
The Project Manager will take the lead role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix below. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it, and to whom to communicate.
Weekly Status Report
Email summary of project status
Weekly Project Team Meeting
Meeting to review action egister and status
Project Team and Stakeholders
Updated Action Register
Project Gate Reviews
Present closeout of roject phases and kickoff next phase
Project Sponsor, Team and Stakeholders
Phase completion report and phase kickoff
Technical Design Review
Review of any technical designs or work associated with the project
Technical Design Package
Project team directory for all communications is:
Project Budget Liaison
The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled meeting and all participants are expected to review the agenda prior to the meeting. During all project meetings the timekeeper will ensure that the group adheres to the times stated in the agenda and the recorder will take all notes for distribution to the team upon completion of the meeting. It is imperative that all participants arrive to each meeting on time and all cell phones and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting minutes will be distributed no later than 24 hours after each meeting is completed.
All email pertaining to the Testudo Project should be professional, free of errors, and provide brief communication. Email should be distributed to the correct project participants in accordance with the communication matrix above based on its content. All attachments should be in one of the organization’s standard system suite programs and adhere to established company formats. If the email is to bring an issue forward then it should discuss what the issue is, provide a brief background on the issue, and provide a recommendation to correct the issue. The Project Manager MUST be included on any email pertaining to the Testudo Project.
While informal communication is a part of every project and is necessary for successful project completion, any issues, concerns, or updates that arise from informal discussion between team members MUST be communicated to the Project Manager so the appropriate action may be taken.
Cost Management Plan
The Project Manager will be responsible for managing and reporting on the project’s cost throughout the duration of the project. The Project Manager will present and review the project’s cost performance during the monthly project status meeting. Using earned value calculations, the Project Manager is responsible for accounting for cost deviations and presenting the Project Budget Liaison with options for getting the project back on budget. All budget authority and decisions, to include budget changes, reside with the Testudo Project Budget Liaison.
For the Testudo Project, control accounts will be created at the fourth level of the WBS which is where all costs and performance will be managed and tracked. Financial performance of the Testudo Project will be measured through earned value calculations pertaining to the project’s cost accounts. Work started on work packages will grant that work package with 50% credit; whereas, the remaining 50% is credited upon completion of all work defined in that work package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole hour.
Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a monthly basis by the Project Manager to the Project Budget Liaison. Variances of 10% or +/- 0.1 in the cost and schedule performance indexes will change the status of the cost to yellow or cautionary. These will be reported and if it’s determined that there is no or minimal impact on the project’s cost or schedule baseline then there may be no action required. Cost variances of 20%, or +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to red or critical. These will be reported and require corrective action from the Project Manager in order to bring the cost and/or schedule performance indexes back in line with the allowable variance. Any corrective actions will require a project change request and be must approved by the CCB before it can be implemented.
Earned value calculations will be compiled by the Project Manager and reported at the monthly project status meeting. If there are indications that these values will approach or reach the critical stage before a subsequent meeting, the Project Manager will communicate this to the Project Budget Liaison immediately.
Procurement Management Plan
The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager is authorized to approve all procurement actions up to $50,000. Any procurement actions exceeding this amount must be approved by the Project Budget Liaison.
While this project requires minimal or no procurement, in the event procurement is required, the Project Manager will work with the project team to identify all items or services to be procured for the successful completion of the project. The Project Manager will then ensure these procurements are reviewed by the Program Management Office (PMO) and presented to the contracts and purchasing groups. The contracts and purchasing groups will review the procurement actions, determine whether it is advantageous to make or buy the items or resource required services internally, and begin the vendor selection, purchasing and the contracting process.
In the event a procurement becomes necessary, the Project Manager will be responsible for management any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and communicate this to the purchasing and contracts groups.
Project Scope Management Plan
Scope management for the Testudo Project will be the sole responsibility of the Project Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager, Budget Liaison, and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements.
Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Budget Liaison for acceptance. Upon approval of scope changes by the Change Control Board and Project Budget Liaison the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Project Budget Liaison, the Stakeholders are responsible for the acceptance of the final project deliverables and project scope.
The Stakeholders, Elite Trucking, is responsible for formally accepting the project’s final deliverable. This acceptance will be based on a review of all project documentation, testing results, beta trial results, and completion of all tasks/work packages and product functionality.
Schedule Management Plan
Project schedules for the Testudo Project will be created starting with the deliverables identified in the project’s Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which must be performed to complete each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development.
Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources must agree to the proposed work package assignments, durations, and schedule. Once this is achieved the project sponsor will review and approve the schedule and it will then be base lined.
In accordance with ET’s organizational standard, the following will be designated as milestones for all project schedules:
Completion of scope statement and WBS/WBS Dictionary
Base lined project schedule
Approval of final project budget
Approval of roles and responsibilities
Requirements definition approval
Completion of data mapping/inventory
Acceptance of final deliverables
Roles and responsibilities for schedule development are as follows:
The project manager will be responsible for facilitating work package definition, sequencing, and estimating duration and resources with the project team. The project manager will also create the project schedule and validate the schedule with the project team, stakeholders, and the project budget liaison. The project manager will obtain schedule approval from the project sponsor and baseline the schedule.
The project team is responsible for participating in work package definition, sequencing, duration, and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved.
The project stakeholders will participate in reviews of the proposed schedule and assist in its validation.
Quality Management Plan
All members of the Testudo project team will play a role in quality management. It is imperative that the team ensures that work is completed at an adequate level of quality from individual work packages to the final project deliverable. The following are the quality roles and responsibilities for the Testudo Project:
The Stakeholders are responsible for approving all quality standards for the Testudo Project. The Project Manager will review all project tasks and deliverables to ensure compliance with established and approved quality standards. Additionally, the Project Manager will sign off on the final acceptance of the project deliverable.
The Project Manager is also responsible for quality management throughout the duration of the project. The Project Manager is responsible for implementing the Quality Management Plan and ensuring all tasks, processes, and documentation are compliant with the plan. The Project Manager will work with the project’s quality specialists to establish acceptable quality standards. The Project Manager is also responsible for communicating and tracking all quality standards to the project team and stakeholders.
The Quality Specialists are responsible for working with the Project Manager to develop and implement the Quality Management Plan. Quality Specialists will recommend tools and methodologies for tracking quality and standards to establish acceptable quality levels. The Quality Specialists will create and maintain Quality Control and Assurance Logs throughout the project.
The remaining member of the project team, as well as the stakeholders will be responsible for assisting the Project Manager and Quality Specialists in the establishment of acceptable quality standards. They will also work to ensure that all quality standards are met and communicate any concerns regarding quality to the Project Manager.
Quality control for the Testudo Project will utilize tools and methodologies for ensuring that all project deliverables comply with approved quality standards. To meet deliverable requirements and expectations, we must implement a formal process in which quality standards are measured and accepted. The Project Manager will ensure all quality standards and quality control activities are met throughout the project. The Quality Specialists will assist the Project Manager in verifying that all quality standards are met for each deliverable. If any changes are proposed and approved by the Project Budget Liaison and CCB, the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation.
Quality assurance for the Testudo Project will ensure that all processes used in the completion of the project meet acceptable quality standards. These process standards are in place to maximize project efficiency and minimize waste. For each process used throughout the project, the Project Manager will track and measure quality against the approved standards with the assistance of the Quality Specialists and ensure all quality standards are met. If any changes are proposed and approved by the Project Budget Liaison and CCB, the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation.
Risk Management Plan
The approach for managing risks for the Testudo Project includes a methodical process by which the project team identifies, scores, and ranks the various risks. Every effort will be made to proactively identify risks ahead of time in order to implement a mitigation strategy from the project’s onset. The most likely and highest impact risks were added to the project schedule to ensure that the assigned risk managers take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Risk managers will provide status updates on their assigned risks in the weekly project team meetings, but only when the meetings include their risk’s planned timeframe.
Upon the completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.
Staffing Management Plan
The Testudo Project will consist of a matrix structure with support from various internal organizations. All work will be performed internally. Staffing requirements for the Testudo Project include the following:
Project Manager (1 position) – responsible for all management for the Testudo Project. The Project Manager is responsible for planning, creating, and/or managing all work activities, variances, tracking, reporting, communication, performance evaluations, staffing, and internal coordination with functional managers.
Project Budget Liaison Programmer (1 position) – responsible for oversight of all budget and economical changes for the Testudo Project as well as ensuring cost/efficiency is compliant with quality standards. Responsible for working with the Project Manager to create work packages, manage risk, manage budgets, and create reports.
Project Security Liaison(1 position) – responsible for oversight of all security and risks for the Testudo Project. Responsible for working with the Project Manager to create transport routes, publicity fallout, manage security protocols, and create reports.
Researcher (3 positions) – responsible for researching and developing the Testudo Project. All research and development tasks will be reviewed by the Project Manager prior to implementation. Responsibilities also include assisting with risk identification, determining impacts of change requests, and status reporting. The Researcher will be managed by the Project Manager and feedback will be provided to the functional manager for performance evaluations by the Project Manager.
The Project Manager will negotiate with all necessary ET functional managers in order to identify and assign resources for the Testudo Project. All resources must be approved by the appropriate functional manager before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace.
The Testudo Project will require all project team members for the entire duration of the project although levels of effort will vary as the project progresses. The Project is scheduled to last two weeks with standard 28 hour work weeks. If a project team member is not required for a half 28 hour work week, 14 hours per week, at any point during the project, their efforts outside of the Testudo Project will be at the discretion of their Functional Manager.
The cost baseline for the Testudo project includes all budgeted costs for the successful completion of the project.
Includes work hours for all project team members for gathering requirements and planning roject
Includes work hours for all project team members for work on conceptual design
Includes all work hours for development
Includes all work hours for testing (including beta testing) systems
Transition and Closeout
Includes all work hours for ransition to operations and project closeout
The Testudo Project must meet the quality standards established in the quality baseline. The quality baseline is the baseline which provides the acceptable quality levels of the Testudo Project. The system must meet or exceed the quality baseline values in order to achieve success.
At least 98% recognition level with 2% or less errors in text
Using standard ET English language databases
Must maintain 0% error at all times
Using the ET employee database for retinal feeds
No errors associated with running software ith compatible applications
Less than 1% failure rate in beta testing new users to run setup and execute software functionality