3-1 Final Project Milestone One: Project Introduction, Overview, Tasks, and Resources
Write a brief introduction and complete the first three sections of your Project Management Plan using the template provided. The first three sections of this plan will cover the project manager’s record for the project overview (roles and responsibilities), project tasks (description, time, and dependencies), and project resources (alignment and evaluation). If needed, review the activities you completed in Modules One and Two to help you with this milestone.
Project Management Template
Stakeholder Register Template
WBS Dictionary Template
WBS Resource Alignment Template
For additional details, please refer to the
Milestone One Guidelines and Rubric
document and the
Final Project Part I
document.
ProjectManagement Plan Template
This template will take you through the required deliverables for the Final Project Part I. Please note that each section should be completed in the order of appearance as noted by in the Final Project Part I and Part II guidelines. Additional templates have been provided as needed for certain sections.
INSERT A TITLE PAGE HERE
Table of Contents
Introduction
I. Project Overview
A. Roles and Responsibilities
B. Scope and Schedule
II. Tasks
A. Description
B. Time
C. Dependencies
III. Resources
A. Alignment
B. Evaluation
IV. Risk
A. Sources
B. Strategies
V. Budget
VI. Schedule
Note: For Milestone One, complete the following sections of this form and the associated templates as instructed: Introduction, I. Project Overview, II. Tasks, and III. Resources.
Introduction
Provide an introduction to the project plan. The introduction should include a sentence or two about all of the major aspects of the project. (The below categories for an introduction were taken from an open-source document provided through Project Management Institute (PMI), ensuring real-world applicability.) Write a sentence or two on each of the following topics.
Purpose: State the purpose of the project plan. Indicate in a short statement that the plan will provide a definition of the project, including the business goals and objectives. In addition, state that the plan is a contract between the project manager, executive sponsor, project team, and other management of the enterprise associated with and/or affected by the project. To be clear, the purpose of the plan is to guide the project work, which is separate from the actual goal of the project.
Purpose of Project Plan:
Background
Background Information:
Describe the project history. Include information such as previous initiatives, business environment changes (may be related to competition, regulation, resource availability), and the impetus and rationale for the project. Describe, in essence, how the project came about.
Background Information:
Pro
Project Approach:
Explain how the various behavioral and team management techniques, methodology, and task structure will be utilized most effectively to meet the requirements and objectives of the project.
Project Approach:
Project Overview
Introduce the project overview section. Only a couple of sentences are needed. This section should also indicate the below upcoming subtopics.
Project Overview:
A. Roles and Responsibilities
Identify the project leader and all of the other stakeholders involved in the project. What are the responsibilities of the stakeholders involved? In industry practice it is extremely common to use a stakeholder register to capture this information. A Stakeholder Register Template has been developed to use for this section. You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
B. Scope and Schedule
Scope:
What is the project scope? Identify the key deliverables that are part of the project scope. Note that the scope statements should include what is in scope as well as specifically call out what other considerations are out of scope.
Schedule: When does the project need to be completed? Describe the timeline for the project. This section of the schedule should only identify a high-level timeline of the major deliverables. A full schedule will be requested later in the project plan.
Scope:
Schedule:
Tasks
Introduce the project tasks section. Only a couple of sentences are needed. This section should also indicate the below upcoming subtopics.
Tasks Overview:
A. Description
Describe the tasks and sub-tasks that will fulfill each of the project deliverables. What impact do the tasks and sub-tasks have on the project schedule? In industry practice it is common to use a work breakdown structure (WBS) Dictionary to capture this information. A sample document and template has been provided for this section entitled “WBS Dictionary Template.” You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
B. Time
Analyze the time estimates for task completion. You can complete this section by adding another column to your Task Description—WBS Dictionary Excel spreadsheet. How do the task time estimates impact the project schedule?
Impact of Time Estimates on Project Schedule:
C. Dependencies
Identify dependencies between tasks. In other words, which tasks must be finished before other tasks can be started? Note applicable order/dependencies by adding another column to your Task Description—WBS Dictionary Excel spreadsheet. The new information should be noted for all deliverables that have applicable schedule dependencies.
Resources
Please introduce the resources section. Only a couple of sentences are needed. This section should also indicate the below upcoming subtopics.
Resources Overview:
A. Alignment
Align resources to each of the sub-tasks you described. Justify your reasoning for your alignment decisions. In other words, why does the company need the resource types to complete the sub-tasks? In industry practice it is common to use a WBS Resource Alignment to capture this information. A WBS Resource Alignment Template has been developed to use for this section. You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
B. Evaluation
Evaluate the company’s resources. Does the company have the resources available to support the project? Are there any areas where the necessary resources may not be available to complete the sub-tasks?
Resource Evaluation:
Note: For Milestone Two, complete the following sections of this form and the associated templates as instructed: IV. Risk and V. Budget
Risk
Introduce the risk section. Only a couple of sentences are needed. This section should also indicate the below upcoming subtopics.
Risk Overview:
A. Sources
Identify likely sources of risk for the project. Make sure to consider the project scope, budget, and time. In industry practice it is common to use a risk register to capture this information. A Risk Register Template has been developed to use for this section. Note: You may not need all columns of the Risk Register to fulfill this element, but you should be aware of the industry standard for assessing risk, so those columns have been left in the register. Use whatever columns are useful to you in fulfilling the requirements of this critical element. You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Document as long as you satisfy the rubric requirements.
B. Strategies
Determine risk mitigation strategies for the areas you identified. What strategies could you recommend to minimize the impact of the risks you identified? You can use your Risk Register, provided in the prior section, for this section also. You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
Budget
Develop an initial high-level budget based on the individual costs of the project deliverables. In other words, ensure the costs identified in your budget align with the deliverables. In industry practice it is common to use a cost estimating worksheet to capture this information. A Cost Estimating Worksheet Template has been developed to use for this section. You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
Note: You will complete section VI as part of your final submission of your Initial Schedule and Budget Report.
Schedule
Create a schedule for the project using your task time estimates and the dependencies you identified. In industry practice it is common to use a Gantt chart to capture this information. A sample document and template has been provided for this section entitled “Gantt Template.” You are free to use other templates, tools, or formats to convey the requirements outlined within the Final Project Part I Document as long as you satisfy the rubric requirements.
Note: For your final submission, you will submit a complete project management plan using this form. All feedback received on milestones should be evaluated and incorporated as necessary. Remove all guiding notes and submit a clean and professional plan as if you were submitting it to upper management.
>Sheet Analysis
Stakeholder 1
Stakeholder
Project Name:
Project #:
Project Manager:
Sponsor:
Updated:
ID
Role in Project
Influence on Project Outcome
Needs
Responsibility
Notes
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Sheet2
Sheet3
Sheet1
WBS Dictionary
The WBS dictionary contains all the details of the WBS necessary to successfully complete the project. Most importantly, it contains a definition of each work package, which can be thought of as a mini scope statement. Resources on the project will look at the WBS dictionary to determine the scope of the work package they have been assigned, so it is important to be clear when writing the definition. Most WBS dictionaries contain more information than we show in our sample. These things usually include Level of Effort, Cost Control Numbers, Resource Assignments, and Responsibility Assignments, just to name a few.
WBS Code
Task Name
Description of the Associated Work
Resource to Complete the Task
Reference: http://www.projectmanagementdocs.com/project-planning-templates/work-breakdown-structure-wbs.html
Sheet2
Sheet3
Sheet1
WBS Resource Assignments
WBS ID
Task Name
Work Estimate (days)
Resource Name
Resource Reasoning
Sheet2
Sheet3
QSO 355 Final Project Part I Guidelines and Rubric
Overview
The final project for this course is divided into two parts. The first part is the creation of an Initial Schedule and Budget Report.
Project managers play an important role in helping to complete successful projects. Often, they are responsible for tasks such as defining the project goal(s),
identifying the tasks necessary to achieve the goal, evaluating project resources, and determining budgets and schedules. Project managers must then keep
projects on time, on budget, and within scope and problem solve when this does not happen.
This course focuses on resource estimating and scheduling. In the first part of this project, you will analyze the case study, A&D High Tech (A): Managing Projects
for Success (located in the Harvard Business Review area of the course), which includes a scenario along with a work breakdown structure and other pertinent
project requirements. You will write a report assessing the company’s resources and then develop a high-level budget and schedule for the project discussed in
the case study.
Note: The case studies for this project regularly reference the use of MS Project. While MS Project is a software tool that is often used for project management,
the focus of this course is to understand the process, not this particular tool. As such, you will not be using MS Project to complete the milestones and your final
project. Suggested templates needed to complete the critical elements of the final project are listed in the Project Management Plan Template.
The following templates are provided for you in order to complete the final project:
Project Management Plan Template: This template will be used throughout the final project. This template will guide you step-by-step from Milestone
One through your final submission. All other templates can be accessed through this main template.
Stakeholder Register Template: You will use this template in Milestone One to identify the role of each stakeholder in your project.
WBS Dictionary Template: You will use this template in Milestone One to describe the tasks and sub-tasks that will fulfill each of the project
deliverables.
WBS Resource Alignment Template: You will use this template in Milestone One to align resources to each of the sub-tasks you described. Justify your
reasoning for your alignment decisions.
Risk Register Template: You will use this template in Milestone Two to identify likely sources of risk for the project. Make sure to consider the project
scope, budget, and time.
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_project_management_plan_template x
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_stakeholder_register_template.xlsx
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_wbs_dictionary_template.xlsx
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_wbs_resource_alignment_template.xlsx
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_module_three_risk_register_template.xls
Cost Estimating Worksheet Template: You will use this template in Milestone Two to ensure the costs identified in your budget align with the
deliverables.
Gantt Template: You will use this template in the final submission of your project to create a schedule for the project using your task time estimates and
the dependencies you identified.
Final Project Part I is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Three and Four. The final Initial Schedule and Budget Report will be submitted in Module Six.
In this assignment, you will demonstrate your mastery of the following course outcomes:
Assess resource estimating and scheduling requirements for their impact on the scope, schedule, and budget of projects
Determine appropriate resource allocation solutions for projects by assessing the resources for their availability and alignment with project tasks and
sub-tasks
Recommend strategies to minimize the project risk by analyzing scheduling constraints and project requirements
Develop project schedules that illustrate resource estimating and agile scheduling implementation for supporting and improving sustainable operations
Prompt
Initial Schedule and Budget Report: Use the A&D High Tech (A): Managing Projects for Success case study to write a report in which you identify the scope and
schedule of the project, describe the tasks necessary to complete the project, align resources to the tasks, and address sources of risk. To complete your work,
you will utilize the Project Management Plan Template provided, as well as the other templates as specified.
Specifically, the following critical elements must be addressed:
I. Project Overview
A. Roles and Responsibilities: Identify the project leader and the other stakeholders involved in the project. What are the responsibilities of the
stakeholders involved?
B. Scope and Schedule: What is the project scope? Identify the key deliverables that are part of the project scope. When does the project need to
be completed? Describe the timeline for the project.
II. Tasks
A. Description: Describe the tasks and sub-tasks that will fulfill each of the project deliverables. What impact do the tasks and sub-tasks have on
the project schedule?
B. Time: Analyze the time estimates for task completion. How do the task time estimates impact the project schedule?
C. Dependencies: Identify dependencies between tasks. In other words, which tasks must be finished before other tasks can be started?
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_cost_estimating_worksheet_template x
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_module_five_gantt_template.xlsx
III. Resources
A. Alignment: Align resources to each of the sub-tasks you described. Justify your alignment. In other words, why does the company need the
resource types to complete the sub-tasks?
B. Evaluation: Evaluate the company’s resources. Does the company have the resources available to support the project? Are there any areas
where the necessary resources may not be available to complete the sub-tasks?
IV. Risk
A. Sources: Identify likely sources of risk for the project. Make sure to consider the project scope, budget, and time.
B. Strategies: Determine risk mitigation strategies for the areas you identified. What strategies could you recommend to minimize the impact of
the risks you identified?
V. Budget: Develop an initial high-level budget based on the individual costs of the project deliverables. In other words, ensure the costs identified in your
budget align with the deliverables.
VI. Schedule: Create a schedule for the project using your task time estimates and the dependencies you identified.
Milestones
Each milestone builds off of the prior one. Final Project Part I will be delivered as a compounding document over the course of the below three milestones.
Milestone One: Project Introduction, Overview, Tasks, and Resources (Sections I, II, and III)
In Module Three, you will write an introduction for your project management plan and submit sections I through III of the critical elements above using the
Project Management Plan Template provided. This work will cover the project overview, tasks, and resources (sections I, II, and III). This milestone is graded with
the Milestone One Rubric.
Milestone Two: Risk and Budget (Sections IV and V)
In Module Four, you will submit the risk and budget sections (IV and V) of the Project Management Plan Template provided. This milestone is graded with the
Milestone Two Rubric.
Part I Final Submission: Initial Schedule and Budget Report
In Module Six, you will complete the schedule (section VI) and submit the completed Initial Schedule and Budget Report. You will submit a Project Management
Plan fully completed. It should be a complete, polished artifact containing all of the critical elements of the final product. You should also update work completed
throughout the first two milestones to reflect the incorporation of feedback gained throughout the course. This milestone will be graded using the Final Project
Part I Rubric.
Final Project Part I Rubric
Guidelines for Submission: Your Initial Schedule and Budget Report will be submitted using the Project Management Plan Template along with additional
required templates and spreadsheets. Any outside references should be cited in APA format, but are not required.
Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value
Project Overview:
Roles and
Responsibilities
Meets “Proficient” criteria and
description demonstrates
nuanced understanding of roles
and responsibilities of project
stakeholders
Identifies project leader and
other stakeholders and clearly
describes stakeholder
responsibilities
Identifies project leader and
other stakeholders and describes
stakeholder responsibilities but
description lacks clarity or detail
Does not identify project leader
and stakeholders and does not
describe stakeholder
responsibilities
9
Project Overview:
Scope and Schedule
Meets “Proficient” criteria and
description demonstrates
nuanced understanding of
project deliverables and timeline
Identifies key deliverables that
are part of project scope and
clearly describes project timeline
Identifies key deliverables that
are part of project scope and
describes project timeline but
description lacks clarity or detail
Does not identify key
deliverables that are part of
project scope and does not
describe project timeline
9
Tasks: Description
Meets “Proficient” criteria and
description is exceptionally clear
and detailed
Accurately describes tasks, sub-
tasks, and impact on schedule
Describes tasks, sub-tasks, and
impact on schedule, but
description is cursory or
inaccurate
Does not describe tasks, sub-
tasks, and impact on schedule
9
Tasks: Time
Meets “Proficient” criteria and
analysis shows nuanced insight
into relationship between tasks
and amount of time necessary
for completion
Accurately analyzes time
estimates for task completion in
detail
Analyzes time estimates for task
completion, but analysis has gaps
in accuracy or detail
Does not analyze time estimates
for task completion
9
Tasks: Dependencies
Meets “Proficient” criteria and
identified dependencies
demonstrate exceptional
understanding of tasks to be
completed
Identifies logical, accurate
dependencies between tasks
Identifies dependencies between
tasks but with gaps in logic or
accuracy
Does not identify dependencies
between tasks
9
Resources: Alignment
Meets “Proficient” criteria and
alignment shows a keen
understanding of the relationship
between resources and sub-tasks
Accurately aligns resources to
sub-tasks and justifies alignment
Aligns resources to sub-tasks,
and justifies alignment, but
alignment is inaccurate
Does not align resources to sub-
tasks or justify alignment
9
Resources: Evaluation
Meets “Proficient” criteria and
evaluation is exceptionally clear
and detailed
Comprehensively evaluates
availability of company’s
resources
Evaluates availability of
company’s resources, but
evaluation lacks clarity or detail
Does not evaluate availability of
company’s resources
9
Risk: Sources
Meets “Proficient” criteria and
identification of sources of risk
demonstrates keen
understanding of project and
resources
Accurately identifies sources of
risk for project with respect to
project scope, budget, and time
Identifies sources of risk for
project but with gaps in accuracy
or without considering scope,
budget, or time
Does not identify sources of risk
for project
9
Risk: Strategies
Meets “Proficient” criteria and
strategies demonstrate insight
into effect of risk on project
Determines appropriate risk
mitigation strategies to minimize
impact of risk
Determines risk mitigation
strategies but strategies are not
appropriate or do not minimize
impact of risk
Does not determine risk
mitigation strategies
9
Budget
Meets “Proficient” criteria and
budget is highly detailed, logical,
and accurate
Develops initial, high-level
budget accurately based on costs
of project deliverables and
ensures costs are aligned to
deliverables
Develops initial, high-level
budget but budget is not based
on costs of project deliverables;
does not ensure costs are aligned
to deliverables, or is inaccurate
Does not develop initial, high-
level budget
8
Schedule
Meets “Proficient” criteria and
schedule is exceptionally
detailed, logical, and accurate
Creates logical, accurate project
schedule based on time
estimates and dependencies
Creates project schedule but
schedule is not based on time
estimates and dependencies or
has gaps in logic or accuracy
Does not create project schedule
based on time estimates and
dependencies
7
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and organization
and is presented in a professional
and easy-to-read format
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Submission has major errors
related to citations, grammar,
spelling, syntax, or organization
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
related to citations, grammar,
spelling, syntax, or organization
that prevent understanding of
ideas
4
Earned Total 100%
QSO 355 Milestone One Guidelines and Rubric
In the first part of this assessment, students will analyze the case study A&D High Tech (A): Managing Projects for Success (located in the Harvard Business
Review area of the course), which includes a scenario along with a work breakdown structure and other pertinent project requirements. Students will write a
report assessing the company’s resources and then develop a high-level budget and schedule for the project discussed in the case study.
Note: The case studies for this project regularly reference the use of MS Project. While MS Project is a software tool that is often used for project management,
the focus of this course is to understand the process, not this particular tool. As such, you will not be using MS Project to submit case study assignments.
Suggested templates needed to complete the critical elements of the final project are listed in the Project Management Plan Template.
Prompt: Write a brief introduction and complete the first three sections of your Project Management Plan using the template provided. The first three sections
of this plan will cover the project manager’s record for the project overview (roles and responsibilities), project tasks (description, time, and dependencies), and
project resources (alignment and evaluation). Go over the activities you completed in Modules One and Two to help you with this milestone.
Specifically, the following critical elements must be addressed:
I. Project Overview
A. Roles and Responsibilities: Identify the project leader and the other stakeholders involved in the project. What are the responsibilities of the
stakeholders involved?
B. Scope and Schedule: What is the project scope? Identify the key deliverables that are part of the project scope. When does the project need to
be completed? Describe the timeline for the project.
II. Tasks
A. Description: Describe the tasks and sub-tasks that will fulfill each of the project deliverables. What impact do the tasks and sub-tasks have on the
project schedule?
B. Time: Analyze the time estimates for task completion. How do the task time estimates impact the project schedule?
C. Dependencies: Identify dependencies between tasks. In other words, which tasks must be finished before other tasks can be started?
III. Resources
A. Alignment: Align resources to each of the sub-tasks you described. Justify your alignment. In other words, why does the company need the
resource types to complete the sub-tasks?
B. Evaluation: Evaluate the company’s resources. Does the company have the resources available to support the project? Are there any areas where
the necessary resources may not be available to complete the sub-tasks?
http://snhu-media.snhu.edu/files/course_repository/undergraduate/qso/qso355/qso355_project_management_plan_template x
Rubric
Guidelines for Submission: This milestone will be submitted using the Project Management Plan Template along with additional required templates and
spreadsheets. Any outside references should be cited in APA format, but are not required.
Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value
Project Overview: Roles
and Responsibilities
Identifies project leader and other
stakeholders and clearly describes
stakeholder responsibilities
Identifies project leader and other
stakeholders and describes
stakeholder responsibilities but
description lacks clarity or detail
Does not identify project leader and
stakeholders and does not describe
stakeholder responsibilities
13
Project Overview: Scope
and Schedule
Identifies key deliverables that are
part of project scope and clearly
describes project timeline
Identifies key deliverables that are
part of project scope and describes
project timeline but description
lacks clarity or detail
Does not identify key deliverables
that are part of project scope and
does not describe project timeline
13
Tasks: Description Accurately describes tasks, sub-
tasks, and impact on schedule
Describes tasks, sub-tasks, and
impact on schedule, but description
is cursory or inaccurate
Does not describe tasks, sub-tasks,
and impact on schedule
13
Tasks: Time Accurately analyzes time estimates
for task completion in detail
Analyzes time estimates for task
completion, but analysis has gaps in
accuracy or detail
Does not analyze time estimates for
task completion
13
Tasks: Dependencies Identifies logical, accurate
dependencies between tasks
Identifies dependencies between
tasks but with gaps in logic or
accuracy
Does not identify dependencies
between tasks
13
Resources: Alignment Accurately aligns resources to sub-
tasks and justifies alignment
Aligns resources to sub-tasks, and
justifies alignment, but alignment is
inaccurate
Does not align resources to sub-
tasks or justify alignment
13
Resources: Evaluation Comprehensively evaluates
availability of company’s resources
Evaluates availability of company’s
resources, but evaluation lacks
clarity or detail
Does not evaluate availability of
company’s resources
13
Articulation of Response Submission has no major errors
related to citations, grammar,
spelling, or syntax
Submission has major errors related
to citations, grammar, spelling, or
syntax that negatively impact
readability and articulation of main
ideas
Submission has critical errors
related to citations, grammar,
spelling, or syntax that prevent
understanding of ideas
9
Earned Total 100%
KEL156
©2006 by the Kellogg School of Management, Northwestern University. This case was prepared by Derek Yung ’03 and Alex
Gershbeyn ’03 under the supervision of Professor Mark Jeffery. Cases are developed solely as the basis for class discussion. Some
facts within the case have been altered for confidentiality reasons. Cases are not intended to serve as endorsements, sources of primary
data, or illustrations of effective or ineffective management. To order copies or request permission to reproduce materials, call 800-
545-7685 (or 617-783-7600 outside the United States or Canada) or e-mail custserv@hbsp.harvard.edu. No part of this publication
may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic,
mechanical, photocopying, recording, or otherwise—without the permission of the Kellogg School of Management.
MARK JEFFERY
A&D High Tech (A):
Managing Projects for Success
In his twelve years as a technology project manager at A&D High Tech, Chris Johnson had a
strong track record of delivering projects on time and on budget. His techniques for project
planning, estimating, and scheduling had become best practices at the St. Louis-based computer
products company. He had just led a project team that successfully revamped the supply chain
systems in less than eighteen months. He was especially proud since many observers had doubted
that the project could be completed on time. As part of the strategic initiatives set forth by its
CEO and founder, Ted Walter, A&D was to be second to none in utilizing technology to increase
operational efficiency and reduce costs. The supply chain project therefore received notable
attention in the boardroom and with its competitors. Time and again, Johnson was asked to tackle
difficult assignments that were critical to the company’s growth and profits. He had already been
mentioned as the successor to the vice president of e-business, Chuck Gagler, pending his
retirement. (See Exhibit 1 for the A&D High Tech organizational chart.
)
In early May 2003 Johnson received an urgent message from the company’s CIO, Matt
Webb. Webb asked Johnson to join him for a meeting with A&D’s senior managers to discuss
taking over the company’s online store project. Johnson realized that up to that point the
company’s top brass had virtually ignored the Internet and its sales potential. But that situation
was about to change. As Webb explained, A&D’s vice president of sales, Jeff White, had advised
CEO Ted Walter that A&D was losing its competitive advantage by not selling online. As a
result, Walter had made the online store project the company’s highest priority. Walter wanted to
know whether the project could be completed in time for the holiday shopping season, when
A&D’s cyclic business traditionally boomed. The current project manager, Eric Robertson, was
taking a one-month leave of absence due to a family emergency, just as he was about to begin
formulating the project plan and make staffing decisions.
Johnson immediately began thinking about the best way to ensure the online store project’s
success. He was concerned that there was too little time to get up to speed on this new project. It
was already May, and the holiday season would approach soon. Given the urgency put forth by
Webb and Walter, Johnson was already feeling pressure to come up with solid recommendations
in short order.
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A&D HIGH TECH (A) KEL156
2 KELLOGG SCHOOL OF MANAGEMENT
Company History
A&D High Tech sold computer products, accessories, and services to consumers and small
businesses. The company had its roots in Lincoln, Nebraska, where Ted Walter started its first
store in 1988. A&D’s made-to-order products were very innovative at the time, and were the first
to be introduced in the personal computer industry. Walter emphasized friendly customer service,
a value that was deeply ingrained in the culture of the Midwestern heartland where Walter had
lived his entire life. A&D’s revenues grew consistently for ten years and approached $400 million
for fiscal year 2000. The company was primarily a regional player, with more than 90 percent of
sales coming from customers in the Midwestern states. However, Walter was strategically
seeking to increase its distribution nationally.
A&D sales had come predominantly through retail outlets in shopping malls across the
Midwest and via phone orders handled by its fifty-person call center in Lincoln. Before 1999,
sales orders at the call center were written on paper and then passed to order-entry clerks. This
added time to order entry, delayed shipment, and resulted in poor accuracy. Consequently, sales
representatives often had to contact customers to correct errors or to suggest different options due
to inventory shortages. On average, 30 percent of the orders required customer callbacks,
compared to only 5 percent at A&D’s primary competitor.
In 1999 A&D implemented its first enterprise resource planning (ERP) system, using
software from J. D. Edwards. A&D opted to use J. D. Edwards primarily because its software
could be customized to handle the thousands of parts that A&D used for production. The
customization required many outside consultants to design and build the system, and since they
left soon after the system was implemented there were some concerns that the system might be
difficult to maintain. Even so, the project was deemed a success: after ERP was up and running,
customer callbacks were reduced to less than 1 percent of orders.
In 2001, given the successful implementation of ERP, A&D decided to further invest to
improve its systems in handling the supply chain, payment process, customer relationship
management (CRM), and order management. A series of technology initiatives was launched.
A&D saw immediate benefits in reduced costs, as well as a significant return on investment on its
supply chain and data warehousing projects.
Business Case
In 2002, faced with tough competition and decreasing margins, A&D decided to explore new
segments of the market for growth. In particular, it focused on sales via the Internet. Historically,
A&D was shy to adopt the Internet as a sales channel because it did not seem to play to the
company’s sales strength of friendliness and customer service. However, since A&D’s products
were approaching commodity status, the product cost was largely the determining factor for a
customer. Furthermore, competitors had successfully increased their revenues and recognized
cost savings in selling, general, and administrative expenses (SG&A) per order after starting to
sell through the Internet.
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KEL156 A&D HIGH TECH (A)
KELLOGG SCHOOL OF MANAGEMENT 3
So in early 2002, Ted Walter and vice president of sales Jeff White gave the go-ahead to CIO
Webb to begin the project to create an online store.
One of the first decisions Webb faced was “build vs. buy.” A custom-developed program
would allow A&D the opportunity to build exactly what it needed, whereas a commercial
application might not meet all of the requirements. For example, the commercial off-the-shelf
(COTS) software might not have the formats, input processes, reporting capabilities, and other
elements needed to make the program work well for A&D. Moreover, buying off the shelf might
require A&D to purchase functionality it did not need and would not use.
On the other hand, Webb realized that a commercial application could potentially cost much
less than a custom application. However, this was not always the case, especially if the
commercial application required more than 10 percent custom modifications to meet all the
requirements.
Webb knew that the key questions in the build vs. buy decision were:
Were there resources available in-house for project management, software development,
hardware support, and long-term maintenance?
How much budget was available for the project?
How unique were the processes that the new application would automate?
Would the company be paying for commercial software functionality that it did not need
and would not use?
In his analysis, Webb listed some key determiners that pointed toward the “build” decision:
“Hidden” risks and costs of purchasing software increased as the need to customize a
package increased.
Information technology (IT) could be used as a strategic weapon and a point of
differentiation, versus just trying to keep up.
Potential benefits of an integrated but flexible system in custom-built software (versus
simply integrating multiple vendors) could be significant.
There was a possible competitive advantage to be gained from a custom-built system.
The off-the-shelf package’s elements only met 60 percent of A&D’s functional
requirements.
A few established quality vendors were committed to the market but no single vendor
was a clear market leader.
After deliberating for a month with his top managers, Webb was set on the “build” option.
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A&D HIGH TECH (A) KEL156
4 KELLOGG SCHOOL OF MANAGEMENT
Project History
Webb created a cross-functional team of six people to plan the project based on his “build”
decision (see Exhibit 1). Led by Eric Robertson, a young but bright IT project manager, the
team’s planning components included:
Define the business requirements
Define the process flows
Create the technical architecture requirements
Build a simple prototype of the system
Create the work breakdown structure (WBS) for the project
Estimate the effort for each of the tasks in the WBS
Define the resources available for the project and assign resources to project tasks
Create a schedule with task dependencies and proper resource allocation
After four weeks, the team presented its findings to the steering committee. A summary
outcome for each of the planning tasks is listed below.
B U S I N E S S R E Q U I R E M E N T S
The scope and business requirements of the online store included new orders, add-on orders,
order amends, order status, and lead capture with the following capabilities:
Configuration and pricing
Delivery date based on standard lead times
Real-time payment processing
100 percent validation of required data
Collection of prospect data about customers
Integration to back-end (ERP) for manufacturing and order management
Senior management was adamant that the system incorporate this set of minimum
functionality, since customers must have the same experience across all sales channels. As Jeff
White put it:
Once an order has been made and it gets into [J. D.] Edwards, I don’t see why we need
to distinguish whether the customer shopped in our stores or made the order on the
phone or the Internet. We should serve them with the exact care and quality that one
comes to expect from A&D.
P R O C E S S F L O W
The introduction of Internet sales would have little impact on the current process at A&D,
since it simply served as a new front to its existing activities. In fact, all existing activities would
remain the same. New activities to support Internet sales, such as exception handling due to
system errors, would be added to the IT support procedures.
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KEL156 A&D HIGH TECH (A)
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T E C H N I C A L A R C H I T E C T U R E
Since A&D carried a range of products that ran the Windows 2000 operating system, A&D
had standardized all custom applications to run on this platform. The online store’s architecture
was N-tiered for greater flexibility and future scalability (see Exhibit 2).
The first tier was the Web server layer. The Web server was the Microsoft Internet
Information Server (IIS). Server side scripts were to be coded in MS Application Server Pages
(ASP). The second tier was the application server layer. The application server was the Microsoft
Transaction Server (MTS). The application components would leverage Microsoft Site Server
and the Microsoft Site Server Commerce Edition components.
Databases to support the application were to run on Microsoft SQL Server. The
communication tier was the middleware Microsoft Messaging Queue (MSMQ). Through MSMQ,
the application would access J. D. Edwards. Other back-end applications and databases existed
but would not be interfaced by the online store. All software licenses were already in-house, so
Robertson did not expect to incur any expenses from procuring software.
P H Y S I C A L I N F R A S T R U C T U R E
A&D’s physical infrastructure was planned to be fairly typical for a company that conducted
commerce over the Internet. For security, two firewalls were set up with a demilitarized zone
(DMZ) in between (see Exhibit 3). Situated in the DMZ were servers that were accessible by the
Internet and by A&D’s partners. Behind the second firewall was A&D’s internal network, or
intranet. The servers behind this second firewall were only accessible in the intranet. Robertson’s
team estimated that they would need twelve Windows 2000 workstations (at $3,000 each) and
five Windows 2000 servers (at $12,500 each) for the project.
P R O T O T Y P E
A prototype, consisting of static HTML pages, was built by Robertson’s team to demonstrate
a user interface and general flow of the application. Exhibit 4 shows a screen print of the order
confirmation page. The prototype was approved by the vice presidents of sales and marketing,
and would serve as a basis for the actual application’s appearance and functionality.
P R O J E C T W B S
Robertson’s team created a complete WBS that detailed all the tasks that needed to be
performed for the project as of May 26, 2003. See Exhibit 5 for the complete WBS.
T A S K E S T I M A T E S
Estimates were created for each task as part of the planning effort. Robertson’s team had
some experience in IT project estimating, so they were fairly confident that the total project
estimate would be close to the actuals. See Exhibit 6 for listing of the estimates for each task.
P R O J E C T R E S O U R C E S
All the resources for the project had been identified except for the software developers. For
A&D in-house developers, a flat rate of $75/hour was traditionally used for estimating purposes.
But since there were no developers available internally, Robertson had solicited a contracting
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A&D HIGH TECH (A) KEL156
6 KELLOGG SCHOOL OF MANAGEMENT
company, Geneva, to staff these positions. For the contractors, the rates varied depending on skill
level and their market value. Moreover, the overtime rates for contractors were different from the
A&D standard rate. (Overtime was defined to be more than eight hours of work in a day.)
By May, Geneva was still identifying the actual resources needed, but had provided the
resources’ rates so that Robertson could prepare the estimates. See Exhibit 7 for a list of the
resources and their appropriate rates. Robertson’s team also examined the tasks and made
assignments accordingly. See Exhibit 8 for the resource assignments.
P R O J E C T S C H E D U L I N G
As a final step in preparing for the project plan, Robertson scheduled all the tasks by adding
dependencies (or predecessors) and calculating the leveling delay required to properly allocate all
the resources. See Exhibit 9 for the schedule.1
Review Meeting
When Johnson walked into the conference room fifteen minutes before the start of his
meeting with A&D’s senior managers to discuss the online store project, he found Webb and
Robertson already there. As the other attendees filed into the room, Robertson was sorting
through a stack of papers, giving a set to each of them. Jeff White, the vice president of sales, and
Chuck Gagler, the vice president of e-commerce, arrived just as Webb was ready to start the
meeting.
Webb outlined the purpose of the meeting, which was to facilitate the effective transition
between Robertson and Johnson, as well as to update senior managers on the project’s status. As
Robertson was going through the details of the work that had been performed by his team,
Johnson began to feel more at ease. He recognized that Robertson had done well in gathering all
the relevant data to create a good project plan. Despite the challenge to quickly overcome the
learning curve of a new project, Johnson felt more comfortable that he could come up with a
detailed recommendation along with strong facts and potential issues.
As the meeting ended, Webb pulled Johnson aside and told him, “I know I may be asking a
lot here, but I really need you to get the plan together in the next week. Walter really wants to
know if we can get this thing done by Christmas.”
1 The predecessors were identified using a Task ID. This was different from the WBS ID.
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A&D HIGH TECH (A) KEL156
10 KELLOGG SCHOOL OF MANAGEMENT
Exhibit 4: Prototype
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KEL156 A&D HIGH TECH (A)
KELLOGG SCHOOL OF MANAGEMENT 11
Exhibit 5: Work Breakdown Structure (WBS)
WBS ID Task Name
1 Overall Project
1.1 Project Management
1.1.1 Manage Project
1.2 System Requirements
1.2.1 Gather Business Requirements
1.2.2 Design Business Process Flows
1.2.3 Finalize Technical Requirements
1.2.4 Create Operational Requirements
1.2.5 Identify Technical Infrastructure Needs
1.3 Software Requirements
1.3.1 Create Functional Requirements
1.3.1.1 Capture Customer Profile
1.3.1.2 View and Search Product Catalog
1.3.1.3 Updating and Calculating Shopping Cart
1.3.1.4 Taking Payments
1.3.1.5 Submit Order
1.3.1.6 Check Order History & Order Status
1.3.2 Create Data Requirements
1.3.3 Create ERP Interface Requirements
1.3.4 Create User Interface Requirements
1.4 Detailed Design
1.4.1 Design Capture Customer Profile Pages & Components
1.4.2 Design View and Search Product Catalog Pages & Components
1.4.3 Design Updating and Calculating Shopping Cart
1.4.4 Design Taking Payments Pages & Components
1.4.5 Design Submit Order Pages & Components
1.4.6 Design Check Order History & Order Status Pages & Components
1.4.7 Design Logical & Physical Data Model
1.4.8 Design ERP Interface
1.5 Test Planning
1.5.1 Gather Testing Requirements
1.5.2 Create System Test Plan & Test Cases
1.5.3 Write System Test Scripts
1.6 Technical Infrastructure
1.6.1 Create Development Environment
1.6.2 Create Testing Environment
1.6.3 Support Development Environment
1.6.4 Support Testing Environment & Deployment
1.6.5 Support Database
. . . . . .
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A&D HIGH TECH (A) KEL156
12 KELLOGG SCHOOL OF MANAGEMENT
Exhibit 5 (continued)
WBS ID Task Name
1.7 Development & Unit Test
1.7.1 Build Capture Customer Profile Pages & Components
1.7.2 Build View and Search Product Catalog Pages & Components
1.7.3 Build Updating and Calculating Shopping Cart
1.7.4 Build Taking Payments Pages & Components
1.7.5 Build Submit Order Pages & Components
1.7.6 Build Check Order History & Order Status Pages & Components
1.7.7 Build Logical & Physical Data Model
1.7.8 Build ERP Interface
1.7.9 Support Development & Assembly Test
1.8 Testing
1.8.1 Perform Assembly Testing
1.8.1.1 Perform Phase 1 Testing
1.8.1.2 Perform Phase 2 Testing
1.8.2 Perform System Testing
1.8.3 Perform Validation Testing
1.9 Deployment
1.9.1 Implement System
1.9.2 Deploy To Production
1.9.3 Project Wrap-Up
Exhibit 6: Task Estimates
WBS ID Task Name Work Estimate (days)
1 Overall Project
1.1 Project Management
1.1.1 Manage Project 127
1.2 System Requirements
1.2.1 Gather Business Requirements 8
1.2.2 Design Business Process Flows 4
1.2.3 Finalize Technical Requirements 6
1.2.4 Create Operational Requirements 15
1.2.5 Identify Technical Infrastructure Needs 2
1.3 Software Requirements
1.3.1 Create Functional Requirements
1.3.1.1 Capture Customer Profile 4
1.3.1.2 View and Search Product Catalog 6
1.3.1.3 Updating and Calculating Shopping Cart 3
1.3.1.4 Taking Payments 6
1.3.1.5 Submit Order 4
1.3.1.6 Check Order History & Order Status 3
. . . . . .
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KEL156 A&D HIGH TECH (A)
KELLOGG SCHOOL OF MANAGEMENT 13
Exhibit 6 (continued)
WBS ID Task Name Work Estimate (days)
1.3.2 Create Data Requirements 3
1.3.3 Create ERP Interface Requirements 7
1.3.4 Create User Interface Requirements 4
1.4 Detailed Design
1.4.1 Design Capture Customer Profile Pages & Components 13.5
1.4.2 Design View and Search Product Catalog Pages & Components 13.5
1.4.3 Design Updating and Calculating Shopping Cart 6
1.4.4 Design Taking Payments Pages & Components 6
1.4.5 Design Submit Order Pages & Components 16
1.4.6 Design Check Order History & Order Status Pages & Components 4
1.4.7 Design Logical & Physical Data Model 18
1.4.8 Design ERP Interface 20
1.5 Test Planning
1.5.1 Gather Testing Requirements 14
1.5.2 Create System Test Plan & Test Cases 20
1.5.3 Write System Test Scripts 22
1.6 Technical Infrastructure
1.6.1 Create Development Environment 20
1.6.2 Create Testing Environment 34.2
1.6.3 Support Development Environment 3.8
1.6.4 Support Testing Environment & Deployment 46
1.6.5 Support Database 4.6
1.7 Development & Unit Test
1.7.1 Build Capture Customer Profile Pages & Components 13
1.7.2 Build View and Search Product Catalog Pages & Components 12
1.7.3 Build Updating and Calculating Shopping Cart 7
1.7.4 Build Taking Payments Pages & Components 6
1.7.5 Build Submit Order Pages & Components 24
1.7.6 Build Check Order History & Order Status Pages & Components 6
1.7.7 Build Logical & Physical Data Model 15.5
1.7.8 Build ERP Interface 18
1.7.9 Support Development & Assembly Test 46
1.8 Testing
1.8.1 Perform Assembly Testing
1.8.1.1 Perform Phase 1 Testing 12
1.8.1.2 Perform Phase 2 Testing 20
1.8.2 Perform System Testing 160
1.8.3 Perform Validation Testing 80
1.9 Deployment
1.9.1 Implement System 80
1.9.2 Deploy To Production 8
1.9.3 Project Wrap-Up 90
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A&D HIGH TECH (A) KEL156
14 KELLOGG SCHOOL OF MANAGEMENT
Exhibit 7: Resources
Resource Name Standard Rate Overtime Rate
Chris Johnson (Project Manager) $75.00/hr $75.00/hr
Ryan Neff (Functional Lead) $75.00/hr $75.00/hr
Stacy Lyle (Functional Analyst) $75.00/hr $75.00/hr
Rick Burke (Infrastructure Lead) $75.00/hr $75.00/hr
Marc Sanders (Development Lead) $75.00/hr $75.00/hr
Developer 1 (TBD) $165.00/hr $230.00/hr
Sanjay Vohra (DBA) $75.00/hr $75.00/hr
Kara Siposki (Test Lead) $75.00/hr $75.00/hr
Todd Eliason (Tester) $75.00/hr $75.00/hr
Developer 2 (TBD) $175.00/hr $250.00/hr
Developer 3 (TBD) $175.00/hr $250.00/hr
Exhibit 8: Resource Assignments
WBS
ID
Task Name
Work
Estimate
(days)
Resource Name
1 Overall Project
1.1 Project Management
1.1.1 Manage Project 127 Chris Johnson (Project Manager)
1.2 System Requirements
1.2.1 Gather Business Requirements 8 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst)
1.2.2 Design Business Process Flows 4 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst)
1.2.3 Finalize Technical Requirements 6 Rick Burke (Infrastructure Lead)
1.2.4 Create Operational Requirements 15 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst), Rick Burke (Infrastructure Lead)
1.2.5 Identify Technical Infrastructure Needs 2 Rick Burke (Infrastructure Lead)
1.3 Software Requirements
1.3.1 Create Functional Requirements
1.3.1.1 Capture Customer Profile 4 Ryan Neff (Functional Lead)
1.3.1.2 View and Search Product Catalog 6 Ryan Neff (Functional Lead)
1.3.1.3 Updating and Calculating Shopping Cart 3 Ryan Neff (Functional Lead)
1.3.1.4 Taking Payments 6 Stacy Lyle (Functional Analyst)
1.3.1.5 Submit Order 4 Ryan Neff (Functional Lead)
1.3.1.6 Check Order History & Order Status 3 Ryan Neff (Functional Lead)
1.3.2 Create Data Requirements 3 Stacy Lyle (Functional Analyst)
1.3.3 Create ERP Interface Requirements 7 Stacy Lyle (Functional Analyst)
1.3.4 Create User Interface Requirements 4 Stacy Lyle (Functional Analyst)
. . . . . .
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
KEL156 A&D HIGH TECH (A)
KELLOGG SCHOOL OF MANAGEMENT 15
Exhibit 8 (continued)
WBS
ID
Task Name
Work
Estimate
(days)
Resource Name
1.4 Detailed Design
1.4.1 Design Capture Customer Profile Pages &
Components
13.5 Marc Sanders (Development Lead), Ryan Neff
(Functional Lead) [50%
]
1.4.2 Design View and Search Product Catalog
Pages & Components
13.5 Developer 1 (TBD), Ryan Neff (Functional Lead)
[50%]
1.4.3 Design Updating and Calculating Shopping
Cart
6 Developer 1 (TBD), Ryan Neff (Functional Lead)
1.4.4 Design Taking Payments Pages &
Components
6 Marc Sanders (Development Lead), Stacy Lyle
(Functional Analyst)
1.4.5 Design Submit Order Pages &
Components
16 Marc Sanders (Development Lead), Ryan Neff
(Functional Lead)
1.4.6 Design Check Order History & Order
Status Pages & Components
4 Marc Sanders (Development Lead), Ryan Neff
(Functional Lead)
1.4.7 Design Logical & Physical Data Model 18 Sanjay Vohra (DBA), Stacy Lyle (Functional Analyst)
1.4.8 Design ERP Interface 20 Developer 1 (TBD), Stacy Lyle (Functional Analyst)
1.5 Test Planning
1.5.1 Gather Testing Requirements 14 Kara Siposki (Test Lead), Todd Eliason (Tester)
1.5.2 Create System Test Plan & Test Cases 20 Kara Siposki (Test Lead), Todd Eliason (Tester)
1.5.3 Write System Test Scripts 22 Kara Siposki (Test Lead), Todd Eliason (Tester)
1.6 Technical Infrastructure
1.6.1 Create Development Environment 20 Rick Burke (Infrastructure Lead)
1.6.2 Create Testing Environment 34.2 Rick Burke (Infrastructure Lead) [90%]
1.6.3 Support Development Environment 3.8 Rick Burke (Infrastructure Lead) [10%]
1.6.4 Support Testing Environment &
Deployment
46 Rick Burke (Infrastructure Lead)
1.6.5 Support Database 4.6 Sanjay Vohra (DBA) [10%]
1.7 Development & Unit Test
1.7.1 Build Capture Customer Profile Pages &
Components
13 Developer 2 (TBD)
1.7.2 Build View and Search Product Catalog
Pages & Components
12 Developer 3 (TBD)
1.7.3 Build Updating and Calculating Shopping
Cart
7 Developer 3 (TBD)
1.7.4 Build Taking Payments Pages &
Components
6 Developer 2 (TBD)
1.7.5 Build Submit Order Pages & Components 24 Developer 2 (TBD), Developer 3 (TBD)
1.7.6 Build Check Order History & Order Status
Pages & Components
6 Marc Sanders (Development Lead)
1.7.7 Build Logical & Physical Data Model 15.5 Sanjay Vohra (DBA) [50%]
1.7.8 Build ERP Interface 18 Developer 1 (TBD)
1.7.9 Support Development & Assembly Test 46 Ryan Neff (Functional Lead), Stacy Lyle (Functional
Analyst)
. . . . . .
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A&D HIGH TECH (A) KEL156
16 KELLOGG SCHOOL OF MANAGEMENT
Exhibit 8 (continued)
WBS
ID
Task Name
Work
Estimate
(days)
Resource Name
1.8 Testing
1.8.1 Perform Assembly Testing
1.8.1.1 Perform Phase 1 Testing 12 Marc Sanders (Development Lead)
1.8.1.2 Perform Phase 2 Testing 20 Marc Sanders (Development Lead), Developer 1
(TBD), Developer 2 (TBD), Developer 3 (TBD)
1.8.2 Perform System Testing 160 Kara Siposki (Test Lead), Todd Eliason (Tester), Marc
Sanders (Development Lead), Developer 1 (TBD),
Developer 2 (TBD), Developer 3 (TBD), Ryan Neff
(Functional Lead), Stacy Lyle (Functional Analyst)
1.8.3 Perform Validation Testing 80 Kara Siposki (Test Lead), Todd Eliason (Tester), Marc
Sanders (Development Lead), Developer 1 (TBD),
Developer 2 (TBD), Developer 3 (TBD), Ryan Neff
(Functional Lead), Stacy Lyle (Functional Analyst)
1.9 Deployment
1.9.1 Implement System 80 Kara Siposki (Test Lead), Todd Eliason (Tester), Marc
Sanders (Development Lead), Developer 1 (TBD),
Developer 2 (TBD), Developer 3 (TBD), Ryan Neff
(Functional Lead), Stacy Lyle (Functional Analyst)
1.9.2 Deploy To Production 8 Kara Siposki (Test Lead), Todd Eliason (Tester), Marc
Sanders (Development Lead), Developer 1 (TBD),
Developer 2 (TBD), Developer 3 (TBD), Ryan Neff
(Functional Lead), Stacy Lyle (Functional Analyst)
1.9.3 Project Wrap-Up 90 Kara Siposki (Test Lead), Todd Eliason (Tester), Marc
Sanders (Development Lead), Developer 1 (TBD),
Developer 2 (TBD), Developer 3 (TBD), Ryan Neff
(Functional Lead), Stacy Lyle (Functional Analyst),
Rick Burke (Infrastructure Lead)
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A
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This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A
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3
4
1
.6
T
e
ch
n
ic
a
l I
n
fr
a
st
ru
ct
u
re
0
3
5
1
.6
.1
C
re
a
te
D
e
ve
lo
p
m
e
n
t
E
n
vi
ro
n
m
e
n
t
2
0
0
9
R
ic
k
B
u
rk
e
(
In
fr
a
st
ru
ct
u
re
L
e
a
d
)
3
6
1
.6
.2
C
re
a
te
T
e
st
in
g
E
n
vi
ro
n
m
e
n
t
3
4
.2
0
3
5
R
ic
k
B
u
rk
e
(
In
fr
a
st
ru
ct
u
re
L
e
a
d
)
[9
0
%
]
3
7
1
.6
.3
S
u
p
p
o
rt
D
e
ve
lo
p
m
e
n
t
E
n
vi
ro
n
m
e
n
t
3
.8
0
3
5
R
ic
k
B
u
rk
e
(
In
fr
a
st
ru
ct
u
re
L
e
a
d
)
[1
0
%
]
3
8
1
.6
.4
S
u
p
p
o
rt
T
e
st
in
g
E
n
vi
ro
n
m
e
n
t
&
D
e
p
lo
ym
e
n
t
4
6
0
3
6
R
ic
k
B
u
rk
e
(
In
fr
a
st
ru
ct
u
re
L
e
a
d
)
3
9
1
.6
.5
S
u
p
p
o
rt
D
a
ta
b
a
se
4
.6
0
4
7
S
a
n
ja
y
V
o
h
ra
(
D
B
A
)
[1
0
%
]
.
.
.
.
.
.
.
.
.
.
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A
&
D
H
IG
H
T
E
C
H
(
A
)
K
E
L
1
56
K
E
L
L
O
G
G
S
C
H
O
O
L
O
F
M
A
N
A
G
E
M
E
N
T
1
9
E
x
h
ib
it
9
(
co
n
tin
u
e
d
)
T
a
s
k
ID
W
B
S
ID
T
a
s
k
N
a
m
e
W
o
rk
E
st
im
a
te
(d
a
ys
)
L
e
ve
lin
g
D
e
la
y
(e
d
a
ys
)
P
re
d
e
ce
ss
o
rs
R
e
so
u
rc
e
N
a
m
e
4
0
1
.7
D
e
ve
lo
p
m
e
n
t
&
U
n
it
T
e
st
0
3
5
4
1
1
.7
.1
B
u
ild
C
a
p
tu
re
C
u
st
o
m
e
r
P
ro
fil
e
P
a
g
e
s
&
C
o
m
p
o
n
e
n
ts
1
3
0
2
2
D
e
ve
lo
p
e
r
2
(
T
B
D
)
4
2
1
.7
.2
B
u
ild
V
ie
w
a
n
d
S
e
a
rc
h
P
ro
d
u
ct
C
a
ta
lo
g
P
a
g
e
s
&
C
o
m
p
o
n
e
n
ts
1
2
0
2
3
D
e
ve
lo
p
e
r
3
(
T
B
D
)
4
3
1
.7
.3
B
u
ild
U
p
d
a
tin
g
a
n
d
C
a
lc
u
la
tin
g
S
h
o
p
p
in
g
C
a
rt
7
0
2
4
,
4
2
D
e
ve
lo
p
e
r
3
(
T
B
D
)
4
4
1
.7
.4
B
u
ild
T
a
ki
n
g
P
a
ym
e
n
ts
P
a
g
e
s
&
C
o
m
p
o
n
e
n
ts
6
1
4
2
5
D
e
ve
lo
p
e
r
2
(
T
B
D
)
4
5
1
.7
.5
B
u
ild
S
u
b
m
it
O
rd
e
r
P
a
g
e
s
&
C
o
m
p
o
n
e
n
ts
2
4
0
2
6
,
4
1
,
4
2
,
4
3
,
4
4
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
)
4
6
1
.7
.6
B
u
ild
C
h
e
ck
O
rd
e
r
H
is
to
ry
&
O
rd
e
r
S
ta
tu
s
P
a
g
e
s
&
C
o
m
p
o
n
e
n
ts
6
0
2
7
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
)
4
7
1
.7
.7
B
u
ild
L
o
g
ic
a
l &
P
h
ys
ic
a
l D
a
ta
M
o
d
e
l
1
5
.5
0
2
8
S
a
n
ja
y
V
o
h
ra
(
D
B
A
)
[
5
0
%
]
4
8
1
.7
.8
B
u
ild
E
R
P
I
n
te
rf
a
c
e
1
8
0
2
9
D
e
ve
lo
p
e
r
1
(
T
B
D
)
4
9
1
.7
.9
S
u
p
p
o
rt
D
e
ve
lo
p
m
e
n
t
&
A
ss
e
m
b
ly
T
e
st
4
6
0
2
1
R
ya
n
N
e
ff
(
F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
cy
L
yl
e
(
F
u
n
ct
io
n
a
l
A
n
a
ly
s
t)
5
0
1
.8
T
e
st
in
g
0
5
1
1
.8
.1
P
e
rf
o
rm
A
ss
e
m
b
ly
T
e
st
in
g
0
3
1
5
2
1
.8
.1
.1
P
e
rf
o
rm
P
h
a
se
1
T
e
st
in
g
1
2
0
4
1
,
4
2
,
4
3
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
)
5
3
1
.8
.1
.2
P
e
rf
o
rm
P
h
a
se
2
T
e
st
in
g
2
0
0
4
4
,
4
5
,
4
6
,
5
2
,
4
7
,
4
8
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
)
5
4
1
.8
.2
P
e
rf
o
rm
S
ys
te
m
T
e
st
in
g
1
6
0
0
5
1
,
3
2
,
3
3
K
a
ra
S
ip
o
sk
i (
T
e
st
L
e
a
d
),
T
o
d
d
E
lia
so
n
(
T
e
st
e
r)
,
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
),
R
ya
n
N
e
ff
(F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
c
y
L
yl
e
(
F
u
n
ct
io
n
a
l A
n
a
ly
s
t)
5
5
1
.8
.3
P
e
rf
o
rm
V
a
lid
a
tio
n
T
e
st
in
g
8
0
0
5
4
K
a
ra
S
ip
o
sk
i (
T
e
st
L
e
a
d
),
T
o
d
d
E
lia
so
n
(
T
e
st
e
r)
,
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
),
R
ya
n
N
e
ff
(F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
c
y
L
yl
e
(
F
u
n
ct
io
n
a
l A
n
a
ly
s
t)
.
.
.
.
.
.
.
.
.
.
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.
A
&
D
H
IG
H
T
E
C
H
(
A
)
K
E
L
1
56
K
E
L
L
O
G
G
S
C
H
O
O
L
O
F
M
A
N
A
G
E
M
E
N
T
2
0
E
x
h
ib
it
9
(
co
n
tin
u
e
d
)
T
a
s
k
ID
W
B
S
ID
T
a
s
k
N
a
m
e
W
o
rk
E
st
im
a
te
(d
a
ys
)
L
e
ve
lin
g
D
e
la
y
(e
d
a
ys
)
P
re
d
e
ce
ss
o
rs
R
e
so
u
rc
e
N
a
m
e
5
6
1
.9
D
e
p
lo
ym
e
n
t
0
5
0
5
7
1
.9
.1
Im
p
le
m
e
n
t
S
ys
te
m
8
0
0
K
a
ra
S
ip
o
sk
i
(T
e
st
L
e
a
d
),
T
o
d
d
E
lia
so
n
(
T
e
st
e
r)
,
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
),
R
ya
n
N
e
ff
(F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
c
y
L
yl
e
(
F
u
n
ct
io
n
a
l A
n
a
ly
s
t)
5
8
1
.9
.2
D
e
p
lo
y
T
o
P
ro
d
u
ct
io
n
8
0
5
7
K
a
ra
S
ip
o
sk
i (
T
e
st
L
e
a
d
),
T
o
d
d
E
lia
so
n
(
T
e
st
e
r)
,
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
),
R
ya
n
N
e
ff
(F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
c
y
L
yl
e
(
F
u
n
ct
io
n
a
l A
n
a
ly
s
t)
5
9
1
.9
.3
P
ro
je
ct
W
ra
p
-U
p
9
0
0
5
8
K
a
ra
S
ip
o
sk
i
(T
e
st
L
e
a
d
),
T
o
d
d
E
lia
so
n
(
T
e
st
e
r)
,
M
a
rc
S
a
n
d
e
rs
(
D
e
ve
lo
p
m
e
n
t
L
e
a
d
),
D
e
ve
lo
p
e
r
1
(
T
B
D
),
D
e
ve
lo
p
e
r
2
(
T
B
D
),
D
e
ve
lo
p
e
r
3
(
T
B
D
),
R
ya
n
N
e
ff
(F
u
n
ct
io
n
a
l L
e
a
d
),
S
ta
c
y
L
yl
e
(
F
u
n
ct
io
n
a
l A
n
a
ly
s
t)
,
R
ic
k
B
u
rk
e
(
In
fr
a
st
ru
ct
u
re
L
e
a
d
)
This document is authorized for use only by Lava Qurbani in QSO-355-J4707 Resource Estimate & Schedule 21EW4 at Southern New Hampshire University, 2021.