Project Plan: Global Personal Marketplace - DoIT Project Management

This project plan outlines the execution and control of a project, facilitating communication among stakeholders and documenting schedule baselines. It details key assumptions, project approach, work plans, and control plans. The work breakdown structure identifies project tasks, while the staffing plan details resource allocation. The project schedule is presented via a Gantt chart, and the project budget describes cost estimates. Control plans cover communications, quality management, change management, issue management, and risk management. The plan includes a project organization chart and appendices with supporting information like a review team list and detailed plans for each control area. The project aims to improve project management within the Division of Information Technology (DoIT), supporting faculty, staff, and students through IT advancements and outstanding customer service.

Project Plan
Project Name:
Global Personal Marketplace
Prepared By: Name1 - Project Manager
Title: Project Manager
Date: Jul 10, 2018

Project Plan Approval Signatures
Project Name: Project Management Improvement
Project Manager
_______________________________________ __________________
(Signature) (Date)
Name1 - Project Manager
DoIT Project Manager
Division of Information Technology – Systems Engineering and Operations
Project Sponsor
_______________________________________ __________________
(Signature) (Date)
Name2 - Project Sponsor
DoIT Process Manager
Division of Information Technology – CIO Office
Executive Sponsor
_______________________________________ __________________
(Signature) (Date)
Name3 - Executive Sponsor
Associate CIO
Division of Information Technology – CIO Office
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Global Personal Marketplace | Project Plan
Document Change Control
The following is the document control for revisions to this document.
Version
Number
Date of
Issue Author(s) Brief Description of Change
V1.0 July
2005
Name1 - Project
Manager
Approved version.
Definition
The following are definitions of terms, abbreviations and acronyms used in this
document.
Term Definition
CIO Chief Information Officer
DoIT Division of Information Technology
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Global Personal Marketplace | Project Plan
Table of Contents
1. PROJECT PLAN OVERVIEW AND CRITICAL
ASSUMPTIONS....................................................................1
2. PROJECT WORK PLANS.................................................2
2.1 WORK BREAKDOWN STRUCTURE...........................................2
2.2 STAFFING PLAN.................................................................3
2.3 PROJECT SCHEDULE............................................................6
2.4 PROJECT BUDGET...............................................................8
3. PROJECT CONTROL PLANS............................................9
3.1 COMMUNICATIONS PLAN......................................................9
3.2 QUALITY MANAGEMENT PLAN...............................................9
3.3 CHANGE MANAGEMENT PLAN...............................................9
3.4 ISSUE MANAGEMENT PLAN...................................................9
3.5 RISK MANAGEMENT PLAN....................................................9
APPENDIX.......................................................................... 10
A – REVIEW TEAM.................................................................10
B – COMMUNICATIONS PLAN....................................................10
C – QUALITY MANAGEMENT PLAN.............................................10
D – CHANGE MANAGEMENT PLAN.............................................10
E – ISSUE MANAGEMENT PLAN.................................................10
F – Risk Management Plan................................................10
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Global Personal Marketplace | Project Plan
1. Project Plan Overview
The purpose of the Project Plan is to present the detail required to successfully execute
and control the project, facilitate communication among project stakeholders, and
document approved schedule baselines. The project plan is a living document and is
expected to change over time as more information about the project becomes available.
The project plan was developed based upon certain key assumptions as noted in the
Project Charter. Any changes to these assumptions may impact the project schedule,
projected costs, the project scope and/or the project quality. These assumptions are:
 The goals of this project support the vision, mission, and goals of DoIT, helping
faculty, staff and students realize their visions through the use of information
technology.
 The project helps DoIT achieve its goal of outstanding customer service.
 DoIT management actively supports improvements in each of the seven component
areas: framework, tools, project management skills, thinking, culture, politics, and
communication.
 DoIT management and staff comply with specifications for all project management
responsibilities as stated in the “Project Management at DoIT – A Social Contract”
document.
 The timeline is reasonable and doable. The phased rollout supports early success
and continued improvement. The project includes a lengthy implementation as
components are developed and implemented, followed by sustained competency
and improvements in the seven component areas.
 DoIT management assigns key project roles and adequate budget for the
development and implementation of this project.
 Effective, adequate, and appropriate levels of communication occur between DoIT
management, the sponsor, and the project team during all phases of the project.
 The framework deliverable avoids excessive detail to ensure common
understanding, flexibility, and adoption.
 The deliverables of the project are implemented DoIT-wide, supporting many
diverse functional groups, projects, and customers.
Example –Project Plan v2.2 Page 1

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Global Personal Marketplace | Project Plan
Project Approach
This section should outline the way you will roll out the technology, including the
highest level milestones.
For example:
Phase I: Secure agreement with vendors (L3 and Tiburon)
Phase II: Order/Install Equipment
Phase III: Install/Test Software
Phase IV: Conduct Hardware/Software Testing
Phase V: Conduct Training
Phase VI: Implement ARS/AFR
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Global Personal Marketplace | Project Plan
2. Project Work Plans
2.1 Work Breakdown Structure
The work breakdown structure identifies the project’s tasks to provide a framework for
organizing and managing the work of the project.
Global Personal Marketplace –Project Plan v1.0 Page 3
Project
Management
Initiative
Initiate Project
Develop Project
Charter
Plan Project
Develop Work
Plan
Develop Project
Control Plan
Finalize Project
Plan and Gain
Approvals
Develop
Work
Breakdow
n
Develop
Project
Staffing
Plan
Develop
Project
Schedule
Develop
Project
Budget
Develop
Quality
Management
Plan
Define Scope
Define
Requirements
Define High-
Level Roles
Define High-
Level Budget
Identify High-
Level Control
Strategies
Finalize Charter
Develop
Communicatio
n Plan
Execute and
Control Project
Design
Content
formats
Build the
Framework
Test the
Framewor
Design the
Framework
Define
stages
and
activities
Design
web
Delivery
Tool
Write the
content
Review
content for
quality
Build web
tool
prototype
Test
web
usab
Test
cont
usab
Adju
and
cont
base
feed

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Global Personal Marketplace | Project Plan
2.2 Staffing Plan
The purpose of the staffing plan is to make certain the project has sufficient staff with
the right skills and experience to ensure a successful project completion.
Role Requirements
The following is a detailed breakdown of the roles required to execute the project. It
includes: the project role, the project responsibility of the role, skills required, number
of staff required to fulfill the role, the estimated start date and the expected duration
the staff resource will be needed on the project.
Role Project
Responsibility
Skills Required Number
of Staff
Required
Estimated
Start Date
Duration
Required
FY05-06
Project
Team
Project
Manager
Lead team, report
status
Project
Management
1 7/1/05 6 months
Core
Team
Review
deliverables, assure
quality
Project
Management
4 9/1/05 4 months
Content
Developer
Create framework
content
Research and web
writing skills
1 9/1/05 4 months
Web
Designer
Design web-based
performance mgmt
tool
Web design, web
writing skills
1 10/1/05 3 months
Web
Developer
Build the web-
based performance
management tool
Web
development
1 11/1/05 2 months
Review
Team
Evaluate
deliverables,
promote use
Project
Management
experience
20 11/1/05 2 months
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Global Personal Marketplace | Project Plan
Staff Assigned to Roles
The following is a detailed breakdown of the actual staff assigned to the project role, the
amount of Full Time Equivalent (FTE) requested for the role, the actual FTE acquired, the
labor rate and unit of the labor rate for the resource and the source from which the
resource is recruited.
Role Name Requeste
d
FTE
FY05-06
Acquired
FTE
FY05-06
Rate Rat
e
Unit
Source
Project
Team
Project
Manager
Name1 -
Project
Manager
1.00 1.00 $85 hou
r
DoIT - Systems
Engineering
Operations
Core
Team
Name4 .10 .10 $70 hou
r
DoIT- Network Services
Name5 .10 .10 $70 hou
r
DoIT – Enterprise
Internet Services
Name6 .10 .10 $70 hou
r
DoIT–Data Resource
Management
Technologies
Content
Developer
Name6 .90 .90 $70 hou
r
DoIT–Data Resource
Management
Technologies
Web
Designer
Name7 .05 .05 $75 hou
r
Academic Technology
Solutions
Web
Developer
tbd .05 .00 $65 hou
r
Academic Technology
Solutions
Review
Team
(20
reviewers
)
Various
Project
Managers
.10 .10 $70 hou
r
See Appendix A for
detail list
Total 2.40 2.35
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Global Personal Marketplace | Project Plan
Staff Resource Loading Chart
The following includes the estimated effort in Full Time Equivalent (FTE) days required
by month for each staff resource assigned to the project.
FY05-06 FTE in Days
Role
Number
of Staff
Required
July Aug Sept Oct Nov Dec Total
Project Manager 1 15.00 15.00 15.00 15.00 15.00 15.00 90.00
Core Team
Members
4 4.50 4.50 4.50 4.50 18.00
Content
Developer
1 13.50 13.50 13.50 13.50 54.00
Web Designer 1 3.50 1.50 1.50 6.50
Web Developer 1 5.00 5.00 10.00
Review Team 20 10.00 10.00 20.00
Total 15.00 15.00 33.00 36.50 49.50 49.50 198.50
Training Needs
The following are the detailed training needs to bring staff to a level of skill required for
project execution.
Role/Staff Resource Training Need Timefram
e Needed
Anticipate
d Cost
Suggested
Vendor/Method
Content Developer
– Name6
Writing For Web By
10/1/05
$2000 Vendor -
Information
Mapping
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Global Personal Marketplace | Project Plan
PROJECT ORGANIZATION CHART
The project organization chart is a graphical picture of the organization and reporting
relationships of the project.
Global Personal Marketplace –Project Plan v1.0 Page 7
DoIT
CIO Office
Stakeholder
Tech
Directors
Project Sponsor
Name2 - Project
Sponsor
Network
Services
Core Team
Name4
Enterprise
Internet
Services
Core Team
Name5
Academic
Technology
Solutions
Web
Designer
Name7
Academic
Technology
Solutions
Web
Developer
tbd
Various DoIT
Departments
Reviewers
See
appendix for
full list
System
Engineering
and
Operations
Core Team/
Content
Developer
Name6
Stakeholder
Operations
Directors
Stakeholder
Round Table
Project Manager
Name1 - Project
Manager Stakeholder
MTeam
DoIT Management
Project Team

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Global Personal Marketplace | Project Plan
2.3 Project Schedule
This section includes a Gantt chart and a project schedule for the project.
Gantt Chart
The Gantt chart graphically represents a project by showing each task as a horizontal bar whose
length is the time needed to complete the task.
Project Management Improvement Project – Phase 1
2005 2006
June July August Sept Oct Nov Dec Jan
1 Initiate Project
1.1 Develop Project Charter
2 Plan the Project
2.1 Develop Work Plan
2.2 Develop Project Control Plan
2.3 Finalize Project Plan and Gain
Approvals
3 Execute and Control
3.1 Design Framework
3.2 Build the Framework
3.3 Test the Framework
3.4 Implement Framework
4 Close the Project
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Global Personal Marketplace | Project Plan
Project Schedule
The project schedule includes milestones, task dependencies, task duration, delivery dates, and
staff resources assigned to complete the tasks.
Project Management
Improvement Project –
Phase 1
Effort
Estimate
in Days
Planned
Start
Date
Planned
End Date
Resource
1 Initiate Project
1.1 Develop Project Charter
1.1.1 Define Scope
4.00 06/01/05 06/08/05
Name1 - Project Manager,
Core Team
1.1.2 Define Requirements
3.00 06/09/05 06/15/05
Name1 - Project Manager,
Core Team
1.1.3 Identify High-Level Roles 0.25 06/16/05 06/17/05 Name1 - Project Manager
1.1.4 Develop High-Level Budget 1.00 06/16/05 06/20/05 Name1 - Project Manager
1.1.5 Identify High-Level Control
Strategies 0.50 06/21/05 06/21/05 Name1 - Project Manager
1.1.6 Finalize Charter and Gain
Approvals 2.00 06/21/05 06/30/05 Name1 - Project Manager
1.1.6.1 Consolidate and Publish
Project Charter 1.00 06/21/05 06/23/05 Name1 - Project Manager
1.1.6.2 Hold Review Meeting 0.50 06/24/05 06/24/05 Name1 - Project Manager
1.1.6.3 Revise Project charter 0.50 06/27/05 06/28/05 Name1 - Project Manager
1.1.6.4 Gain approvals 0.50 06/29/05 06/30/05 Name1 - Project Manager
2 Plan Project
2.1 Develop Work Plan
2.1.1 Develop Work Breakdown
Structure 2.00 07/01/05 07/06/05 Name1 - Project Manager
2.1.2 Develop Project Staffing Plan 2.00 07/07/05 07/11/05 Name1 - Project Manager
2.1.3 Develop Project Schedule 3.00 07/12/05 07/14/05 Name1 - Project Manager
2.1.4 Develop Project Budget 3.00 07/15/05 07/20/05 Name1 - Project Manager
2.2 Develop Project Control Plan
2.2.1 Develop Communication Plan 1.50 07/15/05 07/17/05 Name1 - Project Manager
2.2.2 Develop Quality Management
Plan 1.50 07/17/05 07/21/05 Name1 - Project Manager
2.3 Finalize Project Plan and
Gain Approvals 5.00 07/22/05 07/29/05 Name1 - Project Manager
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Global Personal Marketplace | Project Plan
Project Management
Improvement Project –
Phase 1
Effort
Estimate
in Days
Planned
Start
Date
Planned
End Date
Resource
3 Execute and Control Project
3.1 Design Framework
3.1.1 Define framework stages and
activities 5.00 08/01/05 08/15/05
Name1 - Project Manager,
core team
3.1.2 Design framework content
formats 1.00 08/16/05 08/18/05 Name7, Name6
3.1.3 Design web framework
delivery tool 2.00 08/19/05 08/31/05 Name7
3.2 Build the Framework
3.2.1 Write the framework content 65.00 09/01/05 10/31/05 Name6
3.2.2 Review framework content
for quality 12.00 09/15/05 10/21/05
Name1 - Project Manager,
core team, review team
3.2.3 Build web tool prototype 20.00 08/19/05 08/31/05 Name7, web developer
3.3 Test the Framework
3.3.1 Test usability of web tool 4.00 09/19/05 11/25/05 core team, review team
3.3.2 Test usability of content 4.00 10/19/05 11/25/05 core team, review team
3.3.3 Adjust framework based on
user feedback 5.00 11/18/05 11/30/05 Name6, Name7
3.4 Implement Framework
3.4.1 Move framework to
production environment 5.00 12/01/05 12/16/05 Name1 - Project Manager
3.4.2 Announce availability of
framework 0.50 12/19/05 12/30/05 Name1 - Project Manager
4 Close the Project
4.1 Conduct Post-Project Review
5.00 01/03/06 01/10/06
Name1 - Project Manager,
core team, review team
4.2 Celebrate
0.50 01/13/05 01/13/05
Name1 - Project Manager,
core team, review team
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Global Personal Marketplace | Project Plan
2.4 Project Budget
The project budget describes cost and budget needed to complete the project tasks. It
may include cost and budget for ongoing support after project completion.
Budget during the life of the Project
The budget below provides the detail estimates for labor, material and other items for
the duration of the project.
Line Item FY05-06 FY06-07
Labor Materi
al
Othe
r
FY
Total
Labor Materi
al
Othe
r
FY
Total
Phase I
1. Initiate Project
1.1 Develop Project
Charter
$8,600 $0 $8,600 $0 $0 $0 $0
2. Plan the Project
2.1 Develop Work Plan
2.2 Develop Project
Control Plan
$15,00
0
$0 $15,00
0
2,000 $0 $0 $2,000
2.3 Finalize Project Plan $5,000 0 $5,000 $0 $0 $0 $0
3. Execute and Control
Project
3.1 Design Framework $5,000 $0 $5,000
3.2 Build Framework $65,00
0
$0 $200
0
$67,00
0
20,000 $0 $0
$20,00
0
3.3 Test the Framework $30,00
0
$0 $0 $30,00
0
10,000 $0 $0
$10,00
0
3.4 Implement the
Framework
$0 $0 $0 $0 $4,500 $0 $0 $4,500
4. Close the Project $0 $0 $0 $0 $5,000 $0 $0 $5,000
Total $128,6
00
$0 $2,0
00
$130,6
00 $41,50
0
$0 $0
$41,50
0
Total Project Budget
$172,100
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Global Personal Marketplace | Project Plan
On-going Support Budget after Project Completion
The on-going support budget is the detail estimates for on-going support after project
completion.
Line Item FY05-06 FY06-07 Total Budget
Support Labor $5,000 $5,000 $10,000
Total Two-Year Support
Budget
$5,000 $5,000 $10,000
Comments: Support Labor includes an estimate for minimal support provided for case
escalation from Help Desk assistance to users of the Project Management Advisor web
site and an estimate for a staff resource to make small updates or corrections if
problems are found.
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Global Personal Marketplace | Project Plan
3. Project Control Plans
Project Control Plans provide the basis to control and monitor the progress of the
project.
The Project Control Plan includes the following detail plans that can be found in the
Appendixes:
Business Goals and Objectives
The business goals and objectives for this project will focus on implementing
mobile technology that:
 Improves officer, firefighter and citizen safety.
 Facilitates coordination and information sharing both internal and external to
the participating organizations.
 Enhances the ability and effectiveness of staff to perform their jobs.
 Facilitates coordinated crime prevention and reduction.
 Provides high levels of data security.
 Provides an open, flexible, reliable technology base for the future.
 Facilitates the electronic capture of data at its source.
 Is easy to use.
 Eliminate redundant data entry throughout the organization.
Project Goals and Objectives
Sample project goals and objectives:
 Ensure that end users have input into the design process.
 Accomplish project business goals and objectives within defined budget and
time parameters.
 Minimize impact to standard business operations within the affected units.
 Craft a favorable and secure agreement between the Department and the
selected vendor.
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Global Personal Marketplace | Project Plan
Risk Assessment
The initial Risk Assessment (following page) attempts to identify, characterize,
prioritize and document a mitigation approach relative to those risks which can be
identified prior to the start of the project.
The Risk Assessment will be continuously monitored and updated throughout the
life of the project, with monthly assessments included in the status report (see
Communications Plan) and open to amendment by the Project Manager.
Because mitigation approaches must be agreed upon by project leadership (based
on the assessed impact of the risk, the project’s ability to accept the risk, and the
feasibility of mitigating the risk), it is necessary to allocate time into each Steering
Committee meeting, dedicated to identifying new risks and discussing mitigation
strategies.
The Project Manager will convey amendments and recommended contingencies to
the Steering Committee monthly, or more frequently, as conditions may warrant.
Issue Management
The information contained within the Project Plan will likely change as the project
progresses. While change is both certain and required, it is important to note that
any changes to the Project Plan will impact at least one of three critical success
factors: Available Time, Available Resources (Financial, Personnel), or Project
Quality. The decision by which to make modifications to the Project Plan (including
project scope and resources) should be coordinated using the following process:
Step 1: As soon as a change which impacts project scope, schedule, staffing or
spending is identified, the Project Manager will document the issue.
Step 2: The Project Manager will review the change and determine the
associated impact to the project and will forward the issue, along with a
recommendation, to the Steering Committee for review and decision.
Step 3: Upon receipt, the Steering Committee should reach a consensus opinion
on whether to approve, reject or modify the request based upon the
information contained within the project website, the Project Manager’s
recommendation and their own judgment. Should the Steering
Committee be unable to reach consensus on the approval or denial of a
change, the issue will be forwarded to the Project Sponsor, with a written
summation of the issue, for ultimate resolution.
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Global Personal Marketplace | Project Plan
Step 4: If required under the decision matrix or due to a lack of consensus, the
Project Sponsor shall review the issue(s) and render a final decision on
the approval or denial of a change.
Step 5: Following an approval or denial (by the Steering Committee or Project
Sponsor), the Project Manager will notify the original requestor of the
action taken. There is no appeal process.
Communications Plan
Disseminating knowledge about the project is essential to the project’s success. Project
participants desire knowledge of what the status of the project is and how they are
affected. Furthermore, they are anxious to participate. The more that people are
educated about the progress of the project and how it will help them in the future, the
more they are likely to participate and benefit.
This plan provides a framework for informing, involving, and obtaining buy-in from all
participants throughout the duration of the project.
Audience This communication plan is for the following audiences:
 Project Sponsor
 Steering Committee
 Project Manager
 User Group Participants
 Subject Matter Experts
Communications Methodology The communications methodology utilizes three directions
for effective communication:
Top-Down It is absolutely crucial that all participants in this project sense the
executive support and guidance for this effort. The executive leadership of the
organization needs to speak with a unified, enthusiastic voice about the project
and what it holds for everyone involved. This will be 'hands-on' change
management, if it is to be successful. Not only will the executives need to speak
directly to all levels of the organization, they will also need to listen directly to all
levels of the organization, as well.
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Global Personal Marketplace | Project Plan
The transition from the project management practices of today to the practices
envisioned for tomorrow will be driven by a sure and convinced leadership
focused on a vision and guided by clearly defined, strategic, measurable goals.
Bottom-Up To ensure the buy-in and confidence of the personnel involved in
bringing the proposed changes to reality, it will be important to communicate
the way in which the solutions were created. If the perception in the
organization is that only the Steering Committee created the proposed changes,
resistance is likely to occur. However, if it is understood that all participants were
consulted, acceptance seems more promising.
Middle-Out Full support at all levels, where the changes will have to be
implemented, is important to sustainable improvement. At this level (as with all
levels), there must be an effort to find and communicate the specific benefits of
the changes. People need a personal stake in the success of the project
management practices.
Communications Outreach The following is a list of communication events that are
established for this project:
Monthly Status Reports The Project Manager shall provide monthly written
status reports to the Steering Committee. The reports shall include the following
information tracked against the Project Plan:
- Summary of tasks completed in previous month
- Summary of tasks scheduled for completion in the next month
- Summary of issue status and resolutions
Monthly Steering Committee Meeting These status meetings are held at least
once per month and are coordinated by the Project Manager. Every member of
the Steering Committee participates in the meeting. The Project Manager sends
the status report to each member of the team prior to the meeting time so
everyone can review it in advance.
Bi-Monthly Project Team Status Meeting These status meetings are held every
other month. Every member of the Project Team will be invited to participate in
the meeting. Project Manager sends the status report to each member of the
team prior to the meeting so everyone can review it in advance.
Website Use User Group Participants and Subject Matter Experts
may be updated monthly at the discretion of the Project Manager. Information
will be posted to the project’s website.
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Global Personal Marketplace | Project Plan
Initial Project Risk Assessment
Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Project Size
Person Hours H: Over 20,000 Certainty Assigned Project Manager,
engaged consultant,
comprehensive project
management approach and
communications plan
Estimated Project
Schedule
H: Over 12 months Certainty Created comprehensive
project timeline with frequent
baseline reviews
Team Size at Peak H: Over 15 members Certainty Comprehensive
communications plan,
frequent meetings, tight
project management oversight
Number of Interfaces to
Existing Systems
Affected
H: Over 3 Certainty Develop interface control
document immediately
Project Definition
Narrow Knowledge
Level of Users
M: Knowledgeable of
user area only
Likely Assigned Project Manager(s) to
assess global implications
Available
documentation clouds
establishment of
baseline
M: More than 75%
complete/current
Likely Balance of information to be
gathered by consultant
Project Scope Creep L: Scope generally
defined, subject to
revision
Unlikely Scope intially defined in
project plan, reviewed
monthly by three groups
(Project Manager and Steering
Committee) to prevent
undetected scope creep
Consultant Project
Deliverables unclear
L: Well defined Unlikely Included in project plan,
subject to amendment
Vendor Project
Deliverables
M: Estimated, not
clearly defined
Somewhat
likely
Included in project plan,
subject to amendment
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Global Personal Marketplace | Project Plan
Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Cost Estimates
Unrealistic
L: Thoroughly
predicted by industry
experts using proven
practices to 15%
margin of error
Unlikely Included in project plan,
subject to amendment as new
details regarding project scope
are revealed
Timeline Estimates
Unrealistic
M: Timeline assumes
no derailment
Somewhat
likely
Timeline reviewed monthly by
three groups (Project Manager
and Steering Committee) to
prevent undetected timeline
departures
Number of Team
Members
Unknowledgeable of
Business
L: Team well versed
in business
operations impacted
by technology
Unlikely Project Manager and
consultant to identify
knowledge gaps and provide
training, as necessary
Project Leadership
Steering Committee
existence
L: Identified and
enthusiastic
Unlikely Frequently seek feedback to
ensure continued support
Absence of Commitment
Level/Attitude of
Management
L: Understands value
& supports project
Unlikely Frequently seek feedback to
ensure continued support
Absence of Commitment
Level/Attitude of Users
L: Understands value
& supports project
Unlikely Frequently seek feedback to
ensure continued support
Absence of Mid-
Management
Commitment
L: Most understand
value & support
project
Unlikely Frequently seek feedback to
ensure continued support
Project Staffing
Project Team Availability M: Distributed team
makes availability
questionable
Somewhat
likely
Continuous review of project
momentum by all levels.
Consultant to identify any
impacts caused by
unavailability. If necessary,
increase committmment by
participants to full time status
Physical Location of
Team prevents effective
management
M: Team is dispersed
among several sites
Likely Use of Intranet project website,
comprehensive
Communications Plan
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Global Personal Marketplace | Project Plan
Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Project Team’s Shared
Work Experience creates
poor working
relationship
M: Some have
worked together
before
Somewhat
likely
Comprehensive
Communications Plan
Weak User Participation
on Project Team
L: Users are part-time
team members
Unlikely User Group Participants
coordinated by full time
employee
Project Management
Procurement
Methodology Used
foreign to team
L: Procurement
Methodology familiar
to team
Unlikely N/A
Change Management
Procedures undefined
L: Well-defined Unlikely N/A
Quality Management
Procedures unclear
L: Well-defined and
accepted
Unlikely N/A
Software Vendor
Number of Times Team
Has Done Prior Work
with Vendor Creates
Foreign Relationship
H: Never Certainty A comprehensive vendor
evaluation and selection
process (incorporated into
Project Plan) will be employed
to predict and define the
relationship between the
department and the vendor
Team’s Lack of
Knowledge of Package
M: Conceptual
understanding
Somewhat
likely
Comprehensive vendor
evaluation and selection
process incorporated into
Project Plan will assist the team
in better understanding the
package offering(s)
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Global Personal Marketplace | Project Plan
Risk Risk Level
L/M/H
Likelihood
of Event
Mitigation Strategy
Poor Functional Match
of Package to Initial
System Requirements
L: Minimal
customization
required
Unlikely Although a package has not yet
been selected, the Consultant
has compared the initial
requirements with available
functionality and determined
that a functional match to the
initial requirements is very
likely. Vendor selection will be
based, in part, on how well the
proposed application matches
defined functional
specifications.
Team’s Involvement in
Package Selection
Impacts Success of
Implementation
L: High involvement
in selection
Unlikely Comprehensive vendor
evaluation and selection
process incorporated into
Project Plan
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Reference:
[1] Ainamo, A., Pantzar, M., “Design for the Information Society: What Can we Learn
from the Nokia Experience?”, The Design Journal, Vol. 3, No. 2, pp. 15-26.
[2] Berkowitz, M. 1987, ‘Product Shape as a Design Innovation Strategy’, Journal of
Product Innovation Management , 4, p. 274-283.
[3] Black, C.D., Baker, M. 1987 Success through design. Design Studies, 8 (4), p. 207-216.
[4] Bono, Edward de 1993, Sur/petition. Creating Value Monopolies When Everyone
Else is Merely Competing, London, HarperCollins.
[5] Brown, John Seely, Paul Duguid 2000, The Social Life of Information, Boston
Mass., Harvard Business School Press.
[6] Brown, Stephen 2003, Free Gift Inside!! Forget the Customer. Develop Marketease,
Chichester, Capstone.
[7] Brown, Stephen, Anthony Patterson (eds.) 2000, Imagining Marketing. Art,
aesthetics and the avantgarde, London, Routledge.
[8] CBS 2003, De Digitale Economie 2003, Voorburg/Heerlen, CBS.
Ciborra, Claudio 2002, The Labyrinths of Information, Oxford, Oxford University
Press.
[9] Conran, Terence 1996, Terence Conran on Design,, London, Conran Octopus.
Design Innovation Group, 1989, Commercial Impacts of Design (CID) Project,
Questionnaire of the Design Innovation Group: The Open University/Umist, Milton
Keynes.
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