Communication Matrix: Please use the attached project to get a list of the stakeholder and a copy of the project
case_4_team_1__kisha_.docx
Unformatted Attachment Preview
GOVERNMENT NOT FOR PROFIT
LOGANVILLE, SOUTH CAROLINA
PROJECT MANAGEMENT PLAN
26 October 2019
Version 1
Government Not for Profit
Loganville, South Carolina
Rolando Perez
Dillon Russell
John Floyd
Park University
PM692
Dr. Jose Santos-Romeu, PhD
VERSION HISTORY
Version
#
Implemented
By (name of
individual or
as a team)
Revision
Date
1.0
Team 1
26 Oct
2019
2.0
Team 1
3 Nov
2019
Approved
By PM (Y
or N)
Approval
Date
Reason
(Why the
change?)
Application
of PM691
Project
TABLE OF CONTENTS
TOPIC
PAGE
Title Page
1
Version History
2
Table of Contents
3
1.
INTEGRATION MANAGEMENT
1.1. Team Charter
6
6
1.1.1. Project Objectives
6
1.1.2. Key Project Stakeholders
6
1.1.3. Core Team Principles
7
1.1.4. Key Team Members
7
1.1.5. Key Measurements of Project Success
8
1.1.6. Team Acknowledgements
9
1.1.7. Deliverables
10
1.2. Project Charter
11
1.2.1. Purpose of the Project
11
1.2.2. Project Description
11
1.2.3. Project Assumptions
1.2.4. Project Constraints
2.
11
12
SCOPE MANAGEMENT
13
2.1. Work Breakdown Structure
13
2.2. Work Breakdown Structure-PM691 Modifications
14
2.3. Change Management Plan
14
2.3.1. Definitions of Change
14
2.3.2. Change Control Board
15
2.3.3. Roles and Responsibilities
16
2.3.4. Change Control Process
17
2.3.5. Change Authority
17
2.3.6. Change Control Form
2.3.7. Change Control Log
18
19
2.4. Deployment Plan
3.
19
2.4.1. Technical Systems
19
2.4.2. Procurement of Shelter and Supplies
21
2.4.3. Communication Plan
22
2.4.4. Training
23
2.4.5. Final Handoff and Approval
24
QUALITY MANAGEMENT
25
3.1. Technical Systems
26
3.2. Shelter, Clinic, and Supply
27
3.3. Communication Plan
28
3.4. Training
29
3.4.1. Emergency Response Drill
4.
30
TIME MANAGEMENT PLAN
32
4.1. Overview of Time Management
32
4.2. Schedule Plan
33
4.2.1. Schedule Compression
33
4.2.2. Project Baseline
34
4.2.3. Dependencies at Risk
5.
35
4.2.4. Resource Optimization
35
4.2.5. Critical Path
36
4.2.6. Gantt Chart
36
COST MANAGEMET PLAN
36
5.1. Overview of Cost Management
36
5.2. Cost Risk
37
5.2.1. Contingency Reserves
5.2.2. Management Reserves
5.3. Cost Estimate
5.3.1. Cost Estimating Techniques
6.
38
38
39
39
5.3.2. Earned Value Management
39
UNEXPECTED EVENTS/ADDITIONAL WORK
42
6.1. Executive Summary of Unexpected Event One
42
6.1.1. Impact of Unexpected Events One
Technical Systems
42
42
Shelter, Clinic, and Supply
42
Communication Plan
43
Training
43
6.2. Executive Summary of Additional Work One
43
6.2.1. Impact of Additional Work One
43
Technical Systems
43
Shelter, Clinic, and Supply
43
Communication Plan
44
Training
44
6.3. Executive Summary of Unexpected Event Two
6.3.1. Losing Resource ABC Software Consultants
44
45
6.3.2. Losing Resource Populationfinder.com
45
6.4. Executive Summary of Additional Work Two
45
6.4.1. Impact of Losing ABC Software Consultants
46
6.4.2. Impact of Losing Populationfinder.com
46
6.5. Revised WBS
46
6.6. Overall Conclusion to Project
47
6.7. Completed Change Request Form
47
6.8. Change Log – Change One
47
7.
HUMAN RESOURCE MANAGEMENT
47
8.
COMMUNICATIONS MANAGEMENT
47
9.
RISK MANAGEMENT
47
10.
PROCUREMENT MANAGEMENT
47
11.
STAKEHOLDER MANAGEMENT
47
APPENDIX A: REFERENCES
48
APPENDIX B: CHANGE REQUEST FORM
50
APPENDIX C: CHANGE LOG
51
APPENDIX D: COMPLETED CHANGE REQUEST FORM
52
APPENDIX E: COMPLETED CHANGE LOG
53
1. INTEGRATION MANAGEMENT
1.1. Team 2: Project Team Charter
1.1.1. Project Objectives:
●
Designate emergency supply location storage areas
●
Designate shelters
●
Upgrade the Warning System and Signals
●
Upgrade the 911 System
●
Create a Communication Plan for disaster response
●
Train volunteers and public officials
●
Perform at least one practice drill simulating a disaster – this will require
coordination with all local hospitals
1.1.2. Key Project Stakeholders:
Stakeholder
Kelly
Powers
Title
Phone
Number
E-mail address
Loganville
864-234-5876 K.Powers@loganville.com
ERP
Representative
Tom Cool
Loganville
Mayor
864-234-4866
T.Cool@loganville.com
Christina
Rush
Loganville
Police Chief
864-656-0484
C.Rush@loganville.com
John
Dogood
Loganville
Fire Chief
(HAZMAT
Safety
Officer)
864-656-7389
J.
Dogood@loganville.com
Sarah Little
Loganville
864-234-4875
Board
Representative
of Emergency
Clinic
S.Little@loganville.com
Chris Bridge
Loganville
864-656-1297
President of
Neighborhood
Watch
Cbridge78@gmail.com
Allen Dudge
S. Carolina
864-932-0347
Representative
of the
Governor
Allen.Dudge@SCG.gov
Bridget
Smith
Coast Guard
Liaison
564-948-9858
Smith.B@USCG.gov
Earl Glass
Homeland
564-948-4635
Security
Representative
Glass.E@USHS.gov
Elizabeth
Miller
FEMA
104-374-5739
Representative
E.Miller@FEMA.gov
1.1.3. Core Team Principles:
●
Team member communication and responsiveness
○
Team member will respond to questions and action items within 24 hours.
○
Team member will inform the team of travel or communication issues that
would arise during the course of the project
●
City of Loganville Emergency Response Plan
●
○
Systems all up-to-date and functional
○
Training of community personnel
○
Complete sets of drawings and specifications for each type of emergency
Adhering to the strict budget constraints of the Loganville community
○
Ensuring that all expenses are communicated to the team and taken
accordingly
1.1.4. Key Team Members:
Key Team Members
Dillon Russell
John Floyd
Rolando Perez
Rolando Perez
Role
Responsibilities
Project Manager Scope, and Financial Responsibilities
Technical Systems
Update/upgrade of the warning system,
Expert
signal system, and 911 system
Emergency Response
Training of the Volunteers and City officials,
Trainer
DRE (Disaster Recovery Exercise)
Communications
Draft communication plan and responsible
Specialist
for printed material
Dillon Russell
John Floyd
Procurement
Designate Shelters and procurement
Specialist
of Emergency Supplies
Community Liaison
Coordination of government and community
officials, customer negotiations, point of contact
Key Team Members
Project Team Charter and Project Charter
Responsibilities
Dillon Russell
Review and update Project Description-Budget and
length of project from PM690/691 final
Dillon Russell
Review and update Project Assumptions from
PM690/691 final
Rolando Perez
Review and update Purpose of Project from
PM690/691 final
Rolando Perez
Review and update Project Constraints from
PM690/691 final
John Floyd
Review and update Rewrite of the Team Charter and
Formation of Charter, Submission from PM690/691
final
John Floyd
Review and update Project Description-executive
summary, outputs of project, customer requirements
from PM690/691 final
1.1.5 Key measurements of project success:
●
Ensured that the emergency response plan was implemented no later than nine
Months from planned start date of 08/26/2019.
●
Shelters and emergency evacuation routes established
●
Implemented project does not exceed $735,000.00
●
Annual disaster recovery exercise plan established
●
Communication plan completed
●
Emergency systems are upgraded and ready for use
●
Successfully completed execution of disaster recovery exercise plan
1.1.6 Team acknowledgements:
Key Team
Members
Dillon Russell
Rolando Perez
John Floyd
Statement of contribution
·
Review/Proof all team
deliverables before submission
·
Attend and participate in weekly
ZOOM meetings
·
Complete individual and team
tasks by deadlines
·
Promptly respond to all
communications
·
Attend and participate in weekly
ZOOM meetings
·
Complete individual and team
tasks by deadlines
·
Promptly respond to all
communications
·
Attend and participate in weekly
ZOOM meetings
·
Complete individual and team
tasks by deadlines
·
Promptly respond to all
communications
1.1.7 Deliverables:
Key Team
Members
Risk Management Plan Responsibilities
Rolando Perez
Resource optimization, Contribute to WBS
Dillon Russell
Formation of Schedule Plan, Contribute to
WBS
John Floyd
Project baseline, Dependencies that are at
risk
Key Team
Members
Stakeholder Management Plan
Responsibilities
Dillon Russell
WBS
Rolando Perez
Overview of Risk Management
John Floyd
Key Team
Members
Dillon Russell
John Floyd
Rolando Perez
Overview of Stakeholder Management
Final Presentation
Introduction, Agenda, Project Overview,
Conclusion, Reference Page.
Risk Management Plan, Additional Work,
Stakeholder Management Plan.
1.2. PROJECT CHARTER
1.2.1. Purpose of the Project:
With hurricane season in effect and terrorist attacks on the rise, the City of Loganville is
more concerned than ever with the safety of its community. The purpose of this project
is to thoroughly develop an efficient emergency evacuation plan in response to any
extreme weather conditions as well as any acts of terror.
1.2.2. Project Description:
Catastrophic Disasters Inc. has been awarded a single source contract to plan and manage
a project to develop and implement an emergency response plan for City of Loganville.
This project is for our firm to provide an emergency response plan including detailed plan
documentation, process improvements to Loganville’s current plan, training of local
officials and volunteers, and at one emergency response simulation test for Loganville
City.
Steps for project completion:
●
Analyze the current response plan
●
Research cities similar to Loganville, South Carolina and their response
plans and provide high-level recommendations on the revised response plan.
●
Create a project plan to develop and administer an emergency response
plan for the city of Loganville.
It is Catastrophic Disasters Inc.’s estimate that the work will take 5 to 9 months. You
should consider this to be a not to exceed time limit.
Project Overview: Develop and implement an emergency response plan for the City of
Loganville, South Carolina.
Cost Baseline Estimate: The cost baseline for this project is $735,000.00.
Total Project Budget: The total budget for this project is $785,000.00.
1.2.3. Project Assumptions:
General:
●
Budget will cover project costs.
●
Resources will be available.
●
Loganville officials will be ready to review and accept Catastrophic
Disasters Inc. proposal; Personnel will be willing and able to work on a project as
assigned.
Technology:
●
Team will participate in the South Carolina statewide program to
implement full NG9-1-1 system (Kimball, 2016).
●
E911 system remains functional; a working 911 system will remain in
effect during the project (VITA, 2018, p.14).
●
State funding for 911 system upgrade will be approved.
Communication:
●
Loganville has existing communication channels for Catastrophic
Disasters Inc. to utilize during the project.
●
Loganville will fund airtime for Catastrophic Disasters Inc. to use
electronic communication (TV, radio).
●
Loganville will provide printing supplies to Catastrophic Disasters Inc. for
community communication.
Emergency Shelter and Supplies:
●
Emergency supply locations will be established.
●
Loganville can shelter people during an emergency.
●
Loganville has a clinic large enough to accommodate disaster triage.
●
City emergency supply kits are commercially available.
Training:
●
City personnel will be given Emergency Response Plan (ERP) training per
Catastrophic Disasters Inc. recommendation.
1.2.4. Project Constraints:
General:
●
The ERP provided by Catastrophic Disasters Inc. provides general
guidelines for the creation and implementation of an emergency response plan for
the city of Loganville, South Carolina. Catastrophic Disasters Inc. does not have
the authority to supervise and manage the implementation of the plan.
Technology:
●
The Updated 911 system must be developed using the National
Emergency Response Number.
●
IT professionals must be trained on the proper maintenance and use of the
updated system.
●
Association (NENA i3) standard to be compatible with the statewide
system (NENA, 2016).
Emergency Shelter and Supplies:
●
Clinic will not be able to handle mass medical emergencies.
●
City of Loganville does not have the authority to operate outside the city
limits.
●
Considerations in regards to Medical Supplies, Generators, Heavy
Equipment, Vehicles, and Manpower will be made within the scope of the budget.
Communication:
●
Replacement of current system not feasible due to budget constraints.
●
Upgrade of existing system will be required.
●
Current system does not have the range required to transmit to remote
areas of the county.
Training:
●
Budget for the annual training requirements and evaluations not
considered within the scope of the emergency response plan.
2. SCOPE MANAGEMENT
2.1. Work Breakdown Structure
Modifications to the existing Work Breakdown Structure (WBS) included adding a cost column
for all tasks and assigning an allocated dollar value for each main task. Adding in the CBS
allows the project team to evaluate if the project is on track based on the percentage of the
project completed.
2.2. Work Breakdown Structure-PM691 Modifications
The triple constraint in project management consists of Scope, Time, and Cost with changes to
any of these constraints affecting the quality of the product or service (What is the Project,
2019). By including time and cost management plans into the Work Breakdown Structure
(WBS), the project manager is able to use estimating and forecasting techniques to create a
project baseline. This baseline then serves as a point of reference to measure actual work
performance against to determine if the project is on target to meet each the triple constraints.
Jason Westland (2018) states, “The Triple Constraint is a model that helps managers know what
trade-offs are going to work and what impact they’ll have on other aspects of the project” (para.
9). As each step in the project is completed, changes may have to be made to keep the project on
target. Time and cost are two pillars used to measure if a project is a success or a failure.
2.3. Change Management Plan
The Change Management plan for the Emergency Response Plan for the city of
Loganville, South Carolina; will establish that all proposed changes are defined,
reviewed, and agreed upon so they can be effectively implemented and communicated to
all stakeholders. This plan will also ensure that only changes within the scope of this
project are approved and implemented.
The Change Management plan consists of three areas:
●
Ensure changes are within the scope and add value to the project
●
Regulate how the change will be implemented
●
Manage the change as it is implemented
The Change Management plan has been designed to make sure this plan is utilized for all
changes to this project. The Emergency Response Plan Project Team will prevent
unnecessary change from occurring and focus its resources only on beneficial changes
within the project scope.
2.3.1. Definitions of Change:
Changes may be requested and considered for the Emergency Response Plan. Depending
on the extent and nature of proposed changes, changes to the project documentation will
be needed, and stakeholders notified.
Types of change may include but are not limited to:
●
Time Change: These are changes that will impact the approved project
schedule. These changes may require moving up, extending, or re-developing the
schedule depending on the significance of the impact. The timeline for the project
cannot be extended beyond 9 months due to the original contract with the city of
Loganville SC.
●
Budget Changes: Changes which will require the approved project budget
to be reconsidered. The budget cannot exceed $735,000.
●
Scope Changes: changes which impact the project’s scope. These may be
the result of unforeseen requirements which were not initially included. These
changes may also affect the budget and Time.
These changes might require revision to Work Breakout Structure (WBS), Statement of
Project Scope, and another project documentation as necessary.
Major Changes: These should be documented as a Project Change Request (PCR).
These changes are defined as follows:
●
Affect the requirements or work items (WBS) that will delay significant
milestones or the overall end date by more than 14 days change.
●
Affect the budget of the project of more than $100,000.
Minor Changes:
●
Do not significantly affect the project plan. They do not extend the WBS
by more than 14 days.
●
Do not affect the budget of the project
The project manager must ensure all approved changes are communicated to the project
stakeholders and confirm changes are captured in the project documentation as necessary.
These document updates must then be communicated to the project team and
stakeholders as well.
2.3.2. Change Control Board:
The Change Control Board (CCB) is the approval authority for all proposed change
requests of Emergency Response Plan project. The CCB will review all change requests,
justify impacts on the project risk, scope, cost, time, and approve or deny each change
request. The following chart is a required list of the CCB members for the Emergency
Response Plan Project.
Name
Dr. Matthew D.
Gonzalez
Dillon Russell
Position
CCB Role
Project Sponsor
CCB Chair
Project Manager
John Floyd
Training Specialist
Rolando Perez
Communications
Specialist
CCB Project
Manager
CCB
Member
CCB
Member
Once a change request has been submitted to the Project Manager by the project
team/stakeholders, the Project Manager will log the requests in the changelog, and the CCB will
convene every Tuesday to review all change requests. All CCB members must vote “approved”
for a change request to be deemed approved. An unscheduled CCB meeting can be called to
review the change before the next scheduled weekly CCB meeting if the change is deemed
critical.
2.3.3. Roles and Responsibilities:
CCB Chair:
●
Approve budgetary changes
CCB Project Manager:
●
Receive and log all change requests from project stakeholders
●
Conduct preliminary risk, cost, schedule, scope analysis of change before
CCB
●
Seek clarification from change requesters on any open issues or concerns
●
Make documentation revisions/edits as necessary for all approved changes
●
If a change is approved, gather team to make revisions to project
management documents
CCB Member:
●
Review all change requests
●
Provide feedback as necessary to the project manager
●
Reach a decision on all change requests
Project Team / Stakeholders/ Customer Representative:
●
Submit all change requests on change request form
●
Provide all applicable information and detail on change request form
●
Address questions regarding any submitted change requests
●
Provide feedback as necessary on the impact of proposed changes
2.3.4. Change Control Process:
●
Project Members identify the need for a change and submit a completed
change request form to the project manager.
●
Project Manager will log change in the change request register
●
The Project Manager will analyze the impact of the change against risk,
cost, timeline, and scope. Seeking clarification from team members as needed.
●
The Project Manager submits the change request and analysis to the CCB
for review.
●
CCB will meet on the proposed change and determine whether or not it
will be approved based on all submitted information.
●
If the CCB supports a change, the project team will update and change
project documentation as necessary.
2.3.5. Change Authority:
Approving Project Change Requests-Change Authority:
All proposed changes need to be defined as how they will affect the scope of the project. When
the proposed change has major significant effect …
Purchase answer to see full
attachment
We can help you complete this assignment or another one similar to this. Just hit "Order Now" to get started!
