Butcher Assignment4othermanagementplansedid6511

PROJECT DEVELOPMENT PLAN 1
TESS-Teachers’ Electronic Support System
Project Development Plan
Assignments 4- Quality Management, Risk Management, Cost Management and Communication Plans
Gloria Butcher
Presented in Partial Fulfillment of the
Requirements for the Course Facilitating and Managing Learning
EDID6511
Date of submission: November 30, 2017
Email: gloria.butcher@my.open.uwi.edu
University: University of the West Indies Open Campus
Course Coordinator: Dr. Camille Dickson-Deane
Contents
EXECUTIVE SUMMARY............................................................................................................................................................5
INTRODUCTION..........................................................................................................................................................................6
PROJECT CHARTER..................................................................................................................................................................7
1.1 Version History............................................................................................................................................7
PROJECT CHARTER..................................................................................................................................................................8
SCOPE MANAGEMENT PLAN................................................................................................................................................11
1.2 Assumptions..............................................................................................................................................11
1.3 Constraints................................................................................................................................................11
1.4 Scope Management Approach..................................................................................................................12
1.5 Roles and Responsibilities.........................................................................................................................12
1.6 Scope Definition........................................................................................................................................14
1.7 Project Scope Statement...........................................................................................................................14
1.8 Work Breakdown Structure.......................................................................................................................14
1.9 WBS Dictionary.........................................................................................................................................17
1.10 Scope Verification......................................................................................................................................19
1.11 Scope Control............................................................................................................................................19
1.12 Scope Change............................................................................................................................................20
1.13 Acceptance................................................................................................................................................20
TIME MANAGEMENT PLAN..................................................................................................................................................21
1.14 Activity Identification Key..........................................................................................................................21
1.15 PDM Table.................................................................................................................................................22
1.16 Activity Network (Precedence Diagram)...................................................................................................24
1.17 Critical Path...............................................................................................................................................24
1.18 Project Schedule and Gantt chart..............................................................................................................25
RISK MANAGEMENT PLAN...................................................................................................................................................26
1.19 Version History..........................................................................................................................................26
1.20 Five Top Risks............................................................................................................................................26
1.21 Risk Management Approach.....................................................................................................................26
1.22 Roles and Responsibilities.........................................................................................................................27
1.23 Risk Identification......................................................................................................................................28
1.24 Risk Breakdown Structure.........................................................................................................................28
1.25 Risk Analysis..............................................................................................................................................29
1.26 Risk Response Planning.............................................................................................................................29
1.27 Risk Monitoring, Controlling and Reporting..............................................................................................30
1.28 Risk Breakdown Structure Checklist..........................................................................................................30
1.29 Risk Management Analysis Tool................................................................................................................31
1.30 Risk Management Plan Approval...............................................................................................................33

QUALITY MANAGEMENT PLAN..........................................................................................................................................34
1.31 Quality Management Approach................................................................................................................34
1.32 Quality Requirements...............................................................................................................................36
1.32.1 Product Quality.................................................................................................................................36
1.32.2 Process Quality..................................................................................................................................36
1.33 Quality Assurance......................................................................................................................................36
1.34 Quality Assurance Matrix..........................................................................................................................37
1.35 Quality Control..........................................................................................................................................41
1.36 Quality Control Matrix...............................................................................................................................42
1.37 Quality Management Roles and Responsibilities.......................................................................................44
1.38 Quality Management Records and Reports...............................................................................................45
1.39 Quality Measurements and Tools..............................................................................................................46
1.39.1 Quality Control Log............................................................................................................................46
1.39.2 Quality Assurance Log.......................................................................................................................46
1.39.3 Review Checklist: Product Quality Control........................................................................................46
1.39.4 Review Checklist: Process Quality Assurance....................................................................................49
1.40 Quality Management Problem Resolution................................................................................................51
1.41 Acceptance................................................................................................................................................52
COST MANAGEMENT PLAN..................................................................................................................................................52
1.42 Measuring Project Cost.............................................................................................................................52
1.43 Cost Variance Response Process...............................................................................................................53
1.44 Cost Change Control Process.....................................................................................................................54
1.45 REPORTING FORMAT.................................................................................................................................54
1.46 Project Budget...........................................................................................................................................54
1.46.1 Detailed Cost Estimate......................................................................................................................54
1.47 Cost Baseline.............................................................................................................................................55
1.47.1 Earned Value Management...............................................................................................................55
1.47.2 Project Earned Value Analysis............................................................................................................55
1.48 Procurement Plan......................................................................................................................................56
1.49 Approvals..................................................................................................................................................56
COMMUNICATIONS MANAGEMENT PLAN......................................................................................................................56
1.50 Communication Approach.........................................................................................................................56
1.51 Communication Register...........................................................................................................................57
1.52 Communication Directory: TESS Team......................................................................................................57
PROJECT IMPROVEMENT AND REVIEW..........................................................................................................................58

Appendices.....................................................................................................................................................................................59
EXECUTIVE SUMMARY
This Project Plan contains the documents and tools that are necessary for the successful completion of the
TESS Project. Documents and tools include the Project Charter, Time Management Plan, Scope
Management Plan, Quality, Risk, Cost and Communication Management Plans, matrices and checklists.
The project’s main deliverable is an Electronic Performance Support System for the SDA School teachers
in St. Maarten. These teachers and the SDA Schoolboard are the key stakeholders.
INTRODUCTION
The St. Maarten Seventh-day Adventist School is a K-6 school that has a constant staff turnover.
At the beginning of each school year there are at least three newly employed teaching staff. At the
beginning of this school year 2017/2018, four new teachers were employed from three different territories
of the Caribbean. Added to this, the Principal is also a new comer to the school. New staff members
complain that they are just thrown into the classroom without proper orientation to the school system
procedures. Teachers who are on staff for even onward to two years still complain that they experience
difficulty navigating the requirements of the system efficiently. New teachers need assistance for the
efficient use of the school’s Information Management System.
Hence, the aim of this project is to create an Electronic Performance Support System (EPSS) to
help teachers to perform their daily tasks using the school’s Information Management System more
efficiently.
The starting date for the project is set for October 2, 2017. The project is expected to run for a
thirty-day period ending with its closure on November 30, 2017.
PROJECT CHARTER
The project carter for the project TESS is presented in the form of a table below. The charter provides a
summary of the following: Project identification, reasons for the project, objectives, project scope, key
deliverables, milestone dates, issues and risks, project criteria for success, critical success factors, and
sponsor signoff.
1 VERSION HISTORY
Version Implemented Revision Approved Approval Reason

# By Date By Date
PROJECT CHARTER
1.0 PROJECT IDENTIFICATION
Name TESS-Teachers’ Electronic Support System SDA School

Description Design, develop, test and evaluate an EPSS for SDA School Teachers
Sponsor SDA School Board
Project Manager Gloria Butcher
Project Team  Heidi Toussaint Instructional Designer/Coordinator of

Design/Quality Manager
 Shenelle Mohammed
Instructional Design
 Gerada Holder Technologist/procurement liaise
 Aisha Seon Coordinator of Communication
ICT specialist/ Coordinator of construction
of EPSS
School Information Management System,

Resources
computers, internet, software to create
EPSS
2.0 REASONS FOR PROJECT

 Improve teachers’ efficiency
 Respond to the needs of incoming teachers
 Decrease time spent figuring out how to accomplish computer related tasks
 Introduce curriculum in a user friendly way
 Provide job support for rapid integration
 Element of performance management
3.0 PROJECT OBJECTIVES (PURPOSE)

 Overall, to create a workplace culture that includes on the job training and support for teachers
 To initiate efficiency and quality service through the setting up of an effective Electronic Performance
Support System by the end of a two-month period from the start date.
 To create an electronic job-aid that does not exceed 5, 000 US dollars.
4.0 PROJECT SCOPE
 Includes job support guidelines to access and enter information in School’s Information Management
System
 Does not include maintenance of the EPSS
 An Electronic Performance Support System will be developed, tested, evaluated and handed over to the
School Board by November 30, 2017
Scope Statement
An Electronic Performance Support System will be developed, tested and evaluated with input and advice from
instructional designers, ICT specialists, and teachers. The EPSS will include video demonstrations for accessing
and using the School’s Information Management System.
5.0 KEY PROJECT DELIVERABLES

Name Description
Teachers’ EPSS Integrated electronic environment that is designed to provide individualized access to
guidance, advice, assistance, data, images and tools with minimal support and
intervention by others (Gery, 1989, cited in Sleight, 1993). EPSS will provide job support
to help teachers perform tasks in real-world scenarios.
Project charter Descriptive summary of the project and the approach to the project.
Research summary To include general research
Budget Funds needed for software and after school snack for teachers who will test the EPSS-
not exceed $US 5,000.00
Conceptual Design To include a mock-up of EPSS/drawings, images
Resources To include sample Surveys for evaluation and EPSS software to be used to create the
EPSS
Communication/ Communication of stakeholders expectations/EPSS requirements, tools resources to
testing plan stakeholders, risk management plan, testing plan
6.0 MILESTONE DATES

Item Major Events / Milestones Dates
1. Consult with management team on Project charter October 2
2. Communication guidelines and budget meeting October 3-5
3. Complete research summary October 6
4. Networking/Information event for all stakeholders October 9
5. Revise project plan October 10-11
6. Project signoff October12
7. Create conceptual design of EPSS October 16-25
8. Identify and allocate electronic tools, survey sample October 26-27
9. Approve Design October 30
10. Purchase software to house EPSS October 31- November 1
9. Construct EPSS components November 2-10
10. Launch EPSS November 13
11. Test EPSS November 14-20
12. Improve EPSS November 21-24
13. Approve EPSS November 27
14. EPSS evaluation, lessons learned, Report November 28-29
15. Formal handing over of the EPSS to school November 30
16. Close project November 30
7.0 KEY ISSUES

Severity Description
high Different types of teachers- subject teachers and classroom teachers; local teachers and foreign
teachers different measure of buy-in.
low Use of the EPSS is not mandatory
high Buy-in from the School Board-might be reluctant to provide necessary funds
medium Timelines around developing and testing
high Teachers’ perceptions
8.0 RISKS
Severity Description
high Teachers who can provide valuable feedback might be reluctant to participate in testing after school
high Poor internet connection
high Disruption in power supply
medium Piloting timelines

high School board Treasury policy and funds guidelines-If project cost exceeds the budget School Board
might not be able to provide funds to complete the project
9.0 PROJECT’S CRITERIA FOR SUCCESS (MUST BE MEASURABLE)

 Increase awareness of how to use the school’s Information Management System in daily practice (survey
results)
 Enhance teachers’ efficiency in their daily practice by providing support through technology
 Create a healthier and more supportive work environment (survey results)
 Improved job satisfaction and engagement (survey results)
 Accelerate the integration process for new teachers
 Increase favorable employee perceptions of being employed in a supportive environment. (survey results)
10.0 CRITICAL SUCCESS FACTORS

 Buy-in and support from School board, School Management team, Senior teachers, and ICT specialist
 Effective communication and design
 Meeting deadlines for testing and evaluation
 Teachers’ input into development, testing and evaluating the EPSS
 Teachers’ awareness of purpose, objectives, goals of the EPSS
 Teachers’ willingness to use the EPSS
 Selecting key activities and resources to support efficiency
11.0 SIGNOFF
Project Sponsors:
_________________________________________________
Dr. Ruben Gumbs (authorized representative of SDA School Board)
Date: October 9, 2017
SCOPE MANAGEMENT PLAN
The Scope Management Plan delivers the scope framework for project TESS. This plan
documents the scope management approach, roles and responsibilities related to the project scope, scope
definition, verification and control measures, scope change control, and the project’s work breakdown
structure (WBS). Communications pertaining to the project’s scope should follow the Scope Management
Plan.
The objective of project TESS is to create and test an EPSS to facilitate on the job training and
support for teachers. This includes researching and developing, creating, testing, evaluating and handing
over the EPSS. A limited amount of external resources is anticipated for this project, namely, purchasing
software to house the EPSS and providing refreshments for testers.
2 ASSUMPTIONS
1. The project team is assigned

2. Project team is able to efficiently execute assigned tasks
3. Internet connection is reliable
4. School’s Information Management System is in working order
3 CONSTRAINTS
Noted constraints for project TESS are as follows:

1. Small team responsible for multiple tasks
2. Budget – if more funds are needed it would be difficult to negotiate with the Schoolboard to
provide more funding based on the school’s budgeting guidelines.

3. Time it will take to complete the project, if an appropriate software to house the EPSS is not
procured as per project schedule and glitches are not identified and fixed within the time allotted
for these activities.
4 SCOPE MANAGEMENT APPROACH
The Project Manager will be responsible for project TESS scope management. The scope for this
project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The
Project Manager, Sponsor and Stakeholders will establish and approve documentation for measuring
project scope; this include deliverable quality checklists and work performance measurements. Proposed
scope changes may originate with any of the following: the Project Manager, Stakeholders or any member
of the project team. The Project Manager will evaluate the scope change taking into consideration any
effect on project schedule and cost. After acceptance, the Project Manager will submit the scope change
request to the Project Sponsor for endorsement. Upon approval of scope changes by Project Sponsor, the
Project Manager will update all project documents and communicate the scope change to all stakeholders.
The Project Sponsor is responsible for the acceptance of the final project deliverables and project scope in
accordance with the feedback and input provided by the Project Manager and Stakeholders.
5 ROLES AND RESPONSIBILITIES
The Project Manager, Sponsor and project team will all play key roles in managing the scope of
this project. Consequently the Project Sponsor, Project Manager, and team members must be aware of
their responsibilities in order to ensure that work performed on the project is within the established scope
throughout the entire life of the project. The table below defines the roles and responsibilities for the
scope management of Project TESS.
Role Description
Project Sponsor Provides administrative team approval and sponsorship for the project.
Provides assistance in resolving issues that may arise beyond the Project
Manager’s jurisdiction.
Is the major stakeholder and has budget ownership for the project. Is the
recipient for the project deliverables
Project Manager Provides overall management to the project. Accountable for establishing
a Project Charter, developing and managing the work plan, securing
appropriate resources and delegating the work and insuring successful
completion of the project. All project team members report to the project
manager. Handles all project administrative duties, interfaces to project
sponsors and is accountable for the overall success of the project.
Coordinator of Coordinates the research process. Coordinates design process contributes
Design/Quality Manager to prototyping of EPSS; approves suggestions for EPSS improvement
during the testing phase. Analyzes, designs and ultimately improves EPSS
components.
Instructional Design Coordinates procurement of resources as decided upon by the team;
Technologist/ procurement provide guidance to the schoolboard for software purchase and input for
liaise guidance in completing tasks in the School’s Management system to be
included in the EPSS.
Identifies best practices for designing EPSS; complies research summary,
contributes to the construction of the EPSS, analyzes, designs and
ultimately improves EPSS components.
Communication Takes minutes at meetings, sends out emails, coordinates communication
Coordinator plan.
Teachers/Stakeholders Testers, evaluators, and project management representatives who provides
input for the kind of on the job support needed, complete surveys
ICT Specialist Working project team member, who analyzes, designs and ultimately
improves EPSS components. Collaborates with team to develop high level
designs and models. Approves suggestions for EPSS improvement during
the testing phase. Provide guidance for purchasing the software to house
the EPSS and input for guidance in completing tasks in the School’s
Management system to be included in the EPSS.
6 SCOPE DEFINITION
The scope for Project TESS was defined through a thorough requirements collection process.
First, a detailed analysis was performed on the needs and requirements for efficiency in teachers’ daily
practice. From this information, the project team developed the project requirements documentation, the
requirements management plan, and the requirements traceability matrix for what the EPSS must
accomplish.
The project description and deliverables were developed based on the requirements collection
process and input from ICT Specialists, the Principal, and teachers. This process of expert judgment
provided feedback on the most effective ways to support teachers in executing their daily duties with an
electronic job-aid to create a workplace culture that includes on the job training and support for teachers.
7 PROJECT SCOPE STATEMENT
An Electronic Performance Support System will be developed, tested and evaluated with input and
advice from instructional designers, ICT specialists and teachers. The EPSS will include a training
component for accessing and using the School’s Information Management System.
8 WORK BREAKDOWN STRUCTURE
The work required to complete Project TESS will be subdivided for more effective management.
This will allow the Project Manager to more effectively manage the project’s scope as the project team
works on the tasks necessary for project completion. The project is broken down into the following
phases: the planning, designing, purchasing software, construction and delivery phases. Except for
purchasing the EPSS software, each activity has subtasks.
Below is a Work Structure Breakdown for TESS project.

9 WBS DICTIONARY
Project Title: TESS

Project Manager: Gloria Butcher
Level Title Description Resources
I.I Consult with Begin the research and
Management team on discussions on charter
project charter Project Manager and
Management team
I.II Develop communication Agree on means of Computer, paper, printer
guidelines and budget communication, create
communication schedule
and discuss budget and
guidelines for spending
I.III Complete Research Compile research Computer, paper, printer
Summary findings into one report
document; Design
coordinator and
Communication
coordinator
I.IIII Networking information Teachers’ input and Budget, research
event for all budget presentation to summary
stakeholders Sponsor
I.IIIII Revise Project Plan Stakeholders Project Charter
suggestions for charter document
revision
I.IIIIII Sign off on Project Project Sponsors Project Charter
authorized
representative School
(Board Chairman) signs
Project Charter
II.1 Create conceptual Prototyping EPSS by computer
design of EPSS Design Coordinator;
Construction
Coordinator
II.II Identify and allocate ICT specialist and Scope Management Plan
resources Instructional Design
Technologist identify
and allocate software for
EPSS.
II.III Design approval Approve and sign off on Specification document;
design; project Manager Project deliverable
presents design plan to document
the sponsor in a meeting
convened; Project
sponsor signs Project
Deliverable document
III. Purchase software Purchase software Online software
online with funds
provided by project
sponsor-Instructional
Design Technologist
IIII.I Create components of Create training Computer, software,
EPSS components for School’s Information
accessing and using the Management system
school’s Information
Management System
and an online survey
Instructional Design
Technologist, ICT
specialist, Instructional
designer
IIII.II Launch the EPSS Publishing EPSS by Internet, computers
communicating emails addresses
completion via email
and providing access to
all stakeholders-
Communication
Coordinator and Design
Coordinator
IIII.III Test EPSS Teachers test EPSS and Computers, EPSS and
fill out online survey online survey
IIII.IIII Improve EPSS ICT specialists and EPSS, information from
Technician make surveys
improvements to EPSS
based on information
collected from surveys
IIII.IIIII Approve EPSS Sponsor signs Project Project Deliverable
Deliverable document in document
a meeting convened by
the Project Manager
IIIII.I Evaluation/Lessons Project Management Online survey tool,
learned/ Report Team coordinated by the computer, paper, printer
Communication
Coordinator analyzes
information gathered
from surveys, complies
report, prints report
IIIII.II Hand over EPSS to Share evaluation report Evaluation document
Schoolboard and hand over EPSS, and Project Deliverable
Project Sponsor signs document
Deliverable document
provided by the Project
Manager
IIIII.III Close Project Formal closing of Close contract and
project celebrate success
10 SCOPE VERIFICATION
As Project TESS moves forward, the Project Manager will verify intervening project deliverables
against the original scope as defined in the scope statement, WBS and WBS Dictionary. Once the Project
Manager verifies that the scope meets the requirements defined in the project plan, the Project Manager
and Sponsor will meet for formal acceptance of the deliverable. During this meeting the Project Manager
will present the deliverable to the Project Sponsor and the Project Sponsor will then sign a project
deliverable acceptance document as a way of formal handing over. This will ensure that project work
remains within the scope of the project consistently.
Milestone In Scope Out Date Deliverable

Scope
11 SCOPE CONTROL
The Project Manager and the project team will work together to control of the scope of TESS. The
project team will leverage the WBS Dictionary by applying it as a statement of work for each WBS
element. The project team will ensure that they perform only the work described in the WBS dictionary
and produce the defined deliverables for each WBS element. The Project Manager will oversee the
project team and the advancement of the project to ensure that this scope control process is followed and
progress is reported through Project Scope measurements tools.

12 SCOPE CHANGE
In event that there is need for any change to Project TESS scope, the process for recommending
and estimating changes to the scope of the project must be followed. Any project team member or
Sponsor can request changes to the project scope. All change requests must be submitted to the Project
Manager in the form of a project change request document. The Project Manager will review the
suggestion for change to the scope of the project. The Project Manager will then either reject the change
request if it does not apply to the intent of the project, or arrange a Change Control meeting between the
project team and Sponsor to review the change request further and perform an impact assessment of the
change. If the change is approved, the Project Sponsor will then formally accept the change by signing
the project change control document. After acceptance of the scope change by the Project Sponsor, the
Project Manager will update all project documents and communicate the scope change to all project team
members’ stakeholders.
13 ACCEPTANCE
Approved by:
______________________ Date ___________________

DR. R. Gumbs
TESS Executive Sponsor
______________________ Date ____________________

Shenelle Mohammed
TESS Stakeholder
______________________ Date ____________________

Gloria Butcher
TESS Project Manager
TIME MANAGEMENT PLAN
The Project time management plan includes, PDM, earliest start time, latest start time and critical path;
schedule and Gantt chart. The project Manager will be responsible for ensuring that the project schedule
is updated with most recent information on a weekly basis based on tasks completed.
14 ACTIVITY IDENTIFICATION KEY
Activity Identification
Consult with management team on project charter A
Develop Communication guidelines and budget B
Complete research summary C
Networking information event for all stakeholders D
Revise Project Plan E
Sign off on Project Plan F
Create a conceptual design G
Identify and allocate resources H
Approve design J
Purchase EPSS software K
Construct EPSS components L
Launch EPSS M
Test EPSS N
Improve EPSS P
Approve EPSS Q
Evaluation/lessons learned/Report R
Formal handing over of EPSS S
Close Project T
15 PDM TABLE
Activity Predecessors Duration (days)

A - 1
B - 3
C - 1
D A, B, C 1
E D, C 2
F D, E 1
G E, F 8
H G 2
J G, H 1
K H, J 2
L J, K 7
M K, L 1
N L, M 5
P N 4
Q N,P 1
R P, Q 1
S Q, R 1
T R, S 0
The critical path for the TESS project was analyzed using the earliest start time, the latest start time and
the float using the forward backward pass technique.
The float represents the amount of time in the project for which an activity may be delayed without
delaying the whole project (color coded in blue).

The critical path for Project Tess follows all the nodes with a float of Zero (0). All the key stages on the critical
path must be completed on time to facilitate the project finishing on schedule.

The TESS Project based on the calculation of the duration of the activities on the critical path from the
completion of the research summary to the formal handing over of the EPSS is thirty (30) days.
Legend:
EST LST
Identification
Duration Float
EST-Earliest Start Time

LST-Latest Start Time
See Network activity and critical path for the TESS project below.
16 ACTIVITY NETWORK (PRECEDENCE DIAGRAM)
17 CRITICAL PATH
B>D>E>G>J>L>M>N>Q>S
18 PROJECT SCHEDULE AND GANTT CHART
The schedule is retained and managed in ProjectLibre by the Project Manager.

RISK MANAGEMENT PLAN
The Risk Management Plan for the TESS project outlines how risks will be identified, analyzed and
managed throughout the lifecycle of the project. Templates and exercises for documenting and prioritizing
risks are included.
19 VERSION HISTORY
R EVISION D ESCRIPTION OF C HANGE A UTHOR E FFECTIVE D ATE
20 FIVE TOP RISKS
Risk ID/Type Risk Description Risk Owner

People Teachers who can provide valuable feedback Procurement liaise
might be reluctant to participate in testing after –Heidi Toussaint
school
People Inadequate number of persons working on the Project Manager
project resulting in delays or poor quality of
work because team members have too many
roles
External Poor internet connection Construction
Coordinator-Aisha
Sion
External Disruption in power supply Procurement liaise
–Heidi Toussaint
Cost School board Treasury policy and funds Project Manager
guidelines-If project cost exceeds the budget
School Board might not be able to provide
funds to complete the project
21 RISK MANAGEMENT APPROACH

The Project Manager in consultation with the Project Team and Sponsor identify, analyze and manage the
risks throughout the lifecycle of the TESS project. The technique of brainstorming and using the Work
Breakdown Structure to create a Risk Breakdown Structure (RBS) is employed. The project Team
identified, scored and ranked various risks. The most likely and highest impact risks are added to the
Project schedule to ensure that the steps necessary for mitigation can be implemented at the appropriate
time in the schedule. The other risks identified are recorded in a risk register or log. Risks were identified
at the earliest stage to minimize impact on the Project. The risk management plan will be updated and
expanded throughout the life cycle of the project. During the closing of the project the project Manager
will analyze the risk management process and identify improvements which will be recorded as part of the
lessons learned.
22 ROLES AND RESPONSIBILITIES
Role Responsibilities
Project Manager/ Risk  Heads risk management and calls meetings
manager  Assigns risks to team members
 Monitors the project for potential risks throughout the life of the project
 Analyzes any new risks that are identified and adds these risks to risk
management tools
 Consults with team members to identify risks, the causes, and
consequence of the risk
 Determines the impact, timing, and priority of the risk
 Formulates the risk statements
 Monitors and controls risks that have been identified
 Reviews and updates risk breakdown structure, checklist and risk
analysis electronic sheet.
Risk Owners  Monitor risks to ensure that risks do not “fall through the cracks”
 Determine which risks require mitigation
 Assist in generating the risk mitigation strategies and performs a cost
benefit analysis of the proposed strategies
 Monitor and update the status of risks throughout the life of the project
 Aid in the development of the risk response and risk trigger
 Execute the risk response, if necessary
 Participate in the review and modification of the likelihood and impact
for each risk item on the risk sheet
 Identify and participate in the analysis of any new risks placed on the risk
breakdown structure.
Project Sponsor  Assist in identifying and determining the context, consequences, impact,
and priority of the risk
23 RISK IDENTIFICATION
For the TESS Project the project Manager along with the project team brainstormed, referred to the
project’s WBS to create a risk breakdown structure (RBS), reviewed the constraints and assumptions,
scope, cost estimates and other project documents to identify the risks. A risk management log was set up
to be generated electronically at https://app.smartsheet.com/b/home .
24 RISK BREAKDOWN STRUCTURE
RBS Level 0. RBS Level 1 RBS Level 2

1.1 Scope definition
1.2 Requirements definition
1. Technical Risk 1.3 Estimates, constraints, assumptions
1.4 Design
1.5 Test and acceptance
2. Management Risk 2.1 Project Management

2.2 Communication
2.3 Information
2.4 Quality
0. Project Risk 3. Commercial Risks 3.1 Internal Procurement
3.2 Vendors
4. External Risks 4.1 Internet service

4.2 Power Supply
25 RISK ANALYSIS
All risks identified will be assessed. Qualification will be used to determine which risks are the top
priority risks to pursue and respond to and which risks can be ignored.
The table below is excerpted from smart sheet to show risk key.
26 RISK RESPONSE PLANNING
Each major risk with a calculated score of 6-10 (calculated electronically in smartsheet) will be
assigned to a project team member for the purpose of monitoring the risk to ensure that it dealt with
expeditiously. The project team along with the Project Manager will select one of the following
approaches to deal with major risks:
 Avoid- eliminate the cause and by so doing eliminate the threat
 Mitigate – Find ways to lessen the impact or the likelihood of the risk
 Accept – Nothing will be done
 Transfer–Making another party responsible for the risk (For example, outsourcing).
The project team will identify ways to prevent the risk from occurring or reduce its impact or the
likelihood of occurring for each risk marked for mitigation. This may include adding tasks to the project
schedule, adding resources, etc. To minimize the impact of risks, each major risk that is to be mitigated or
that is accepted, a course of action will be outlined for the event that the risk does materialize in order to
minimize its impact.
27 RISK MONITORING, CONTROLLING AND REPORTING
Risk levels will be tracked, monitored and reported throughout the life of the project.
A checklist based on the Risk breakdown structure and a risk management analysis generated
electronically at https://app.smartsheet.com/b/home will be maintained by the project team and will be
reported during the project status report meetings.
Project change requests will be analyzed to identify possible impact to the project risks.
28 RISK BREAKDOWN STRUCTURE CHECKLIST
RBS Level 0. RBS Level 1 RBS Level 2 Risks Could this

Risk affect
the project
Yes, No,
Don’t know,
Not
applicable
1.1 Scope definition Scope change
may occur
1. Technical Risk 1.2 Estimates, Basis for
constraints, estimating
assumptions may be wrong
1.3 Design May be
impossible to
meet some
requirements
within the
0. Project Risk design
limitations
1.4 Test and acceptance Design errors
may require
rework
The
Schoolboard
might
withhold
acceptance
2. Management 2.1 Project Poor decision

Risk Management making may
result in
inappropriate
task sharing
2.2 Communication Project

reporting
needs may
change
2.3 Information Information
provided with
regard to the
needs of the
teachers might
be inadequate
3. Commercial 3.1 Internal School board

Risks Procurement may not
deliver as
expected
Required
skills may not
be available
from project
team
3.2 Vendors EPSS vendor
may be able to
deliver before
time
scheduled
Refreshment
vendor might
go out of
business
4. External Risks 4.1 Facilities Disruption in

internet
service
4.2 Disruption in
Environmental/Weather power supply
29 RISK MANAGEMENT ANALYSIS TOOL
This Analysis was generated in smartsheet and will be updated as the project progresses.
30 RISK MANAGEMENT PLAN APPROVAL
The undersigned acknowledge they have reviewed the Risk Management Plan for the TESS project.
Changes to this Risk Management Plan will be coordinated with and approved by the undersigned or their
designated representatives.
Signature: Date:
Print Name:
Title: Project Sponsor
Role: Key Stakeholder
Signature: Date:
Print Name:
Title: Project Manager
Role: Risk Manager
Signature: Date:
Print Name:
Title: Team Member
Role: Risk Owner
Signature: Date:
Print Name:
Title: Team Member
Role: Risk Owner
Signature: Date:
Print Name:
Title: Team Member
Role: Risk Owner
Signature: Date:
Print Name:
Title: Team Member:
Role: Risk Owner
QUALITY MANAGEMENT PLAN

The Quality Management Plan for the TESS project will determine the activities, processes and
procedures for guaranteeing a quality product upon completion of the project. The purpose of the plan is
as follows:
 Ensure that quality is planned
 Outline how quality will be managed
 Outline quality assurance activities
 Outline control activities
 Describe quality standards

31 QUALITY MANAGEMENT APPROACH
The quality management approach for the TESS project warrants that quality is planned for the processes
and the product. The success of the project depends on achieving its quality objectives through an
integrated quality approach namely, defining quality standards, measuring quality and continuously
improving quality through the Plan Do Check Act (PDCA) process.
Product quality for the TESS project will be defined by organizational standards and general guidelines
pertaining to the necessary components of Electronic Performance Support Systems, since there are no
published systematic design guidelines for developing an EPSS. Expert interviews and benchmarking
using researched guidelines for EPSS components will be applied to ensure quality. The focus is on the
project’s deliverable and appropriate components as the criteria to ensure product quality and user
satisfaction.
The project team and all stakeholders will work to define and document all project specific quality
standards for the product and processes of the project. Quality documentation will be included in the
Project Plan. Quality audits and control logs will be used to as tools and techniques to ensure quality.
Metrics and checklists will be created and utilized to measure quality throughout the project life cycle for
the product and processes. The Project Manager will be responsible for working with the project team to
define these metrics, conduct measurements, and analyze results. The product and process measurements
must be reviewed by the project sponsor since these will be used as a criterion to determine the success of
the project. Metrics will include:
Schedule
Resources
Cost
Process performance
Product performance
User satisfaction (as a result of testing)

Quality improvements will be identified by any member of the project team. Each recommendation will
be reviewed to determine the benefit of implementing the improvement in terms of how the improvement
will impact the product or processes. If an improvement is implemented the Project Manager will update
all project documentation to include the improvement and the effects.
32 QUALITY REQUIREMENTS
32.1 PRODUCT QUALITY
The product quality requirements will be determined by the project team and quality manager. These
standards will be based on the guidelines for the components of an EPSS as put forward by Georgia
University and National Centre for Science Information Indian Institute of Science Bangalore and
organizational standards. As the product is tested at pre-determined intervals, we will know that the
product is compliant with quality standards once the components are within 100%acceptable quality
control margins.
32.2 PROCESS QUALITY
The process quality standards and requirements will be determined by the project team and quality
manager. Most of these standards will be based on the school’s process standards. Standards will be
communicated to the stakeholders of the project.
As the product is tested, the process metrics will be measured and analyzed to determine the quality of the
process. Once the TESS product meets quality compliance and the process metrics fall within acceptable
quality assurance boundaries, the process compliance will be achieved for the project.
33 QUALITY ASSURANCE
The quality assurance of the TESS Project attends to the processes used in creating EPSS. Quality would
be assured through an iterative quality process throughout the project’s life cycle which includes
measuring process metrics, analyzing process data, and continuously improving the processes.
The TESS Project Manager and the project team will carry out assessments at planned intervals
throughout the project to ensure all processes are being accomplished correctly. The Project manager will
organize regular meetings to review the findings of quality assurance activities.
The matrices below describe Quality Assurance Standards for the TESS project.
34 QUALITY ASSURANCE MATRIX
Project Process Quality Assurance Standards Inputs Include:

Project Management Objective: To verify that the Schedule Management Plan
Schedule Project Schedule Project Schedule Standards
Management activities are
performed using a
documented process
Project Schedule
Management Plan:
 Project schedule
review meetings occur
 Project schedule
review meetings are in
attendance
 Changes to the project
schedule are approved
and monitored
 Roles and
responsibilities are
clearly outlined
Cost Management Objective: To verify that the Cost Management Plan

Project Cost Management Cost Variance Corrective
activities are performed Action Plan
using a documented process
Project Cost Management
Plan:
 Cost management
reported and
documented in weekly
project status report
meetings
 Cost variances outside
the identified
thresholds are
documented and duly
reported
 Change requests are
identified and tracked
Change Management Objective: To Verify that Change Management Plan

Change Management Change Control Guidelines
activities are performed via a Project Management Plan
documented process. Change and Configuration
Change Management Plan: Management Standards and
 Change Guidelines
Management meetings
occur
 Meetings are in
attendance
 Meetings have
agendas distributed at
least 24 hours prior
 Minutes for each
meeting posted within
24 hours of meeting
adjournment
 A process is in
place to communicate
approved changes to
the Development and
Testing teams
 Roles and
clearly defined
Risk Management and issue Objective: To verify that Project Management Plan
Management Risk management activities Risk Management Plan
are performed using a
documented process
Risk Management Plan:
 Meetings are in
attendance
 Agenda
distributed 24 hours
prior to meeting
 Minutes posted
within 24 hours of
meeting adjournment
 Risks
appropriately
categorized based on
risk level, impact, etc.
 Roles and
clearly defined
Test Management Objective: To verify that Test Standards and

Test Management Guidelines
activities are performed Test Management Plan &
via a documented process. Approach
Test Management Plan:
 Test review
procedures are well-
defined
 Rigorous verification
approach in place and
being used
 Test procedures are
self-explanatory (can
be understood by
someone other than
the developer/s)
 Test results are
tracked
 Appropriate for EPSS
Defects Management Objective: To verify that Production Support
Defect Management Standards and Guidelines

activities are performed Test Management Plan
via a documented process. Defect Management
Defect Management Standards & Guidelines
Plan:
 Defect process is
being followed per
approved defect
management plan
 Defects are
tracked
 Defects reports are
produced as agreed in
the defect
management plan
Peer Review Objective: To verify that Development Plan

Peer Review activities are System Development
performed using a Standards and Guidelines
documented process. Functional Design Plan
Peer Review document:
 Peer reviews in
place and results
are documented
 Formal and
informal reviews
in place
Performance metrics for creating the EPSS include acquiring appropriate software to create the EPSS,
conceptual design, advisory component, information component, training component and user interface
component. The table below provides the key quality assurance metrics for the TESS Project.
Process Action Acceptable Process Standards Process Assessment Interval
Phase
Software to Software quotation within budget and time Procurement On allocation target date and
create EPSS as per project schedule two days before purchase
target date
Conceptual Drawings/ images representation completed Design On and before design

design as per project schedule approval target date
Advisory Appropriate Job aid for Information Development Before launch and during
component management system as per project schedule testing and improving
constructing EPSS components
Information Decisions for online help system made as Development Before launch target date,
Component per project schedule constructing EPSS during testing and improving
components period
Training Decisions on lesson segments made as per Development Before launch target date,
component project schedule constructing EPSS during testing and improving
components period
User interface Decisions on appropriate interface made as Development Before launch target date,
component per project schedule constructing EPSS during testing and improving
components period
Process audits will be conducted bi-weekly/weekly by the quality manager and discrepancies will be
addressed by the Project Manager who will schedule project, management and document reviews. Process
improvement efforts will be documented, implemented, and communicated to all stakeholders as changes
are made. Below are checklists that will be utilized by the TESS Project.
35 QUALITY CONTROL
The quality control of the TESS project primary focus is on the TESS product and the acceptable
standards and performance. The quality performance standards for the TESS Project are in accordance
with the organizational and researched standards of performance for Electronic Performance Support
System. All components created will be tested. The matrices below illustrate all component quality
standards for the TESS Product.

36 QUALITY CONTROL MATRIX
Project Product Quality Control Standards Inputs Include:

Project Schedule Inspection  Resource allocations do  Project Plan Document
not exceed 100%  Project Schedule
 Base lined Plan Standards
 All tasks excluding
summary milestone have
resources assigned
 Project phases realistically
represented
Change Management  Change control meetings  Change Management Plan

Documentation Review minutes are updated weekly  Change Control
with next actions, and due Guidelines
dates  Project Management Plan
 Change Orders are well Change and Configuration
documented and contain all Management Standards and
necessary impact Guidelines
assessments and approvals
 Approved change orders
are reflected in the
schedule
Risk and issues  Risks and issues are  Project Management Plan
Documentation Review properly documented  Risk Management Plan
 Risks properly
categorized
Requirements for EPSS are  Design Standards and
Requirements Traceability identified and traced to Guidelines
Matrix audit design document(s)  Requirements
Management Plan
Test Plan & Use Case  Review test execution  Test Standards and
Review/Inspection with artifacts including test Guidelines
reports, test results, problem  Test Management Plan &
reports, updated Approach
requirements and Requirements Management
verification matrices. Plan
 Test plan defines standard

requirements for EPSS
 Test design for each EPSS
component
 Realistic testing & repair
work estimates in project
schedule
Design Document Inspection  Suitable EPSS template  Design Standards &
used to create the design Guidelines
 Approvals obtained and  Design Plan
documented in the design or
a corresponding document
 Design adheres to spelling
and grammar conventions
Defect Inspection  EPSS components that  Production Support
have failed during testing Standards and Guidelines
are repeated after correction  Test Management Plan
 Defects are categorized  Defect Management
based on type, cause, Standards & Guidelines
component
 Test glitches are
identified, documented,
addressed, and tracked to
closure
Product Performance Standards Quality Assessment Interval
assessment
activities
Software used to Rapid installation 1 day or less Team Testing On allocation target date
create EPSS and two days before
purchase target date
Images for Suitable template Team Testing On and before design

conceptual approval target date
design
Contents Online linking of information at minimum Team and client Before launch and testing
volume testing period `
EPSS
Components
Advisory Job aid for Information Management Team and client Before launch and during
component System fits targeted performance for testing testing and improving
effective use of Information Management
System
Information Online help system align with Information Team and client Before launch target date,
Component Management System testing during testing and
improving period
Training Small lesson segments that align with Team and client Before launch target date,
component appropriate areas in Information Testing during testing and
Management System improving period
Non-mandatory links to prerequisite tasks
User interface Consistent interface Team and client Before launch target date,
component testing (surveys) during testing and
improving period
37 QUALITY MANAGEMENT ROLES AND RESPONSIBILITIES
The TESS project team members will each play a role in quality management. The team will ensure that
work is completed at an adequate level of quality.
The table below outlines the quality roles and responsibilities:
Project sponsor  Approves all quality standards
 Review quality reports and assists in
resolution of escalated issues
 Authorize final acceptance of the
project deliverables
Project Manager  Implement Quality Management Plan
and ensure that all processes, tasks and
documentation are in compliance with
quality plan
 Collaborate with quality manager and
Process Owners with regard to the
development of quality metrics and
standards in each phase
 Ensure that team members are in
compliance with quality management
processes
 Manages quality throughout the life-
cycle of the project
 Offers support to quality manager for
securing resources to carry out quality
management
 Prepare reviews
 Communicate quality standards to the
project team and stakeholders
Quality Manager  Provides leadership of quality

management activities, including
overseeing follow-on corrective
actions
 Develops and maintain the project
software quality assurance plan
 Generates and maintain a schedule of
software quality assurance activities
 Collaborates with the Project Manager
and Process Owners in the
development of quality metrics and
standards
 Schedules and performs evaluations of
process quality assurance reviews
 Update the Quality Management Plan
and maintain the overall quality
standards for the TESS Project
processes and products.
 Provide oversight to the closure of
corrective actions arising from quality
reviews
Process Owners  Oversees and supports the application

of quality standards for the TESS
Project processes to their assigned
processes
 Collaborates with the TESS Project
Manager, Quality Manager of quality
metrics and standards
 Participates in quality management
reviews as required
38 QUALITY MANAGEMENT RECORDS AND REPORTS
The TESS project team will maintain records that document assessments performed on the project.
Maintaining these records will provide objective evidence and traceability of assessments performed
throughout the project’s life cycle. Example records include the process and product assessments reports,
completed checklists, metrics, and bi-weekly and weekly status reports.

39 QUALITY MEASUREMENTS AND TOOLS
The TESS products and processes identified in the quality planning sections of this document must be
measured and should fall within the established standards and tolerances. When QC measurements do not
meet the agreed-upon quality levels, the Project Manager and Project Sponsor will define the action steps
for the discrepancies. Actions may vary depending on the process or the deliverable being inspected or
reviewed.
Examples of quality assurance/quality control logs that may be used by the TESS Project Team for
conducting these quality measurements are shown below. These logs will also be retained as supporting
documentation.
39.1 QUALITY CONTROL LOG
Exception ID Deliverable
Number Review Date Findings Resolution Resolution Date
Reviewed
QC-Exc-1
QC-Exc-2
39.2 QUALITY ASSURANCE LOG
Exception ID Process
Number Review Date Findings Resolution Resolution Date
Reviewed
QA-Exc-1
QA-Exc-2
The TESS team may use different tools for performing quality management activities which include
checklists as shown below.
39.3 REVIEW CHECKLIST: PRODUCT QUALITY CONTROL
Project: TESS
Reviewed By:
Review Date(s):
Project Schedule
Yes No Comments
Resource allocations do not exceed
100%?
Project Schedule Project Plan is base
lined?
All tasks (excluding summary &
milestone) have resources assigned?
All project phases realistically
represented?
Change Management Documentation Review
Yes No Comments
Minutes are updated weekly with next
actions, owners, and due dates?
Change Orders are properly documented
and contain all necessary impact
assessments and approvals?
Approved change orders are reflected in
the schedule?
Risk & Issue Documentation Review
Yes No Comments
Risks & Issues are properly documented
in the tracking tool?
Risks & Issues not open greater than 7
days?
Risks & Issues properly categorized?
Requirements Traceability Matrix Audit

Yes No Comments
User requirements are traced to EPSS
requirements?
Requirements uniquely identified and
traced to design document(s)?
Test Plan & Use Case Review/Inspection
Yes No Comments
Test plan defines EPSS requirements?
Test designed for each EPSS
component?
Realistic testing & improvement

estimates in project schedule?
Design Document Inspection
Yes No Comments
Approvals obtained and documented in
the design or a corresponding
document?
Design free of spelling and grammar
errors?
Proper template used to create the
design?
General Observations
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Actions
ID Action Item Assigned To Due By

[mm/dd/yyyy]
[mm/dd/yyyy]
[mm/dd/yyyy]
Comments
_____________________________________________________________________________________
_____________________________________________________________________________________
Approvals
Project Client: _________________________ Date: ___/___/____
Project Sponsor: ___________________________ Date: ___/___/____
Project Manager: ____________________ Date: ___/___/____
Reviewer: ___________________________ Date: ___/___/____
39.4 REVIEW CHECKLIST: PROCESS QUALITY ASSURANCE

Project: TESS
Reviewed By:
Review Date(s):
Project Schedule Management

Yes No Comments
Project schedule review meetings occur?
Project schedule review meetings are well
attended?
Modifications to the project schedule
approved and tracked?
Impact estimations occurring prior to the
schedule modification process?
Roles and responsibilities are well
defined?
Action items from review meetings are
documented and tracked to completion?
Design Review
Yes No Comments
Design review meetings occur?
Design review meetings are well attended?
Modifications to the design documents are
approved, tracked, and documented
appropriately?
A process is in place to communicate
design changes to the Development and
Testing teams?
defined?
Executive review and analysis of design
quality, based on checklists, occurs on
schedule?
Design review processes are implemented
to ensure that the design inputs were
correctly selected and incorporated?
Change Management
Yes No Comments
Change Management meetings occur?
Meetings are well attended?
Agenda created for each meeting and

distributed 24 hours prior?
Minutes for each meeting posted within 24
hours of meeting end?
A process is in place to communicate
approved changes to the Development and
Testing teams?
defined?
Risk & Issue Management
Yes No Comments
Meetings are well attended?
Agenda created for each meeting and
distributed 24 hours prior?
Minutes for each meeting posted within 24
hours of meeting end?
Risks & Issues appropriately categorized
based on risk level, impact, etc.?
defined?
Risks & Issues are escalated to Project
Manager as needed?
Peer Review
Yes No Comments
Peer reviews in place and results are
documented?
Formal and informal reviews in place?
Test Management
Yes No Comments
Test review procedures are well-defined?
Rigorous verification approach in place
and being used?
Test procedures are self-explanatory?
Test results are recorded and tracked?
Defect Management
EPSS improvement process is being
followed per approved defect management
plan?
Defects are recorded and tracked to verify
improvement?
Defects reports are produced as agreed in

the defect management plan?
General Observations
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
_____________________________________________________________________________________
Actions
ID Action Item Assigned To Due By

[mm/dd/yyyy]
[mm/dd/yyyy]
[mm/dd/yyyy]
Comments
_____________________________________________________________________________________
_____________________________________________________________________________________
Approvals
Project Client: ___________________________ Date: ___/___/____
Project Sponsor: ___________________________ Date: ___/___/____
Project Manager: _______________________ Date: ___/___/____
Reviewer: ___________________________ Date: ___/___/____
40 QUALITY MANAGEMENT PROBLEM RESOLUTION
The TESS Project Manager will monitor quality and report discrepancies to the Project Sponsor as part of
weekly status reporting.
The Quality Assurance (QA) and Quality Control (QC) activities will occur on a bi-weekly basis
depending on the approved schedule. For each review, the QA/QC logs will be completed by a team
member/ reviewer. Within two days of review, the results of the quality activities will be reviewed with
the Project manager. The Project Manager is responsible for the consolidation of the review results into a
weekly report that is provided to the Project Sponsor.
Items reported through quality management activities in the TESS project will be itemized, documented
and tracked to closure through the use of Quality Assurance and Quality Control logs.
41 ACCEPTANCE
Approved by:
___________________________________________ Date:____________________
<Approvers Name>
TESS Executive Sponsor
___________________________________________ Date:____________________
<Approvers Name>
TESS Project Manager
___________________________________________ Date:____________________
<Approvers Name>
TESS Stakeholder
COST MANAGEMENT PLAN

The Cost Management Plan for the TESS project will define the procedure by which costs associated
with the project will be managed. This is necessary to ensure the successful completion of the project
within the allotted budget constraints. The Cost Management Plan include metrics, cost variance
considerations, and reporting. All project team members and stakeholders must adhere to and work
within this cost management plan to complete this project successfully. Cost management is the
responsibility of the Project Manager.
42 MEASURING PROJECT COST

Earned Value Management will be used to measure cost performance of the project. This include the
following Earned Value metrics: Schedule Variance, Cost Variance, Schedule Performance Index and
Cost Performance Index. If there is a variance of between 1.1 and 1.2 in the Schedule Performance
Index (SPI) or Cost Performance Index (CPI), the Project Manager must report the reason for the
exception. If there is a variance of greater than 1.2 for the SPI or CPI the Project Manager must report
the reason for the exception to the project Sponsor and project Team and provide a plan to bring the
project’s performance back to acceptable levels.
Item Budgeted Cost of work Budgeted Cost of work Actual Cost

Description Scheduled Performed (AC)
Quantity Cost Quantity Cost Quantity Cost
PV $ EV $ AC $
Formulae: Schedule Variance SV= EV- PV
Cost Variance CV = EV- AC
Schedule Performance index (SPI) = EV/PV
Cost Performance index (CPI) = EV/AC
43 COST VARIANCE RESPONSE PROCESS
Control Thresholds for the TESS project CPI or SPI of less than 0.8 or greater than 1.2. If the project
reaches any of these Control Thresholds, a Cost Variance Corrective Action Plan will be put in place.
Within two business days from when the cost variance was reported the Project Manager will propose
options for corrective actions to the Project Sponsor. Within two business days from when the Project
Sponsor selects a corrective action option, the Project Manager will present the Project Sponsor with a
formal Cost Variance Corrective Action Plan. This Action Plan will identify in detail actions necessary to
bring the project back within budget. The Cost Variance Corrective Action Plan upon acceptance will
become a part of the project plan and the project will be updated to reflect the corrective actions.
Performance Measure Yellow Red

Schedule Performance Index (SPI) Between 1.1 and 1.2 Less Than 0.8 or Greater than
1.2
Cost Performance Index (CPI) Between 1.1 and 1.2 Less Than 0.8 or Greater 1.2
44 COST CHANGE CONTROL PROCESS
The project Sponsor approves any changes to project budget/cost. The cost change control process will
adhere to the project change request process.
45 REPORTING FORMAT
Reporting for cost management will be included in the weekly project status report by the Project Manager. A
section labeled “Cost Management” will be included in the weekly Project Status Report. Cost variances
outside of the thresholds identified in this plan will be reported as well as any planned corrective steps to be
taken. Change Requests as a result of project cost overruns will be identified and tracked in this report.
46 PROJECT BUDGET
The budget for the TESS Project provides estimates for resources necessary to see the project to
completion. Funds needed for software to create the EPSS and after school refreshments for teachers who
will test the EPSS will not exceed $US 5,000.00. Other resources needed for the completion of the project
and project Management Team services will be covered under the school’s overall budget.
Funding Amount in USD

SDA Schoolboard 5,000.00
46.1 DETAILED COST ESTIMATE
Project Expenses Amount in USD

Category Description Quantity Unit Price Cost
Development Tool EPSS software 1 $2, 900.00 $2, 900.00
Refreshments Snack packs 60 $ 8.00 $ 480.00
Refreshments Drinks 5 cases $ 48. 00 $ 240.00
Total Project Cost $ 3, 620.00
Management Reserve $ 1, 380. 00
47 COST BASELINE
47.1 EARNED VALUE MANAGEMENT
The Earned Value Management will be applied to compare the actual cost with the budgeted cost during
the phase of acquiring software to create the EPSS and the testing phase. See Matrix below.
47.2 PROJECT EARNED VALUE ANALYSIS
Project Earned Value Analysis: Day _________________
Planned Value (PV) Earned Value (EV) and Actual Cost (AC)
Item Budgeted Cost of work Budgeted Cost of work Actual Cost

Description Scheduled Performed (AC)
Quantity Cost Quantity Cost Quantity Cost
PV $ EV $ AC $
48 PROCUREMENT PLAN
The client, the SDA Schoolboard based on organizational regulations is responsible for purchasing
software to create the EPSS and refreshments for participants testing the EPSS in the testing phase upon
the advice of the project procurement liaise. Given the size and timeline of the TESS project advice for
software procurement will be based on best pricing and quality in terms of features of the software and
experience of provider. Advice for refreshments will be based on established business relationship with
food vendor for quality and pricing. Other resources and supplies necessary for the successful completion
of the project will be sourced from within the organization.
49 APPROVALS
The signatories understand the purpose and content of this document. Affixing your signature to this
document indicates that you agree to this as the formal Cost Management Plan for the TESS Project.
Approver Title Signature Date

Name
Ruben Gumbs Project Sponsor
Gloria Butcher Project Manager
COMMUNICATIONS MANAGEMENT PLAN

The Communication Management Plan for the TESS Project outlines the procedure for communications
throughout the lifecycle of the project. This plan will be updated when necessary by the Project Manager
in consultation with Communication Manager and Project Team.
50 COMMUNICATION APPROACH
Project meetings will be held bi-weekly and weekly. Communications will include face-to-face meetings
and electronic mails. Agenda for meetings will be distributed by the Communication Manager at least 24
hours before each meeting. All meetings should be attended by the designated participants. Minutes for
meetings will be taken by Communication Manager and distributed to participants via email 24 hours
after each meeting. Discussions arising from informal communications must be channeled through the
Communication Manager to the Project manager to ensure that appropriate actions are taken in a timely
manner.
51 COMMUNICATION REGISTER
Communication Description Frequency Format Participants Deliverable Owner

Project start off Deliver project One time Face-to- Project Project Charter Project
charter meeting face Manager,
Sponsor and
stakeholders
Project Research Discuss research One time Face-to- All Research Project
summary meeting face stakeholders summary Manager
Project Team Review project Bi-weekly Face-to- Project Project schedule Project
Meeting schedule (twice per face Manager update Manager
week) and Team
members
Project Review/ Review Weekly Face-to- Project QA/CA logs; cost Project
Project Status logs/matrices/ face and Management management Manager
report checklists as per email Team report; risk
quality mitigation/analysis
management risk tool
and cost
management
Project Review Review for Weekly Face to Project Defects report Project
defects and (every face and Management Manager
other day e-mail team and
during testing
testing) participants
Project Review Review surveys/ One time Face-to- Project Evaluation Report Project
objectives/lessons meeting fact and Manager, Manager
learned electronic Sponsor and
mail stakeholders
52 COMMUNICATION DIRECTORY: TESS TEAM
Name Role Email Address Phone

Dr. Ruben Gumbs Project Sponsor
Gloria Butcher Project Manager
Shenelle Instructional Design
Mohammed Technologist/procurement
liaise
Gerada Holder Communication

Coordinator
Aisha Seon ICT specialist/

Construction Coordinator
Heidi Toussaint Design

Coordinator/Quality
Manager
PROJECT IMPROVEMENT AND REVIEW
Upon closing, the TESS Project will be reviewed to ascertain that the project has reached its objectives.
Key project documents will be reviewed; these include cost, quality and scope management plans. Data
collected from surveys and lessons learned will be documented and archived as reference for future
projects. .
APPENDICES
Appendix A. 0
Self-Evaluation Project Charter
Project scoring guide

5% of Total Course Grade
Student Name: Gloria Butcher

Facilitator: Dr. Camille Dickson-Deane
Grading Scale
5 = Sophisticated understanding, 4 = Just above a solid understanding, 3 = solid understanding, 2 =
somewhat naïve or limited understanding, 1 = Show no understanding, 0 = No submission
Requirements Score Points Maximum Points Comments
(Out of 5) Allowed
Project Charter
5%
Project statement 3 0.3 0.5 There is some
room for
improvement
Details (scope, 4 1.6 2.0 Detailed and
timeline, risks, appropriate
stakeholders information
presented here.
Completeness of 4.5 0.9 1.0 All aspects were
Charter included and
addressed
Effectiveness, 3 0.9 1.5 Overlooked self-
craftsmanship and assessment
self-assessment
(file named
appropriately,
spelling and
grammar,
document
presentation
quality
Total 3.7 5.0
Total Assignment 1 3.7
Appendix A.1
Self-Evaluation Scope Management Plan

Grading Scale
(Out of 5) Allowed
Scope
Management
Plan 10%
Detailed WBS 3.4 1.7 2.5 Detailed; activities
including for completion of
numbering and project are
leveling included with
appropriate
subtasks;
numbering and
leveling are
included correctly.
Completeness of 3.5 1.05 1.5 All activities are
WBS toward the included that can
project scope enable the
completion of the
project.
Supporting 3.5 2.1 3.0 Appropriate
information for supporting
plan (inputs for information is
scope included.
management,
assumptions etc.
…)
Effectiveness, 4 2.4 3.0
craftsmanship and
self-assessment
(file named
appropriately,
spelling and
grammar,
document
presentation
quality
Total 7.25 10.0
Total Assignment 2 7.25

Appendix A.2
Self-Evaluation Time Management Plan

Grading Scale
(Out of 5) Allowed
Time
Management
Plan 15%
PDM Diagram 4 3.2 4.0 .Much effort was
put into this
activity.
Gantt Chart 3.5 2.1 3.0 Provides the
required
information.
Supporting 3.5 2.1 3.0 Most of the
information for requirements were
plan (critical path, met here.
lag and lead time,
contingencies,
etc…)
Effectiveness, 3.4 3.4 5.0 Satisfactory work
craftsmanship and
self-assessment
(file named
appropriately,
spelling and
grammar,
document
presentation
quality
Total 10.8 15.0
Total Assignment 2
Appendix A.3
Self-Evaluation Other Management Plans

Grading Scale
(Out of 5) Allowed
Other
Management
Plans 25%
Documents 4 8 10.0 Much research was
supporting the carried out here
management of the
project
Supporting 4 6.4 8.0 Supporting
information for information is
each plan appropriate
Effectiveness, 4 5.6 7.0 Well crafted
craftsmanship and
self-assessment
(file named
appropriately,
spelling and
grammar,
document
presentation
quality)
Total- Assignment 20.0 25.0
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PROJECT DEVELOPMENT PLAN 1

TESS-Teachers’ Electronic Support System

Project Development Plan

Presented in Partial Fulfillment of the

Requirements for the Course Facilitating and Managing Learning

Date of submission: November 30, 2017

Course Coordinator: Dr. Camille Dickson-Deane

1.30 Risk Management Plan Approval...............................................................................................................33

PROJECT IMPROVEMENT AND REVIEW..........................................................................................................................58

efficient use of the school’s Information Management System.

thirty-day period ending with its closure on November 30, 2017.

Version Implemented Revision Approved Approval Reason

1.0 PROJECT IDENTIFICATION

Name TESS-Teachers’ Electronic Support System SDA School

Project Team  Heidi Toussaint Instructional Designer/Coordinator of

School Information Management System,

2.0 REASONS FOR PROJECT

3.0 PROJECT OBJECTIVES (PURPOSE)

4.0 PROJECT SCOPE

5.0 KEY PROJECT DELIVERABLES

6.0 MILESTONE DATES

7.0 KEY ISSUES

medium Timelines around developing and testing

high Teachers’ perceptions

medium Piloting timelines

9.0 PROJECT’S CRITERIA FOR SUCCESS (MUST BE MEASURABLE)

10.0 CRITICAL SUCCESS FACTORS

Date: October 9, 2017

SCOPE MANAGEMENT PLAN

software to house the EPSS and providing refreshments for testers.

1. The project team is assigned

Noted constraints for project TESS are as follows:

provide more funding based on the school’s budgeting guidelines.

for these activities.

4 SCOPE MANAGEMENT APPROACH

5 ROLES AND RESPONSIBILITIES

scope management of Project TESS.

7 PROJECT SCOPE STATEMENT

8 WORK BREAKDOWN STRUCTURE

purchasing the EPSS software, each activity has subtasks.

Below is a Work Structure Breakdown for TESS project.

Project Title: TESS

remains within the scope of the project consistently.

Milestone In Scope Out Date Deliverable

progress is reported through Project Scope measurements tools.

______________________ Date ___________________

______________________ Date ____________________

______________________ Date ____________________

TIME MANAGEMENT PLAN

14 ACTIVITY IDENTIFICATION KEY

Activity Predecessors Duration (days)

the float using the forward backward pass technique.

delaying the whole project (color coded in blue).

path must be completed on time to facilitate the project finishing on schedule.

EST-Earliest Start Time

16 ACTIVITY NETWORK (PRECEDENCE DIAGRAM)

18 PROJECT SCHEDULE AND GANTT CHART

The schedule is retained and managed in ProjectLibre by the Project Manager.

RISK MANAGEMENT PLAN

risks are included.

R EVISION D ESCRIPTION OF C HANGE A UTHOR E FFECTIVE D ATE

20 FIVE TOP RISKS

Risk ID/Type Risk Description Risk Owner

____ Date _

__ Date

__ Date