MYH Case Study

Wentworth Institute of Technology
Manage Your Health, Inc.

Case Study
Author: Dejan Petrovic Date: October 3, 2007

Manage Your Health, Inc. MYH Inc.
Table of Contents
Introduction 3
Chapter 3
 Project categories 5
 Project Management process 6
Chapter 4
 Summary of four projects 9
 Weighted Scoring Model 13
 Business case 15
 Project charter 18
 Stakeholders analysis 19
Chapter 5
 Scope Statement 21
 Work Breakdown Structure (WBS) 23
 Work Breakdown Structure – Gantt chart 24
 Scope verification and change control 25
Chapter 6
 Work Breakdown Structure – new activities 28
 Project milestones 29
 Updated WBS Gantt chart and Network Diagram 30
 Resource assignment 32
Chapter 7
 Project cost estimate 36
 Project cost baseline 37
 Project earn value chart after 3 months 38
Chapter 8
 Quality standards 40
 Progress measurement 41
 Analysis of survey information – Pareto Diagram 42
Chapter 9
 Responsibility assignment matrix and RACI chart 44
 Resource histogram 46
 Issue log: Working effectively with users during testing 47
Chapter 10
 Communication plan 49
 Issue log 50
 Weekly status report 51
 Conflict management 52
Chapter 11
 Risk register 54
 Probability/impact matrix 56
 Response strategy 59
Key terms 60
2
Introduction
Manage Your Health, Inc. (MYH) is a Fortune 500 company that provides a variety of health care services across the
globe. MYH has more than 20,000 full-time employees and more than 5,000 part-time employees. Before deciding
which projects to pursue, MYH wants to develop a methodology for managing all information technology projects.
Management has decided to develop an approach where suggested project management outputs will be similar
based on the size of the project.
Furthermore, MYH management updated its strategic plan, and key goals include reducing internal costs, increasing
cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers
work together to improve the development and delivery of its health care products and services.
This document serves to show the work completed by Dejan Petrovic (alias Tony Prince) on the selection and
managing one of the proposed projects, which will satisfy the most of the company’s needs defined by the new
methodology and strategic plan.
3
CHAPTER 3
4
MEMO
To: Anthony J Dionisio, Jr, COO MYH

From: Tony Prince, project manager
Subject: Project categories
Date: Thursday, September 20, 2007
After reviewing information technology projects completed in the past few years, I noticed that MYH, Inc. has a
large volume of projects with varying schedules, budgets and complexities. In order to determine the project
management methodology that future projects should follow, I focused on five basic characteristics of every
project:
1. Project implementation (Is the project add-on to the existing system or separate system?)
2. Time frame (Can the project be implemented within a period of 1 year or more?)
3. Costs (What is the budget for a project?)
4. Project’s goal (Does the project satisfies the key goals of strategic plan?)
5. Technology (What kind of technology is included in the project?)
Taking in consideration these five characteristics, I categorized Information technology projects to three major
groups:
1. Very business driven (solving a problem, choosing an opportunity or executing a prime directive from
management)
2. Time based (< year, 1-2 years, >2 years)
3. Priority/value (low, medium, high)
However, I believe the Business Driven categorization is the best one, since it will allow us to best prioritize projects,
and make the right choices in project selection.
5
MEMO

Subject: Project Management process
Date: Tuesday, September 25, 2007
Project management has 5 stages:

- Initiation
- Planning
- Executing
- Monitoring and Controlling
- Closing
Initiating processes include and authorizing a project or project phase. To initiate a project or just a concept phase
of a project, management must define the business need for the project. We also need a project sponsor and a
project manager. Initiating phase takes place during each phase of a project. An organization should put
considerable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons.
An organization may initiate information technology projects for several reasons, but the most important one is to
support business objectives.
After reviewing the important guidelines Manage Your Health, Inc. (MYH) should include in its project management
methodology, I believe main outputs of project initiation should be:
- Project Manager assignment
- Business Case completed
- Project charter completed and signed
- Key stakeholders identified
Project manager has already been assigned (Tony Prince).
Business case needs to contain the following information:

 Introduction  Preliminary project requirements
 Business Objective  Budget estimate and financial analysis
 Current situation and problem/opportunity  Schedule estimate
statement  Potential risks
 Critical assumptions and constraints  Exhibits
 Analysis of options and recommendation
Project charter needs to contain:

 Project Title  Project Objectives
 Start and Finish dates  Approach description
 Budget information  Roles and responsibilities
 Project Manager information  Comments (if any)
6
Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the
organization’s needs. There normally is no single “project plan”, but several plans such as the scope management
plan, procurement management plan schedule management plan. To account for changing conditions on the
project and in the organization, project teams often revise project plans during each phase of the project life cycle.
Plans must be realistic and useful, so people knowledgeable with the work need to plan the work.
After reviewing planning process through all of the knowledge areas and MYH guidelines, I chose the following
outputs for project planning:
- A project scope statement
- A work breakdown structure (WBS)
- Milestones list
- Project schedule network diagram
- Resource assignments
- Activity cost estimates
- Cost baseline
- Project funding requirements
- Quality Requirements
- Quality metrics (measurement)
- Roles and responsibility matrix
- Project organization charts
- Communications management plan
- Risk register
- Probability/impact matrix
- Proposal scoring
Executing processes include coordinating people and other resources to carry out the project plans and produce
the product, service, or a result of the project or phase. They also include work required to introduce any new
hardware, software, and procedures into normal operations. The products of the project are produced during
project execution and it usually takes the most resources to accomplish this process.
The most common output in project execution is a Milestone report.
Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the
project team meets the project objectives. The project manager and staff monitor and measure progress against the
plans and take corrective action when necessary. A common monitoring and controlling process is performance
reporting, where project stakeholders can identify any necessary changes that may be required to keep the project
on track. Some of the common reports for this stage are:
- Issue log
- Weekly status report
- Conflict management
Closing processes include formalizing acceptance of the project or project phase and ending it efficiently.
Administrative activities are often involved in this process group, such as archiving project files, closing out
contracts, documented lessons learned, and receiving formal acceptance of the delivered work as part of the phase
or project. Having all that in mind some of the outputs MYH should use are:
- Final product, service or result
- Closed contracts
7
CHAPTER 4
8
MEMO

Subject: Summary of four projects
Date: Monday, October 1, 2007
Project 1
Recreation and Wellness Intranet Project
Project goal description
Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling,
jogging, walking, and other sports.
Allow employees to register for company-sponsored classes and programs to help them manage their weight,
reduce stress, stop smoking, and manage other health-related issues.
Track data on employee involvement in these recreational and health-management programs.
Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning
sports team competition, etc.)
Business strategy compliance
This project should contribute to reducing internal costs of the company, as one of the strategic key goals.
MYH, Inc. pays 20% more that industry average for employer health care premiums.
This add-on to the existing Intranet will help employees improve their health and at the same time, lead to lower
health insurance premiums.
Benefits
Net savings of at least $30/employee/year for full-time employees over the next four years.
Total financial benefit for 20,000 full-time employees, with $30 saving per employee per year, for 4 years is
$2,400,000.
Help improve health of our employees.
9
Project 2
Health Coverage Costs Business Model
Develop an application to track employee health care expenses and company health care costs.
Application an add-on to the current Intranet and must be secure.
Application should allow several managers and analysts to access and download selective data for further analysis.
The new application must be compatible with an existing system, so it can import data about employee expenses
submitted to the company and the company’s costs to the insurance provider.
This project should contribute to reducing internal costs of the company, as one of the strategic key goals.
This add-on to the existing Intranet will help employees improve their health and at the same time will lead to
lower health insurance premiums.
Benefits
Net savings of about $20/employee/year for full-time employees over the next four years.
Total financial benefit for 20,000 full-time employees, with $20 saving per employee per year, for 4 years is
$1,600,000, minus costs of application development $100.000.
Estimated savings $1,500.000.
It will help revise polices concerning employee contributions to health care premiums and help us negotiate for
lower premiums with insurance companies.
10
Project 3
Cross Selling System
Develop an application that would improve cross-selling to current customers.
This project should contribute to increasing cross-selling of products.
Benefits
Increase of profit for $1,000,000 each year in next three years.

Costs of development and maintenance would be around $800,000 each year
Total earnings would increase for $200,000.
It will contribute to better cross-selling performance of our sales representatives.
11
Project 4
Web-Enhanced Communication System
Should enable customers and suppliers to provide suggestions, enter orders, view status and history of orders, and
use e-commerce capabilities to purchase and sell their products.
This project should allow Web-based communication between employees, customers, and suppliers in order to
improve development and delivery of health care products and services.
Benefits
This system should save about $2,000,000 each year for three years after implementation. It will take one year to
complete, $3,000,000 to develop and about 20% of development costs ($600,000) each year to maintain.
12
MEMO

Subject: Weighted Scoring Model
Date: Tuesday, October 2, 2007
MYH recently updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling of
products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together
to improve development and delivery of its health care products and service. From four projects in the table, I
needed to select one that would be the best for the company.
Recreation and Health Cross Web-Enhanced

Criteria Weight Wellness Intranet Coverage Costs Selling Communication
Project Business Model System System
1. Satisfies business objective 35% 25 25 25 25
2. Provides positive NPV 30% 100 70 25 50
3. Can be implemented in 1 year or less 15% 100 100 30 100
4. ROI within 3 years 20% 80 100 0 25
Weighted Project Scores 100% 69.75 64.75 20.75 43.75
Weighted Score by Project
Web-Enhanced
Communication
System
Cross Selling
System
Health Coverage
Costs Business
Model
Recreation and
Wellness
Intranet Project
0 10 20 30 40 50 60 70 80
13
In order to select the most appropriate project, I used a Weighted Scoring Model. Weighted Scoring Model is a tool
that provides a systematic process for selecting projects based on many criteria. In this case, I used four criteria in
selection of a process:
1. To what degree project satisfies business objectives?
2. How big is the Net Present Value (NPV) of the project?
3. Can project be implemented in one year or less?
4. How big is the Return of Investment (ROI) within three years?
Since, all four projects cover one instance out of four business objectives, covered in new strategic plan, all projects
received 25 points under the 1st criterion.
Project 1 has the highest NPV and was graded with 100 points. Right after comes Project 2, followed by Project 4
and at the end Project 3.
All projects except Project 3 can be implemented in a year or less. Project 3 extends through a period of three years.
After the comparison of ROI within three years for all four projects, it appears that Project 2 (Health Coverage Costs
Business Model) has the biggest ROI. Therefore this project got 100 points in this section. A little bit smaller ROI has
Project 1 (Recreation and Wellness Intranet Project), so I graded it with 80 points. On the third place, with 25 points
is Project 4 (Web-Enhanced Communication System). The only project with a negative ROI is Project 3 (Cross Selling
System) that got 0 points under this criterion. This project provides no financial benefits to the company.
After taking all of the results in all four criteria, the project with the most points (69.75) is Recreation and Wellness
Intranet Project.
14
MEMO

Subject: Business case
1.0 Introduction/ Background
Manage Your Health’s (MYH) core business goal is to provide a variety of health care services across the globe.
MYH’s management believes that company can reduce internal costs and increase business by developing
Recreation and Wellness Intranet Project.
2.0 Business Objective
MYH’s strategic goals include reduction of internal costs, increasing cross-selling of products, and exploiting new
Web-based technologies to help employees, customers, and suppliers work together to improve development and
delivery of its health care products and service. The Recreation and Wellness Intranet Project will allow employees
to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and
other sports. It will also enable employees to register for company-sponsored classes and programs to help them
manage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this new
application, management will be able to track data on employee involvement in these recreational and health-
management programs, as well as offer incentives for people to join the programs and do well in them (e.g.
incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decrease
internal costs for the company.
3.0 Current Situation and Problem/Opportunity Statement
MYH already has an Intranet that is connected to the systems that track employee expenses submitted to the
company and the company’s costs to the insurance providers. MYH, Inc pays 20% more than the industry average
for employee health care premiums, primarily to poor health of its employees. There is an opportunity to provide
an application that will help employees improve their health within one year of its rollout, so that the company can
negotiate lower health insurance premiums.
4.0 Critical Assumption and Constraints
The proposed application must be a valuable asset to MYH. Employees must actively support the project, and it
must pay for itself in one year after it is implemented, by reducing internal costs and improving health of the
employees. The Project Manager must lead the effort and the project team must include employee representatives,
as well as consultants that would lead the company-sponsored recreational activities, health-management classes
and programs. The new system must be compatible with the existing Intranet system and should be completed in
six-month period and should not exceed the budget of $200,000.
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5.0 Analysis of Options and Recommendation
There are three options for addressing this opportunity:
1. Do nothing. Business is doing well, and we can continue without reducing costs.
2. Purchase access to specialized software to support this new capability with little in-house development.
3. Design and implement the new intranet capabilities in-house using mostly existing hardware and software.
Based on discussions with stakeholders, we believe that option 3 is the best option.
6.0 Preliminary Project Requirements
The main features of Recreation and Wellness Intranet Project include the following:
1. Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling,
jogging, walking, and other sports.
2. Allow employees to register for company-sponsored classes and programs to help them manage their weight,
reduce stress, stop smoking, and manage other health-related issues.
3. Track data on employee involvement in these recreational and health-management programs.
4. Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight,
winning sports team competition, etc.)
5. Other features suggested by users, if they add value to the business.
7.0 Budget Estimate and Financial Analysis
A preliminary estimate for the costs for the entire project is $200,000. This estimate is based on the project
manager working about 20 hours per week for six months and other internal staff working a total of 60 hours per
week for six months. A staff project manager would earn $60 per hour. The hourly rate for the other project team
members would be $70 per hour, since some hours normally billed to clients may be needed for this project. The
initial cost estimate also includes $20,000 for purchasing outsourced software and $20,000 for outsourced services.
Project benefits are based on a reduction of costs for health insurance premiums paid to insurance company. If each
of our employees used this feature of our intranet and improved their health condition, it would save at least $30
per employee per year for full-time employees over the next four years. Therefore, total financial benefit for 20,000
full-time employees, would be $2,400,000.
Exhibit A summarizes the projected costs and benefits and shows the estimated net present value (NPV), return on
investment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminary
financial analysis. All of the financial estimates are encouraging. The estimated payback is within one year as
required by project sponsor. The NPV is $1,787,276, and the discounted ROI based on a four year system life is
excellent at 894 percent.
8.0 Schedule Estimate
The sponsor would like to see the project completed within six months, but there is some flexibility in the schedule.
We also assume that the new system will have a useful life of at least four years.
16
9.0 Potential Risks
We have several risks involved with this project. To foremost risk is a lack of interest in the new Recreation and
Wellness Intranet Project. Users need to use the system in order to improve their health. If they are not introduced
properly to the new system and are not involved in its development, they might not be aware of the benefits it
provides them with. The main business risk is investing the time and money into this project and not realizing the
projected benefits.
10.0 Exhibits
Exhibit A: Financial Analysis for Recreation and Wellness Intranet Project
17
MEMO

Subject: Project charter
Project Title: Recreation and Wellness Intranet Project

Project Start Date: September 17, 2007 Projected Finish Date: March 17, 2008
Budget Information: The company has allocated $200,000 for this project. The majority of costs will be company’s
internal labor. An Initial estimate provides a total of 80 hours per week.
Project Manager: Tony Prince, 555 927 4365, princet@myh.com
Project Objectives: Develop an add-on for Manage Your Health, Inc. intranet site that would allow employees to
register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other
sports. Furthermore, the intranet site should support registration for company-sponsored classes and programs to
help employees manage their weight, reduce stress, stop smoking, and manage other health-related issues. System
must keep track of data on employee involvement in these recreational and health-management programs, as well
as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning
sports team competition, etc.)
Approach:
 Research all of the company-sponsored recreational programs, all of the company-sponsored classes and
programs that help employees manage their health issues
 Research a software to manage user search the intranet for adequate programs and classes
 Develop an intranet site using interactive approach, soliciting a great deal of user feedback
 Determine a way to measure the value of the intranet site in decreasing the costs of health insurance
premiums
Roles and Responsibilities
Name Role Organization/Position Contact

Anthony J Dionisio, Jr Sponsor MYH, Inc. , COO dionisioa@myh.com
Tony Prince Project Manager MYH, Inc. , consulting manager princet@myh.com
Sandra Minski Team Member MYH, Inc. , senior consultant minskis@myh.com
Jonathan Shtiel Team Member MYH, Inc. , consultant shtielj@myh.com
Dave Smith Team Member MYH, Inc. , IT department smithd@myh.com
Kevin Strom Team Member MYH, Inc. , IT department stromk@myh.com
Steve Buskin Advisor MYH, Inc. , recreation programming instructor buskins@myh.com
Samantha Troy Advisor MYH, Inc. , health classes instructor troys@myh.com
Sign-off:
18
MEMO

Subject: Stakeholders Analysis
Anthony J Dionisio, Jr Sandra Minski Jonathan Shtiel Dave Smith

Organization MYH, Inc. MYH, Inc. MYH, Inc. MYH, Inc.
Role on project Sponsor Team Member Team Member Team Member
Unique facts about COO of the company; Senior consultant; Consultant; smart and IT System Administrator;
stakeholder experienced in project knows entire reliable, but very very intelligent, but not
management, easy- health care stubborn good with people; knows
going, but very system and user his job well, but has
demanding side of using it; trouble presenting
nice European
sense of humor
Level of interest Very High Medium to High Medium Medium
Level of influence Very High Very High Medium High - irreplaceable
Suggestions on Meet weekly with him Keep her involved If you disagree with Meet with him during
managing relationships to submit the reports during system him, do not start an every stage of the project
on the project and design argument; it will go on planning and execution;
present the updates for ever Listen to his suggestions
concerning the needs
and expectations;
follow his guidelines
Kevin Strom Steve Buskin Samantha Troy

Organization MYH, Inc. MYH, Inc. MYH, Inc.
Role on project Team Member Advisor Advisor
Unique facts about Software developer; real Instructor; coordinates all of Instructor; teaches several health
stakeholder geek; quiet and shy; the recreation programs; care classes; loves interior design
communicates only through loves working out and (feng shui)
e-mail; doesn't have a cell macrobiotic food; cannot
phone stand fast food
Level of interest Low Low Low
Level of influence Low to Medium Medium Medium
Suggestions on Make him present during Has all the info about the Wants to share everything she
managing relationships outsourced software company-sponsored knows about maintaining your
implementation and programs; let him order health; make her give a free lecture
adaptation some healthy food for your to your team members; it can
meetings improve the moral of the team
members
19
CHAPTER 5
20
MEMO

Subject: Scope Statement (Draft Version)
Date: Sunday, October 7, 2007
Project Title: Recreation and Wellness Intranet Project

Date: October 5, 2007 Prepared by: Tony Prince, Project Manager, 555 927 4365, princet@myh.com
Project Justification: Company’s management requested the project to assist the company in meeting its
strategic goals. After the analysis, The Recreation and Wellness Intranet Project appeared to be most
beneficial for the company. This project involves creation of the add-on to the intranet system that will
allow employees to register for company-sponsored recreational programs, such as soccer, softball,
bowling, jogging, walking, and other sports. It will also enable employees to register for company-
sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and
manage other health-related issues. By using this new application, management will be able to track data
on employee involvement in these recreational and health-management programs, as well as offer
incentives for people to join the programs and do well in them (e.g. incentives for achieving weight,
winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for the
company. The budget for this project is $200,000. Estimated benefits are $600,000 each year.
Product Characteristics and Requirements:
1. Search option: Users will be able to search for the programs or courses they are interested in.
2. User application: This add-on will allow authorized users to apply for the program or course to which
they want to go.
3. User tracking: Company’s management will be able to track the user involvement in these programs.
4. Incentives: This add-on will be able to send incentives to the employees to join the program.
Summary of Project Deliverables
Project management-related deliverables: business case, charter, scope statement, WBS, schedule, cost
baseline, status reports, final project presentation, final project report, lessons-learned report, and any
other documents required to manage the project.
Product-related deliverables:
1. Program list: This will include listings of all the company-sponsored recreation programs.
2. Course list: This will include listings of all the company-sponsored classes and health programs.
3. Employee profiles: Intranet add-on will provide reports about each employee’s involvement in any of
these programs/courses.
4. Employee application form: The online form employees will be able to use to apply for the
program/course.
5. Intranet design: An initial design of the add-on interface that will include site-map, suggested
formats, appropriate graphics, etc. The final design will incorporate comments from users on the
initial design.
6. Intranet site content: Intranet site will include descriptions of programs and courses, application
form, search option, employee profile and security.
7. Test plan: The test plan will document how the intranet site will be tested, who will do the testing
and how problems will be reported.
21
Product-related deliverables (continued):

8. Announcement: A plan for announcing the availability of the new intranet add-on.
9. Project benefit measurement plan: It will measure the financial value of the new intranet add-on.
Project Success Criteria: Our goal is to complete this project within six months and within a budget of
$200,000. The project sponsor, Anthony J Dionisio, Jr, insisted on project paying for itself one year after
the intranet add-on is completed and implemented. To meet the financial goal, the intranet add-on must
have a strong employee usage. We also need to find the method to capture benefits while the intranet
add-on is being developed and tested, and after it is rolled out. If a project takes a little longer to
complete, or costs a little more than planned, the company will still view it as a success if it has a good
payback.
22
MEMO

Subject: Work Breakdown Structure
1.0 Initiating
1.1 Assign project manager
1.2 Prepare business case
1.3 Prepare project charter
1.4 Identify key stakeholders
2.0 Planning
2.1 Hold project initiation meeting
2.2 Prepare scope statement
2.3 Prepare WBS
2.4. Prepare milestones list
2.5 Prepare project cost model
2.5.1 Project cost model estimate
2.5.2 Project cost model baseline
2.6 Prepare project variances, estimates and values
2.7 Identify quality standards/requirements
2.8 Identify progress measurement variables
3.0 Executing
3.1 Prepare list of programs
3.1.1 List of recreational programs
3.1.2 List of health programs and courses
3.2 User inputs
3.3 Intranet add-on content
3.3.1 Course/programs descriptions
3.3.2 Application form
3.3.3 Search options
3.3.4 User profile template
3.4 Intranet add-on design
3.5 Intranet add-on construction
3.6 Intranet add-on testing
3.7 Intranet add-on announcement
3.8 Intranet add-on roll-out
3.9 Project benefits measurement
4.0 Controlling
4.1 Weekly status reports
5.0 Closing
5.1 Prepare final project report
5.2 Prepare final project presentation
5.3 Lessons learned
23
MEMO

Subject: Work Breakdown Structure – Gantt chart
24
MEMO

Subject: Scope verification and change control
Date: Thursday, October 11, 2007
Even though our project scope is fairly well defined, we do not want to suffer from scope creep – the tendency for
project scope to keep getting bigger and bigger. For that reason, we developed a method for scope verification as
well as the process for controlling scope changes.
Scope verification involves formal acceptance of the completed project scope by the stakeholders. In order to
achieve acceptance, we will include customer inspections and sign-off on key deliverables. Project team needs to
create clear documentation of the project’s products and procedures to evaluate if they are completed correctly
and satisfactorily.
The main input for our scope verification are the project scope statement, Work Breakdown Structure, project
scope management plan, and deliverables. And our main tool for performing scope verification is inspection. Our
sponsor and users (stakeholders) will inspect the work after it is delivered. Our main outputs of the scope
verification process will be accepted deliverables, requested changes, and recommended corrective action.
Besides scope verification, another important process in project management is scope control. Scope control
involves controlling changes to the project scope. Our users might not be sure how they want our intranet add-on
interface to look and what functionalities they will really need in order to easily and efficiently use the add-on.
Furthermore, our developers might not be sure how to interpret user requirements, and they also have to deal with
constantly changing technology.
The main goal of scope control is to influence all these factors that cause scope changes, to assure changes are
processed according to procedures developed as part of integrated change control, and to manage changes when
they occur.
The main input to scope control are the project scope statement, project scope management plan, Work
Breakdown Structure, performance reports, work performance information, and approved change requests. We
incorporated several important tools for performing scope control: change control system, configuration
management, replanning project scope and variance analysis. Variance is the difference between planned and
actual performance. The outputs of scope control will include requested changes, recommended corrective action,
and the updates to the project scope statement, Work Breakdown Structure, scope baseline, organizational process
assets, and project management plan.
Four factors that are related to scope verification and control, and that determine project’s success are user
involvement, clear business objectives, minimized scope and firm basic requirements. Therefore, it is crucial for us
to improve user input and reduce incomplete and changing requirements and specifications. Lack of user input
leads to problems with managing scope creep and controlling change.
25
In order to improve user input, we will do the following:

- Develop a good project selection process. Insist that all projects have a sponsor from the user organization.
Make project information easily available in the organization.
- Include users on the project team.
- Organize regular meetings with well defined agendas. Maintain regular interaction with users. Require
users to sign-off on key deliverables presented at the meetings.
- Regularly deliver something to project users and sponsors.
- Promise not to deliver what cannot be delivered in a particular time frame.
- Co-locate users with the developers.
To reduce incomplete and changing requirements, we will perform the following actions:
- Develop and follow a requirements management process that includes procedures for initial requirements
determination.
- Employ techniques such as prototyping, use case modeling, and Joint Application Design (JAD) to
understand user requirements thoroughly.
- Put all requirements in writing and keep them current and readily available.
- Create a requirements management database for documenting and controlling requirements.
- Provide adequate testing to verify that the project’s products perform as expected.
- Use a process for reviewing requested requirements changes from a system perspective.
- Emphasize completion dates.
- Allocate resources specifically for handling change requests.
26
CHAPTER 6
27
MEMO

Subject: Work Breakdown Structure – new activities
Date: Friday, October 12, 2007
After reviewing the project’s Work Breakdown Structure (WBS) and Gantt chart, we decided to add four more
activities in order to improve project planning and improve functionality of our intranet add-on.
The first three components we added to planning process of the project. Those three components are:
1. Determine task resources (2.6.1)
2. Determine task durations (2.6.2)
3. Identify, discuss and prioritize risks (2.8)
Determination of task resources is part of the project scheduling. Some of the tasks are broken so the team
members have a better understanding of what they have to do and when.
Furthermore, team members need to keep their workloads and cost constraints in mind when developing the
duration estimates. That is why determination of task durations is so important. The team members provide us with
the information how many work hours they will spend on each task, enabling us to create as specific schedule as
possible.
One more important thing, we have overseen while making the first WBS, was risk assessment. To efficiently
represent all the risks, we should make a list of prioritized risks
The fourth one, Access Security specification (3.3.5), we added to execution process of the project. After discussion
with our stakeholders, we agreed that different security levels need to be built in our intranet add-on. All internal
employees already have access to intranet after entering their security information. However, access to Recreation
and Wellness part of the intranet needs to be granted only to full-time employees.
28
MEMO

Subject: Project milestones
In order to have a better overview of project’s progress, we decided to use milestones. By using the SMART criteria,
we decided on 9 milestones within this project:
1. Identify key stakeholders – with this process completed, we are completing the Initiating phase of our project
and we can see if we accomplished everything before move on to another phase.
2. Prepare milestone list – up to this point we should have our kick-off meeting, created scope statement and
WBS. After this point we are moving to scheduling and cost estimates, so it would be very useful to have
everything clearly defined before this point.
3. Identify progress measurement variables – this is the last task in planning phase. At this point we should have
completed all the operations involved in planning and be ready for execution phase of the project.
4. List of health programs and courses – in order to go and ask users for their input, we need to have lists of
recreational and health programs/courses ready.
5. User inputs – we need to make sure we summarized all of the users comments, suggestions, opinions. That way
we will be able to turn to creation of the content of our add-on.
6. Search options – this task is the longest one in defining the content of our Recreation and Wellness Intranet.
Upon completion of this task, all other tasks included in this phase should be completed. After this point, we
are turning to the process of designing.
7. Intranet add-on design – when we finish the design, we need to get the approval from our stakeholders (users).
That way, we will be sure we took all the suggestions and comments into consideration and implemented it in
design. After this point, and users’ approval, we can continue toward Intranet add-on construction.
8. Intranet add-on construction – the completion of this phase will give us a final product of this project. At this
point we need to know if all the functionalities are included, so we can start testing the product.
9. Intranet add-on testing – this is the final stage of product development. If all the tests are completed
successfully, our product, in this case Recreation and Wellness Intranet site can go live after this point.
10. Prepare final project presentation – this is the final point of the project; after this task project is closed.
29
MEMO

Subject: Updated WBS Gantt chart and Network Diagram
30
Initialization
Start: 10/1/07 ID: 1
Finish: 10/10/07 Dur: 8 days
Comp: 0%
Assign project manager Prepare business case Prepare project charter

Identify key stakeholders
Start: 10/1/07 ID: 2 Start: 10/3/07 ID: 3 Start: 10/8/07 ID: 4
Finish: 10/2/07 Dur: 2 days Finish: 10/5/07 Dur: 3 days Finish: 10/9/07 Dur: 2 days Milestone Date: Wed 10/10/07
Res: Res: Res: ID: 5
Planning
Start: 10/11/07 ID: 6
Comp: 0%
Hold project initiation meeting Prepare scope statement Prepare WBS

Prepare milestones list
Finish: 10/11/07 Dur: 1 day Finish: 10/15/07 Dur: 2 days Finish: 10/16/07 Dur: 1 day Milestone Date: Wed 10/17/07
Res: Res: Res: ID: 10
Prepare project cost model

Start: 10/19/07 ID: 11
Comp: 0%
Project cost model estimate
Start: 10/19/07 ID: 12
Res:
Project cost model baseline

Start: 10/19/07 ID: 13
Identify, discuss and prioritize risks
Res:
Start: 10/25/07 ID: 18
Prepare project variances, est imates and values
Res:
Prepare project schedule Start: 10/25/07 ID: 17
Start: 10/19/07 ID: 14 Finish: 10/29/07 Dur: 3 days Identify quality standards/req uirements
Finish: 10/23/07 Dur: 3 days Res: Start: 10/30/07 ID: 19
Comp: 0% Finish: 10/31/07 Dur: 2 days

Determine task resources Res:
Start: 10/19/07 ID: 15
Res:
Determine task durations

Start: 10/19/07 ID: 16
Res:
Executing
Start: 11/2/07 ID: 21
Finish: 3/24/08 Dur: 102 days Identify progress
Comp: 0% measurement variables
Prepare list of programs Milestone Date: Thu 11/1/07
Start: 11/2/07 ID: 22 ID: 20
Comp: 0%
List of recreational programs List of health programs
User inputs
Start: 11/2/07 ID: 23 and courses
Finish: 11/12/07 Dur: 7 days Milestone Date: Fri 11/2/07 Milestone Date: Tue 11/13/07
Res: ID: 24 ID: 25
Intranet add-on content
Start: 12/11/07 ID: 26
Comp: 0%
Course/programs descriptions Application form User profile template Project benefits measurement
Search options Start: 12/11/07 ID: 37
Finish: 12/24/07 Dur: 2 wks Milestone Date: Tue 12/11/07 Finish: 12/24/07 Dur: 10 days Finish: 2/12/08 Dur: 46 days
Finish: 12/31/07 Dur: 3 wks
Res: ID: 29 Res: Res:
Res:
Access security specification

Start: 12/11/07 ID: 31
Res:
Intranet add-on design

Milestone Date: Tue 1/1/08
ID: 32
Intranet add-on Intranet add-on announcement

Intranet add-on testing
construction Start: 3/18/08 ID: 35
Milestone Date: Tue 1/22/08 Milestone Date: Tue 3/4/08 Finish: 3/24/08 Dur: 1 wk
ID: 33 ID: 34 Res:
Intranet add-on roll-out

Start: 3/18/08 ID: 36
Finish: 3/24/08 Dur: 1 wk
Res:
Controlling
Start: 10/11/07 ID: 38 Weekly status reports
Finish: 3/24/08 Dur: 118 days Start: 10/11/07 ID: 39
Comp: 0% Finish: 3/24/08 Dur: 23.6 wks
Res:
Closing
Start: 3/25/08 ID: 40
Prepare final project report Prepare final project Lessons learned
Start: 3/25/08 ID: 41 presentation Start: 3/31/08 ID: 43
Comp: 0%
Finish: 3/26/08 Dur: 2 days Milestone Date: Thu 3/27/08 Finish: 4/1/08 Dur: 2 days
Res: ID: 42 Res:
Project: Network_chart_updated
Date: Tue 11/27/07 Critical Noncritical Critical Milestone Milestone Critical Summary Summary Critical Inserted Inserted Critical Marked Marked Critical External External Project Summary Highlighted Critical Highlighted Noncritical
Page 1
MEMO

Subject: Resource assignment
In order to assign hours to my team members, I used several different characteristics:

- Expertise of a team member related to the task
- The volume of the task that needs to be completed
- Duration of the period during which the task must be completed plus buffers
Taking these constraints in considerations you can see that most of the stuff in the Initiation phase will be done by
Project Manager, Business Analyst and Finance Department.
In the Planning phase, all of the team members will take an active part. We will need financial estimates, business
analysis, hardware and software requirements, as well as users’ feedback.
Later on in Execution process, people from Finance department and Human Resources department will not have
such an important role. This part is the part of software developing and design, where network specialist and
programmers play the biggest part and take the most of the workload.
Furthermore, in Controlling the project’s planning and execution, everyone but people from Finance Dept. and
Human Resources will be very involved constantly performing checks and implementing the changes.
Finally, at the project Closing, Project Manager will prepare reports about the completion of the project. In doing so,
he will need help from Financial Dept. to get all the information about the financial side of the project, as well as
from the HR Dept. to find out all about the benefits employees got from using the product.
32
Tony Prince Patrick Nancy – Bonnie – Yusaff – Casandra –

programmer / network business programmer human finance
analyst (PM) specialist analyst / analyst resources department
1.0 Initiating
1.1 Assign project manager 2 2 2 2 2 2
1.2 Prepare business case 7 5 12 3 - 12
1.3 Prepare project charter 4 - - - - -
1.4 Identify key 3 - - - - -
stakeholders
Initiating – total hours 18 7 14 5 2 14
2.0 Planning
2.1 Hold project initiation 2 2 2 2 2 2
meeting
2.2 Prepare scope 5 - - - - -
statement
2.3 Prepare WBS 5 3 3 3 4 -
2.4. Prepare milestones list 4 3 1 6 1 -
2.5 Prepare project cost model
2.5.1 Project cost model 4 2 4 2 2 5
estimate
2.5.2 Project cost model 3 1 4 1 1 6
baseline
2.6 Prepare project schedule
2.6.1 Determine task 8 3 6 4 1 -
resources
2.6.2Determine task 8 4 3 4 1 -
duration
2.7 Prepare project 7 3 2 3 1 3
variances, estimates and
values
2.8 Identify, discuss and 5 5 5 5 - 5
prioritize risks
2.9 Identify quality 6 3 3 5 - -
standards/requirements
2.10 Identify progress 3 3 3 3 3 3
measurement variables
Planning – total hours 60 32 36 38 16 24
3.0 Executing
3.1 Prepare list of programs
3.1.1 List of recreational 2 - - - 5 -
programs
3.1.2 List of health 2 - - - 6 -
programs and courses
3.2 User inputs 7 - 26 32 25 -
33
Tony Prince Patrick Nancy – Bonnie – Yusaff – Casandra –

programmer / network business programmer human finance
analyst (PM) specialist analyst / analyst resources department
3.3 Intranet add-on content
3.3.1 Course/programs 24 - - 75 - -
descriptions
3.3.2 Application form 12 8 - 45 - -
3.3.3 Search options 20 7 - 22 - -
3.3.4 User profile 5 2 - 12 - -
template
3.3.5 Access security 2 22 - 9 - -
specification
3.4 Intranet add-on design 8 6 - 30 - -
3.5 Intranet add-on 30 15 - 60 - -
construction
3.6 Intranet add-on testing 10 10 10 30 10 10
3.7 Intranet add-on 3 - - - 10 -
announcement
3.8 Intranet add-on roll-out 5 5 - 5 - -
3.9 Project benefits 20 - - - 32 40
measurement
Executing – total hours 150 75 36 320 88 50
4.0 Controlling
4.1 Weekly status reports 70 47 47 70 - -
Controlling – total hours 70 47 47 70 0 0
5.0 Closing
5.1 Prepare final project 11 - - - 2 2
report
5.2 Prepare final project 12 - - - 2 2
presentation
5.3 Lessons learned 12 6 6 6 - -
Closing – total hours 35 6 6 6 4 4
Entire Project - TOTAL HOURS 333 167 139 439 110 92
34
CHAPTER 7
35
MEMO

Subject: Project cost estimate
Date: Thursday, October 25, 2007
In process of developing project cost estimate, I took in consideration that project management is continuously
done throughout the project in a period of 6 months. Furthermore, project management is performed at the same
time as other processes, while all other major groups of processes are performed in a certain order. According to
the WBS provided, a specific process group needs to be completed before another process group can be started.
Nevertheless, processes within the same group can be performed in parallel manner.
Unfortunately, by using the given fixed hourly wages for Project Management ($100) and everyone else ($60), it
appears that Project Management takes 48% of the budget. If we were allowed to change that, the value would
most likely be around 25-30%.
WBS Items # Units/Hrs. Cost/Unit/Hr. Subtotals WBS Level 1 Totals % of Total

1. Project Management 950 $100 $95,000 $95,000 47.5%
2. Requirements Definition 195 $60 $11,700 $11,700 5.9%
3. Web Site Design $34,400 17.7%
3.1 Registration for recreational programs 170 $60 $10,200
3.2 Registration for classes and programs 170 $60 $10,200
3.3 Tracking system 135 $60 $8,100
3.4 Incentive system 115 $60 $6,900
4. Web Site Development $41,100 20.6%
4.1 Registration for recreational programs 205 $60 $12,300
4.2 Registration for classes and programs 220 $60 $13,200
4.3 Tracking system 155 $60 $9,300
4.4 Incentive system 105 $60 $6,300
5. Testing 160 $60 $9,600 $9,600 4.8%
6. Training, Rollout and Support 120 $60 $7,200 $7,200 3.6%
Total project cost estimate 200,000 $200,000 100.0%
36
MEMO

Subject: Project cost baseline
This is the representation of costs for each month. You can see that Project Management costs are equally divided
throughout 6-month period. Requirements Definition should be completed in October. Web site design starts in
November and lasts till the mid January, when it should be completed and should allow a start of Web Site
Development phase. Web Site Development should continue from last week of January to the beginning of March.
After development completion, we will start Testing for two weeks, and after all the tests are finished, we will start
Training, Rollout and Support processes which should end on April 1, 2008.
WBS Items October November December January February March Totals

1. Project Management 15,800 15,800 15,800 16,000 15,800 15,800 95,000
2. Requirements Definition 11,700 11,700
3. Web Site Design
Registration for recreational programs 3,825 3,825 2,550 10,200
Registration for classes and programs 3,825 3,825 2,550 10,200
Tracking system 3,037.5 3,037.5 2,025 8,100
Incentive System 2,588 2,588 1,724 6,900
4. Web Site development
Registration for recreational programs 3,690 7,380 1,230 12,300
Registration for classes and programs 3,960 7,920 1,320 13,200
Tracking system 2,790 5,580 930 9,300
Incentive System 1,890 3,780 630 6,300
5. Testing 9,600 9,600
6. Training, Rollout and Support 7,200 7,200
TOTALS: 27,500 29,076 29,076 37,179 40,460 36,710 200,000
37
MEMO

Subject: Project earned value chart
This is the given status of the project after three months:

Planned value (PV) = $120,000
Earned value (EV) = $100,000
Actual cost (AC) = $90,000
a) Cost Variance (CV) = EV-AC = $10,000

Schedule Variance (SV) = EV-PV = $20,000
Cost Performance Index (CPI) = EV/AC = 111,111%
Schedule Performance Index (SPI) = EV/PV = 83,333%
b) According to these values project is behind the schedule, and estimated time to complete the project is 7.2
months instead of initially planned 6 months. However, costs of the project are lower than expected, and if
we continue with this trend, we will complete the project with a budget of around $180,000.
c) According to the CPI value, Estimate at Completion (EAC), where EAC = planned budget / CPI, is $179,820.
Therefore, project is performing better considering budget.
d) As I said before, SPI shows us that our project is behind the schedule, and according to the formula:
Estimated time to complete = planned time / SPI, it will take us 7.2 months to complete the project.
e) 250,000
Budget at Completion (BAC)

200,000
Estimate at Completion (EAC)
150,000 Planned Value (PV)

Planned Value (PV)
$ Actual Cost (AC)
100,000 Earned Value (EV)
Earned Value (EV)
Budget at Completion (BAC)
Actual Cost (AC)
50,000 Estimate at Completion (EAC)
-
1 2 3 4 5 6 7 8
Month
38
CHAPTER 8
39
MEMO

Subject: Quality standards
Date: Thursday, November 1, 2007
After the meeting with stakeholders and taking in consideration their requests, we developed a list of quality
standards:
1. Number of people that used the system to register for Health and Recreational programs and courses
We will log online registration processes to monitor how many people used the system for search and
registration purposes. Our built-in feature will log all online registrations for programs and courses by
username and department. The total number of registered users will then be compared to total number of
employees giving us a percentage that we can compare to our requirements.
2. Number of people on medical leave

We will monitor the number of people that took medical leave after 6 months and 1 year of implementation of
the system. We expect people to use the system to register for health programs, participate in programs and
improve their health condition. Therefore, they will take less medical leaves that before, leading toward
decreased healthcare costs. From each department, we will acquire the list and number of people that are on
medical leave. We will compare the numbers to the numbers from previous period and in that way be able to
see what the percentage of people on medical leave is now and how big it was before system rolled out.
3. Healthcare costs
The main business purpose of the development of the system is a decrease in healthcare costs. Financial
department will provide us with healthcare costs for a period of a year after system rolled out. We will compare
these results to the results from previous year and to an industry standard.
4. System response time

This was one of the requests made by user. We do not want users to give up, because the system did not
respond in timely fashion. Interface, database and reporting must be optimized and fast. A feature in the
system will log the system response time. Through analysis of this data we will be able to track system’s
performance and work on the improvements if necessary.
5. User satisfaction
We will use surveys to measure user satisfaction. If our employees find the system easy to use and fun, they
will continue using it in the future and therefore continue the work on improving their health. We will conduct
a user satisfaction survey for the new system one month after the system rolled out. This survey will target the
points like ease of use, user-friendliness and fun-to-use factors. The survey will be mandatory for all employees
that used the system for registration. We will then go over the results and compare the number of satisfied and
very satisfied users to the total number of users that filled the survey.
40
MEMO

Subject: Progress measurement
Date: Friday, November 2, 2007
For different quality standards, we will use different mechanisms for measuring progress.
1. Number of people that used the system to register for Health and Recreational programs and courses
Number of employees that used the system for registration must be between 90-100% two months after the
system rolls out.
2. Number of people on medical leave

Number of people that used medical leave should decrease by 50% in 6 months after the system rolls out, and
85% after one year.
3. Healthcare costs
The amount spent on healthcare costs must be decreased by 30% after first year, which will bring the
healthcare expenditures of the company to an industry standard.
4. System response time

Access to the Intranet add-on must be fast. Intranet page response time must be under 2 seconds. Listing the
content of the course and programs database, must not be longer than 5 second. Generating reports for
management must take under 15 seconds.
5. User satisfaction
98% of system users must respond with satisfy or very satisfied to a user-satisfaction survey that we will
conduct in the first month after system rolls out. If there are 97% or less of the satisfied or very satisfied users,
we will read the feedback about what needs to be improved that will also be included in the survey.
41
MEMO

Subject: Analysis of survey information – Pareto Diagram
After collecting all completed surveys, we got these results:
Requested Programs/Classes # of times requested % of Total Cumulative %

Weight reduction class 8875 30.4% 30.4%
Walking program 7115 24.3% 54.7%
Stop smoking class 4889 16.7% 71.5%
Soccer program 3297 11.3% 82.7%
Volleyball program 2054 7.0% 89.8%
Stress reduction class 1894 6.5% 96.2%
Softball program 976 3.3% 99.6%
Table tennis program 120 0.4% 100.0%
Total 29220
We can see that most popular programs/classes are Weight reduction class and Walking program. Furthermore, we
can see that Table tennis program has the least amount of employees interested in.
Here is the graphical representation of data displayed in Pareto diagram:
#of times requested Cumulative %

10000 100.0%
9000 90.0%
8000 80.0%
7000 70.0%
6000 60.0%
5000 50.0%
4000 40.0%
3000 30.0%
2000 20.0%
1000 10.0%
0 0.0%
Weight Walking Stop Soccer Volleyball Stress Softball Table tennis
reduction program smoking program program reduction program program
class class class
42
CHAPTER 9
43
MEMO

Subject: Responsibility assignment matrix and RACI chart
Date: Monday, November 12, 2007
In our WBS, Testing phase is divided into these sub-processes:

5. Testing
5.1 Writing a test plan
5.2 Unit testing
5.3 Module integration testing
5.3.1 Registration module integration testing
5.3.2 Tracking module integration testing
5.3.3 Incentives module integration testing
5.4 System testing
5.5 User acceptance testing
In order to create Responsibility Assignment Matrix (RAM) and RACI chart, I made these assumptions:
1. Project manager is involved in all processes of testing. He is responsible and is performing in writing a test
plan, unit testing and user acceptance testing. He is also performing in integration testing and system
testing.
2. Patrick, a network specialist is performing in writing a test plan, integration testing and is responsible for
and is performing in system testing.
3. Nancy, a business analyst, is performing only in writing a test plan.
4. Bonnie, a programmer/analyst is performing in writing a test plan. Furthermore, Bonnie is responsible for
and performing in all three phases of module integration testing.
5. User representatives are performing in all the testing processes, but not in writing a test plan.
6. Outside consultants are involved in unit, module integration, and system testing.
WBS Testing Activities
5.1 5.2 5.3.1 5.3.2 5.3.3 5.4 5.5

OBS Units Project manager RP RP P P P P RP
Network specialist P P P P RP
Business analyst P
Programmer/analyst P P RP RP RP
User representatives P P P P P P
Outside consultants P P P P P
R = Responsible organizational unit P = Performing organizational unit
44
Below is a RACI chart (Responsibility, Accountability, Consultation, and Informed roles for project stakeholders)
Tony Prince Patrick - Nancy - Bonnie - User Outside

programmer / analyst network business programmer representatives consultants
& project manager specialist analyst / analyst
Writing a test plan R C C C I I
Unit testing R I I A A A
Registration module integration

I A I R A C
testing
Tracking module integration
I A I R A C
testing
Incentives module integration
I A I R A C
testing
System testing C R I I C C
User acceptance testing R I I I A C
45
MEMO

Subject: Resource histogram
Date: Tuesday, November 13, 2007
In response to the requests from user representatives and outside consulting group, I created a resource histogram
to show how many of their employees will be needed for testing and when.
Outside consulting group has Senior and Junior testers, while user representatives have workers and managers that
will be involved in testing processes.
Below is the table with the requirements and a resource histogram.
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

Senior testers 1 1 1 1 1 1
Junior testers 0 0 2 2 2 2
Workers 2 0 0 4 4 4
Managers 0 0 0 0 2 2
10
4
uN
forebm
eP
3
lpo
e
0
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Senior testers Junior testers Workers Managers
46
MEMO

Subject: Issue log: Working effectively with users during testing
Date: Thursday, November 15, 2007
I have people with different personalities working in the testing team. Some members in my project team are very
introverted and strong thinking types, while several members in the users’ group are very extroverted and strong
feeling type. This means that these two groups will possibly have trouble in communicating and expressing
thoughts, needs, and ideas. Since not all of my team members are introverts, nor all members in the users’ group
are extroverts, I will not assign them to the same jobs.
Introverted individuals in my group will be assigned jobs that can be performed by an individual. On the other hand,
tasks needed to be accomplished by a group of team members will be assigned to extroverts from users’ group.
That way, all of them will stay inside their comfort zones able to provide their best performance without wasting
time and energy on conflicts with each other.
Furthermore, in cases where I need to put some of both groups together, I would allow enough time for the teams
to get through the basic team-building stages of forming, storming, norming, performing, and adjourning. That will
give them time to get to know each other and understand the way everyone functions.
In addition, teams will not be larger than 4 people, because it is much easier to manage groups of moderate amount
of people.
And at the end, in case the problem still occurs, I will avoid putting blame on people for the problem, but instead I
will do all that I can to fix it and encourage them to work together.
47
CHAPTER 10
48
MEMO

Subject: Communication plan
Communication is a major component of successful project delivery. Without effective communication, vital
information may not be exchanged between the project team and other stakeholders. Lack of communication
among project team members and stakeholders may prohibit or delay the execution or completion of scheduled
tasks. Success is enabled through the effective development and execution of a Communication Management Plan.
The Communication Management Plan identifies project stakeholders and the information that is to be exchanged
between the project team and stakeholders. In addition, the Communication Management Plan documents the
methods and activities needed to ensure timely and appropriate collection, generation, dissemination, storage, and
ultimate disposition of project information among the project team and stakeholders.
Below you can find Stakeholders communication analysis, presented in a table.
Stakeholders Document Name Document Format Contact Person Due Date

Internal Management Monthly Status Report Hard Copy Bonnie, Nancy and First of month
Patrick
Internal Management Weekly Status Report Hard Copy Testing Consultants Mondays at 9am
Internal Management Daily Status Report E-mail Bonnie, Nancy, Daily at 8pm
Patrick and User
workers and
managers
User Management Monthly Status Report Hard Copy Tony Prince First of month
Internal business staff Monthly Status Report E-mail Tony Prince First of month
Comments: All emails need an acknowledgement reply or a receipt. All hard copy documents should have the title
clearly printed in the header to state the type and content of the document.
49
MEMO

Subject: Issue log
An issue log should be maintained so it records details of the issue, its owner and progress up to final resolution.
The owner of the issue is normally the individual in the project team or project board most able to progress the
issue to resolution. In our case the owner of the issue log is me, the project manager.
Issues must be appropriately managed and controlled. Below you can see an issue log in connection with the testing
phase of the Recreation and Wellness Intranet project.
Issue Issue Impact on Date Reported Priority

# Description Project Reported By Assigned To (M/H/L) Due Date Status Comments
1 User is hard to Delays 11/18/07 Tony Prince User Manager M 11/22/07 Open Approach the user
work with and completion of and suggest
takes control of tasks and harmonizing down
meetings impeding responses and
progress involvement
2 HR employee left No contact in HR 11/19/07 Tony Prince HR Manager H 11/28/07 Open New contact in HR
the company Department needed
immediately
3 Weekly status Challenges 11/20/07 Tony Prince All Project H 11/23/07 Open Resolve by
reports miss some encountered are Staff including all issues
information not being in all status reports.
reported on time
50
MEMO

Subject: Weekly status report
Project Name: Recreation and Wellness Intranet Project

Team Member Name: Tony Prince
Date: 11/19/2007
Reporting Period: 11/18-23/2007
Work completed in this reporting period:
Completed stakeholders’ communications analysis to summarize an overview of required
communications standards for the project. Created issue log for the most recent issues related to the
project.
Work to complete in the next reporting period:

Write a document that describes suggested approaches for managing conflicts with any hard-to-work-
with personnel.
What’s going well and why:

The project is currently under the budget and it looks like we will continue in the same pace enabling the
project stay under budget till the end of the working period. Majority of team members is getting along
well and they are completing their work in a timely fashion.
What’s not going well and why:

It appears that, even most of the tasks are done on time, project will not be completed on the scheduled
time. Furthermore, one of the team members steals all the attention at every meeting. This user is
extremely vocal with the status of the project. This user is making it extremely hard to work with other
stakeholders, since not all stakeholders are able to state their opinion during our meetings.
Suggestions/Issues:
Approach the above mentioned user and suggest possible solutions to his issues. I must be very careful
with the approach and choose the method carefully in order to maintain positive environment within the
team.
Project changes:
Staff of the project must be changed a little. The user posing issues must be resolved or removed from the
project staff. Other than that, everything should stay the same.
51
MEMO

Subject: Conflict management
As with most of the staffs, our staff experiences some issues, too. We have a hard-to-work-with user that did not
contribute to the project in any productive way for several weeks, now. Luckily, everyone else is contributing and
has precise and useful influence on the project. Nevertheless, we still need to solve the issue with the
aforementioned team member.
This user took the lead in the several recent meetings without allowing anyone else to say a word, and not to
mention express their complete opinions, concerns, and suggestions. I encountered this issue, and not to mention
that it was pointed out to me by other project stakeholders. Most of the stakeholders agree that we need to take
action in order to avoid negative impact on the project such as not allowing tasks to be completed, extending the
project duration and increasing costs.
In order to solve this issue, I proposed two methods: compromising mode and confrontation mode.
With compromising approach, we would use give-and-take approach to resolving a conflict. We would bargain and
search the solution that brings some degree of satisfaction to the problematic team member and to everyone else.
In case that compromising mode fails, we should try with the confrontation one. I would face the conflict and use
the problem-solving method to allow us to work through our disagreements. In problem-solving method, we should
emphasize the positive sides of person’s suggestions, in order to start on a positive note. However, I would also ask
this person to allow others to express their opinions during meetings, too. In case this works, it will allow the team
to work through the problem and hopefully make the person realize that not all of his suggestions are right for the
project. That way, we would be able to get back on track and complete the project on time.
52
CHAPTER 11
53
MEMO

Subject: Risk register
Since there is a lot of information included in Risk Register, and the table cannot fit on this page, please turn to the
next page for the complete table.
54
Risk Register for Recreation and Wellness Intranet Project
Prepared by: Tony Prince, project manager Date: November 23, 2007
No. Rank Risk Description Category Root Cause Triggers Potential Responses Risk Owner Probability Impact Status
R3 1 Users being In order to work successfully on the People / Users do not like the There is not enough support from The project manager must schedule a meeting Project Manager High High The Project Manager had a
uncooperative project, we need the cooperation Organizational change. user management in order to make with the users and user management to set up meeting with the users and
from users. If the users are risk the users cooperative and explain a positive environment for the project. user management and set up a
obstructing the project, we will not (Human them the importance of the positive foundation for the
be able to complete the project, or resources) project. project.
we will, but with a significant
increase in costs and time.
R1 2 Key team In case we lose a team member, we People / Getting a better job Project manager realizes that the Make sure your team members are familiar Project Manager Medium High The Project Manager will set up
members will lose time by including another Organizational offer or an employee person wasn’t motivated and the with the entire project and the big picture, so a meeting with the team
leaving the person on the team, or in reassigning risk wasn’t stimulated tasks weren’t challenging enough. they can take over in situations like this. members and reevaluate task
company tasks to the team members. We (Human properly. Include team members in the task assignments in a week.
might also need to find a new resources) assignments. That way they can choose what
representative for that specific to take and what is challenging enough for
group. them.
R4 3 Team In case that reporting is not Structure / Communication The project manager realized that The project manager needs to ensure all the Project Manager Medium High The Project Manager, together
members are appropriate, we might omit some process risk procedures are not while defining communication steps in communication procedures are with the team members went
not providing important issues in connection with (Communications) defined well. procedures, team did not go into defined. He needs to reevaluate the over all of the communication
good status the project. That can cause the details and some instructions were Communication procedures after they are procedures and added the
information problem to arise in later stages of omitted. completed, find potential holes in descriptions, omitted parts.
the project, which would require and fix them.
from us to go back to earlier stages
and redo our work. This would set us
back, delayed the project completion
and increased the costs.
R6 4 Late We might underestimate the time Structure / Certain errors in Due to poor reporting, the project Make sure reporting is done according to well Programmer / Medium High The Programmer / Analyst will
completion of necessary for completion of the process risk product manager was never aware of defined communication procedures. Analyst make sure all reporting is done
testing testing phase of our project. That can (Time) development were certain issues. properly and go in depth of
lead toward delays of the project not considered when testing plan to make sure
rollout. creating the testing everything is included.
plan.
R2 5 Defective We might encounter a server failure Technology Defective hard drive. Defective products might be a Ensure the supplier provides you with the Network specialist Low Medium The Network specialist will
server during developing or even testing (Hardware symptom of a low-quality supplier. adequate warranties and the possibility of a make sure there is a contract
phase. That might slow us down, technology) fast replacement of defective parts. clause to address a risk of a
increasing the time to complete the defective server.
project and the costs of repairing the
server.
R5 6 Reduced Organization might be able to Financial We have worked The project manager and other Make sure the project manager knows the Project Manager Low Low The Project Manager received a
consulting negotiate lower-than-average costs (Costs) with this consulting senior managers did not take in consulting group that will work on this project report about the consulting
costs for consultants, because of the fact company before and consideration that we've worked and the company's history with this specific group that will work on a
that the consultant group enjoys established a good with this company before and that consulting group. project and is prepared for the
working with our company on this business we might get discounts. meeting with them next week
project. partnership. to discuss the possible
discounts.
MEMO

Subject: Probability/impact matrix
As mentioned in Risk register, we identified 6 risks, and we assigned them a numeric value on a scale 1 to 10 (1 is
the lowest, 10 is the highest value) for probability and impact:
Risk 1: Key team members leaving the company (probability 4, impact 8)
Risk 2: Defective server (probability 1, impact 4)
Risk 3: Users being uncooperative (probability 7, impact 9)
Risk 4: Team members not providing good status information (probability 4, impact 7)
Risk 5: Reduced consulting costs (probability 1, impact 2)
Risk 6: Late completion of testing (probability 4, impact 8)
In order to list the relative probability of a risk occurring on one side and the relative impact of the risk occurring on
the other, I used probability/impact matrix or chart.
High Risk 3
Risk 1
Probability Medium Risk 4
Risk 6
Low Risk 5 Risk 2
Low Medium High
Impact
In order to calculate the simple Risk Score, we multiplied the probability and impact value of each risk. The values
we’ve got were:
Risk 1 – Risk Score = 4*8 = 32 Risk 2 – Risk Score = 1*4 = 4 Risk 3 – Risk Score = 7*9 = 63
Risk 4 – Risk Score = 4*7 = 28 Risk 5 – Risk Score = 1*2 = 2 Risk 6 – Risk Score = 4*8 = 32
To rationalize the values assigned to these 6 risks, I will use the examples of one negative and one positive risk.
56
In case of a negative risk (Defective server), I looked at the cause of the problem and it said “Hard drive defect”.
Nowadays, the technology and production of hard drives are very advanced and the possibility of a hard drive
failure is minimal. Therefore probability of this risk is very low (value 1). However, in case that a hard drive fails, it
can be replaced quickly, since hard drives are always available in the market. The effect on the project would be a
slight delay until we restored the data and brought the system on-line again. Therefore, impact on the project is
medium (value 4).
In the situation of a positive risk (Reduced consulting costs), the Project Manager should be a person familiar with
the company’s operations and therefore well aware of the consulting companies we worked with. Hence, the
probability of not knowing this is very low (value 1). Nevertheless, in case that this situation occurs, this would not
impact the project significantly, because these funds would be reassigned to another phase of the project. Having
this in mind, the impact on the project is low (value 2).
To see these values included in the Risk Register, please turn to the next page.
57
Risk Register for Recreation and Wellness Intranet Project – updated with the Risk Score Column
Prepared by: Tony Prince, project manager Date: November 26, 2007
No. Rank Risk Description Category Root Cause Triggers Potential Responses Risk Owner Probability Impact Risk Score Status
R3 1 Users being In order to work successfully on the People / Users do not like the There is not enough support from The project manager must schedule a meeting Project High High 63 The Project Manager had a
uncooperative project, we need the cooperation Organizational change. user management in order to make with the users and user management to set up Manager meeting with the users and
from users. If the users are risk the users cooperative and explain a positive environment for the project. user management and set
obstructing the project, we will not (Human them the importance of the project. up a positive foundation for
be able to complete the project, or resources) the project.
we will, but with a significant
increase in costs and time.
R1 2 Key team In case we lose a team member, we People / Getting a better job Project manager realizes that the Make sure your team members are familiar Project Medium High 32 The Project Manager will
members will lose time by including another Organizational offer or an person wasn’t motivated and the with the entire project and the big picture, so Manager set up a meeting with the
leaving the person on the team, or in risk employee wasn’t tasks weren’t challenging enough. they can take over in situations like this. team members and
company reassigning tasks to the team (Human stimulated properly. Include team members in the task reevaluate task assignments
members. We might also need to resources) assignments. That way they can choose what in a week.
find a new representative for that to take and what is challenging enough for
specific group. them.
R4 3 Team In case that reporting is not Structure / Communication The project manager realized that The project manager needs to ensure all the Project Medium High 28 The Project Manager,
members are appropriate, we might omit some process risk procedures are not while defining communication steps in communication procedures are Manager together with the team
not providing important issues in connection with (Communications) defined well. procedures, team did not go into defined. He needs to reevaluate the members went over all of
good status the project. That can cause the details and some instructions were Communication procedures after they are the communication
information problem to arise in later stages of omitted. completed, find potential holes in descriptions, procedures and added the
the project, which would require and fix them. omitted parts.
from us to go back to earlier stages
and redo our work. This would set us
back, delayed the project completion
and increased the costs.
R6 4 Late We might underestimate the time Structure / Certain errors in Due to poor reporting, the project Make sure reporting is done according to well Programmer Medium High 32 The Programmer / Analyst
completion of necessary for completion of the process risk product manager was never aware of certain defined communication procedures. / Analyst will make sure all reporting
testing testing phase of our project. That (Time) development were issues. is done properly and go in
can lead toward delays of the project not considered depth of testing plan to
rollout. when creating the make sure everything is
testing plan. included.
R2 5 Defective We might encounter a server failure Technology Defective hard Defective products might be a Ensure the supplier provides you with the Network Low Medium 4 The Network specialist will
server during developing or even testing (Hardware drive. symptom of a low-quality supplier. adequate warranties and the possibility of a specialist make sure there is a
phase. That might slow us down, technology) fast replacement of defective parts. contract clause to address a
increasing the time to complete the risk of a defective server.
project and the costs of repairing the
server.
R5 6 Reduced Organization might be able to Financial We have worked The project manager and other Make sure the project manager knows the Project Low Low 2 The Project Manager
consulting negotiate lower-than-average costs (Costs) with this consulting senior managers did not take in consulting group that will work on this project Manager received a report about the
costs for consultants, because of the fact company before and consideration that we've worked and the company's history with this specific consulting group that will
that the consultant group enjoys established a good with this company before and that consulting group. work on a project and is
working with our company on this business we might get discounts. prepared for the meeting
project. partnership. with them next week to
discuss the possible
discounts.
MEMO

Subject: Response strategy
There are several different ways to respond on negative and positive risks.
For negative risks, there are four basic response strategies:
1. Risk avoidance – eliminate a specific threat by eliminating its causes;
2. Risk acceptance – accept the consequences in case a risk occurs;
3. Risk transference – shifting the consequence of a risk and responsibility for its management to a third
party;
4. Risk mitigation – reducing the impact of a risk event by reducing the probability of its occurrence.
For positive risks, we also have four basic response strategies:

1. Risk exploitation – doing whatever we can to make sure the positive risk happens;
2. Risk sharing – allocating ownership of the risk to another party;
3. Risk enhancement – changing the size of the opportunity by identifying and maximizing key drivers of the
positive risk;
4. Risk acceptance – applies to positive risks when the project team cannot or chooses not to take any actions
toward a risk.
In order to respond to the risks that come with our project, together with my team, I developed a Response
strategy.
I will use the examples of one negative and one positive risk to elaborate on the Response strategy.
As mentioned before, one of the negative risks is a defective server due to a hard drive failure. In this scenario, I
chose to use Risk Acceptance strategy. There is no way to avoid, transfer or mitigate the failure of any hardware
component. The best choice is to accept the possibility of encountering this event. Therefore, we will make sure
that we have a regular backup and additional hard drives in case of a failure. This strategy would delay a project for
not more than a day, which is usually more than enough to replace a hard drive, restore the backup, and bring the
system on-line. The costs would be equal to the costs of a network specialist for one day (8h * $60/h = $480), as
well as the cost of the hard drive (1x SCSI HDD with 320GB of storage = $600). Therefore, total costs of this strategy
would be around $1080.
For positive risk like the reduced consulting costs, I chose the Risk exploitation strategy. If we make sure the positive
risk happens, it will provide us with some extra money to allocate to different phases of the project. In our case, this
might shorten the testing time, since we would be able to get more testing personnel from the consulting company
and therefore speed up the testing process, and all that for the same amount of money. Depending on a discount,
we would be able to save from couple of days to a week or two in the testing phase.
59
Key terms
 activity – an element of work, normally found on the WBS, that has an expected duration and
cost, and expected resource requirements; also called task
 actual cost (AC) – the total of direct and indirect costs incurred in accomplishing work on activity
during a given period, formerly called the actual cost of work performed (ACWP)
 baseline – the approved project management plan plus approved changes
 budget at completion (BAC) – the original total budget for a project
 budget estimate – a cost estimate used to allocate money into an organization’s budget
 case modeling - a process for identifying and modeling business events, who initiated them and
how the system should respond to them
 cash flow – benefits minus costs or income minus expenses
 champion – a senior manager who acts as a key proponent for a project
 closing processes – formalizing acceptance of the project or project phase and ending it
efficiently
 communications management plan – a document that guides project communications
 compromise mode – using a give-and-take approach to resolving conflict; bargaining and
searching for solutions that bring some degree of satisfaction to all the parties in a dispute
 confrontation mode – directly facing a conflict using a problem-solving approach that allows
affected parties to work through their disagreements
 contingency plan – predefined actions that the project team will take if an identified risk event
occurs
 cost baseline – a time-phased budget that project managers use to measure and monitor cost
performance
 cost budgeting – allocating the overall cost estimate to individual work items to establish a
baseline for measuring performance
 cost control – controlling changes to the project budget
 cost estimating – developing an approximation or estimate of the costs of the resources needed
to complete the project
 cost performance index (CPI) – the ratio of earned value to actual cost; can be used to estimate
the projected cost to complete the project
 cost variance (CV) – the earned value minus actual cost
 deliverable – a product or service, such as a report, a training session, a piece of hardware, or a
segment of software code, produced or provided as a part of a project
 directives – new requirements imposed by management, government, or some external
influence
 discount rate – the rate used in discounting future cash flow
 earned value (EV) – the percentage of work actually completed multiplied by the planned cost,
formerly called the budget cost of work performed (BCWP)
 estimate at completion (EAC) – an estimate of what it will cost to complete the project based on
performance to date
 executing processes – coordinating people and other resources to carry out the project plans and
produce the products, services, or results of the project or project phase
 Gantt chart – a standard format for displaying project schedule information by listing projects
activities and their corresponding start and finish dates in a calendar format
60
 initiating processes – defining and authorizing a project or a project phase

 issue log – a tool for managing project teams where the project manager documents, monitors,
and tracks issues that need to be resolved in order for the project to run smoothly
 Joint Application Design (JAD) – uses highly organized and intensive workshops to bring together
project stakeholders to jointly define and design information systems
 methodology – describes how things should be done
 milestone – a significant event that normally has no duration on a project, serves as a marker to
help in identifying necessary activities, setting schedule goals, and monitoring progress
 monitoring and controlling processes – regularly measuring and monitoring progress to ensure
that the project team meets the project objectives
 Myers-Briggs Type Indicator (MBTI) – a popular tool for determining personality preference
 net present value (NPV) analysis – a method of calculating the expected net monetary gain or
loss from a project by discounting all expected future cash inflows and outflows to the present
point in time
 network diagram – a schematic display of the logical relationships or sequencing of project
activities
 organizational breakdown structure (OBS) – a specific type of organizational chart that shows
which organizational units are responsible for which work items
 Pareto analysis – identifying the vital few contributors that account for most quality problems in
a system
 Pareto diagrams – histograms that help identify and prioritize problem areas
 payback period – the amount of time it will take up to recoup, in the form of net cash inflows,
the total dollars invested in a project
 planned value (PV) – that portion of the approved total cost estimate planned to be spent on an
activity during a given period, formally called the budget cost of work scheduled (BCWS)
 planning processes – devising and maintaining a workable scheme to ensure that the project
addresses the organization’s needs
 probability/impact matrix or chart – a matrix or chart that lists the relative probability of a risk
occurring on one side of a matrix or axis on a chart and relative impact of the risk occurring on
the other
 process - a series of actions directed toward a particular result
 program – a group of projects managed in a coordinated way to obtain benefits and control not
available from managing them individually
 project – a temporary endeavor undertaken to create a unique product, service or result
 project charter – a document that formally recognizes the existence of a project and provides
direction on the project’s objectives and management
 project feasibility – the first two phases in a project (concept and development) that focus on
planning
 project life cycle – a collection of project phases, such as concepts, development,
implementation, and close-out
 project scope statement – a document that includes, at a minimum, a description of the project,
including its overall objectives and justification, detailed descriptions of all project deliverables,
and the characteristics and requirements of products and services produced as part of the
project
 project sponsor – the person who provides the direction and funding for a project
 prototyping - involves developing a working replica of the system or some aspect of the system
61
 quality – the totality of characteristics of an entity that bear on its ability to satisfy stated or
implied needs or the degree to which a set of inherent characteristics fulfill requirements
 RACI charts – charts that show Responsibility, Accountability, Consultation and Informed roles for
project stakeholders
 rate of performance (RP) – the ratio of actual work completed to the percentage of work
planned to have been completed at any given time during the life of the project or activity
 resource histogram – a column chart that shows the number of resources assigned to a project
over time
 responsibility assignment matrix (RAM) – a matrix that maps the work of the project as
described in the WBS to the people responsible for performing the work as described in
organizational breakdown structure (OBS)
 return on investment (ROI) – (benefits minus costs) divided by costs
 risk – an uncertainty that can have a negative or positive effect on meeting project objectives
 risk management plan – a plan that documents the procedures for managing risk throughout the
project
 risk owner – the person who will take responsibility for a risk and its associated response
strategies and tasks
 risk register – a document that contains results of various risk management processes, often
displayed in a table or spreadsheet format
 schedule performance index (SPI) – the ratio of earned value to planned value; can be used to
estimate the projected time to complete a project
 schedule variance (SV) – the earned value minus the planned value
 scope – all the work involved in creating products of the project and the processes used to create
them
 scope control – controlling changes to the project scope
 scope creep – the tendency for project scope to keep getting bigger
 scope statement – a document used to develop and confirm a common understanding of the
project scope; the first version is often called a preliminary scope statement
 scope verification – formalizing acceptance of the project scope, sometimes by customer sign-off
 SMART criteria – guidelines to help define milestones that are specific, measurable, assignable,
realistic and time-framed
 stakeholder analysis – an analysis of information such as key stakeholders’ names and
organizations, their roles on the project, unique facts about each stakeholder, their level of
interest in the project, their influence on the project, and suggestions for managing relationships
with each stakeholder
 stakeholders – people involved in or affected by project activities
 status reports – reports that describe where the project stands at a specific point in time
 systems development life cycle (SDLC) – a framework for describing the phases involved in
developing and maintaining information systems
 triggers – indicators for actual risk events
 triple constraint – balancing scope, time, and cost goals
 weighted scoring model – a technique that provides a systematic process for basing project
selection on numerous criteria
 work breakdown structure (WBS) – a deliverable-oriented grouping of the work in a project that
defines the total scope of the project
62

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Wentworth Institute of Technology

Manage Your Health, Inc.

Author: Dejan Petrovic Date: October 3, 2007

To: Anthony J Dionisio, Jr, COO MYH

To: Anthony J Dionisio, Jr, COO MYH

Project management has 5 stages:

Project manager has already been assigned (Tony Prince).

Business case needs to contain the following information:

Project charter needs to contain:

To: Anthony J Dionisio, Jr, COO MYH

Recreation and Wellness Intranet Project

Project goal description

Business strategy compliance

Health Coverage Costs Business Model

Project goal description

Business strategy compliance

Cross Selling System

Project goal description

Develop an application that would improve cross-selling to current customers.

Business strategy compliance

This project should contribute to increasing cross-selling of products.

Increase of profit for $1,000,000 each year in next three years.

Web-Enhanced Communication System

Project goal description

Business strategy compliance

To: Anthony J Dionisio, Jr, COO MYH

Recreation and Health Cross Web-Enhanced

Weighted Score by Project

To: Anthony J Dionisio, Jr, COO MYH

1.0 Introduction/ Background

2.0 Business Objective

3.0 Current Situation and Problem/Opportunity Statement

4.0 Critical Assumption and Constraints

5.0 Analysis of Options and Recommendation

There are three options for addressing this opportunity:

6.0 Preliminary Project Requirements

7.0 Budget Estimate and Financial Analysis

8.0 Schedule Estimate

9.0 Potential Risks

Exhibit A: Financial Analysis for Recreation and Wellness Intranet Project

To: Anthony J Dionisio, Jr, COO MYH

Project Title: Recreation and Wellness Intranet Project

Project Manager: Tony Prince, 555 927 4365, princet@myh.com

Roles and Responsibilities

Name Role Organization/Position Contact

To: Anthony J Dionisio, Jr, COO MYH

Anthony J Dionisio, Jr Sandra Minski Jonathan Shtiel Dave Smith

Kevin Strom Steve Buskin Samantha Troy

To: Anthony J Dionisio, Jr, COO MYH

Project Title: Recreation and Wellness Intranet Project

Product-related deliverables (continued):

To: Anthony J Dionisio, Jr, COO MYH

To: Anthony J Dionisio, Jr, COO MYH

To: Anthony J Dionisio, Jr, COO MYH

In order to improve user input, we will do the following:

To: Anthony J Dionisio, Jr, COO MYH

To: Anthony J Dionisio, Jr, COO MYH

To: Anthony J Dionisio, Jr, COO MYH

Assign project manager Prepare business case Prepare project charter

Hold project initiation meeting Prepare scope statement Prepare WBS

Prepare project cost model

Project cost model baseline

Comp: 0% Finish: 10/31/07 Dur: 2 days