Download - Manage-Mavens Project Management Plan
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On Co-op eLearning Module Conversion Project
Team AgreementManage-MavensAimee WillisCyndee TovsenJennifer Soliman
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On Co-op eLearning Module Conversion Project: Team Agreement
Team Agreement
Our team collaborativelyagrees to the following statements:
1. Team Brand or Identity: The chosen team name is the Manage-Mavens with the logo seenabove. The logo implies three gals working well together (notice they are holding hands) to
manage projects. Hence: The Manage-Mavensproject team was born!
2. Team Members: Our team includes skilled eLearning professionals with thesebackgroundsand skills sets:
Manage-MavenTeam
Member
Background Skills
JennSoliman
Bachelor of Arts in Drama; former 6-9 year oldMontessori teacher; currently a coordinator inthe Health Systems unit at Ipas an internationalNGO, non-profit organization. I manage theelearning initiative, www.ipasu.org; coordinateour online newsletter, technical projects, and aglobal network of trainers.
Project management, instructionaldesign, elearning design anddevelopment, communication,problem solving, support,creativity, sense of humor,organization.
CyndeeTovsen
Bachelor of Arts in Organizational Management,Applied Associates in Commercial and TechnicalArt and Certificate as a Multimedia Specialist I
Project management, instructionaldesign, graphic design, multimediadesign and development
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On Co-op eLearning Module Conversion Project: Team Agreement
3. Purpose of teams:
The role and purpose of our team and completed teamwork offer these values for projects andour clients:
a. The continued practice of active listening skills
b. Communication delivered with respect for all
c. Consideration of ideas other than those seemingly apparent
d. Level of honest and complete analysis of a project
e. Client needs and wants are placed with priority
f. Creation of the best-of-all considered options rolled into a single solution
g. Agreement of a plan between the project management team and the client
h. Project plan includes milestones and communication to include frequent reportingof project
status
i. Supportive, collaborative work between all members
j. The best work of our abilities in writing, editing, communication, and design
k. Timely communication with the client
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On Co-op eLearning Module Conversion Project: Team Agreement
c. Aimee Willis: Increase in knowledge and comfort level of project managementduties, how to successfully execute a team project from start to finish, how toproject scope and budget and adhere to those goals.
5. Project leadership:
The leadership will rotate through the members for the projects. If a team member does not
follow through with timely production of her role, the other two members will offer to take onduties or help in any way to ensure the project stays on track. The leader shall sendreminders to other members for products and timelines to keep the project going forward.
Week Project Manage-Maven Project Manager
2 RFP Analysis / Project Charter Jenn Soliman
3 Work Plan / Project Budget Aimee Willis4 Risk / Change / Quality Management Plan Cyndee Tovsen
6 Evaluation Plan Cyndee Tovsen
6. Independent and/or collaborative work:
Because of the nature of our individual locations and work schedules, the team will initiatetheir duties individually and then post their work to the Google Docs website for collaboration.Any member may update or edit the group's work to keep the project in forward movement
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On Co-op eLearning Module Conversion Project: Team Agreement
b. The asynchronous method we will use incorporates Google Docs for collaboratingon documents; all comments on the document should be incorporated into theGoogle doc. Email communication will be utilized for updating team members onprogress. Members may also email or text the group or each other as necessary.
8. Workload:
We are fortunate to have a small number of members in our group. The more individuals, themore communication and division of duties are necessary. The members of this group haveworked professionally together in the past and are comfortable offering to complete work inequal portions and filling in where necessary and with these considerations:
a. As the projects begin, members will determine key duties and collaboratively fill-inroles and duties.
b. If any member feels that the division of duties is unfair, they will speak up to the
group and obtain a resolution collaboratively.
c. The Project Manager submits scheduled work assignments to the course shell bythe due date and time, unless previously arranged with another member for thisresponsibility.
9. Review and feedback:
The Manage-Mavens are professional women with high regard for each other and theirabilities. While we each excel in different areas, we are considerate in our communicationsand comments, often offered as suggestions. We are open to others ideas and ways ofthinking. Anyone may edit grammar, spelling, and re-wording where necessary withoutff di S i b h f ll b i di i d
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On Co-op eLearning Module Conversion Project: Team Agreement
A weekly report is produced by the Project Manager and communicated to members and theclient, detailing the status of the project. All issues are noted with recommendations forremedy. The Project Manager along with the team produces an evaluation report at the endof the project.
13. How, when, and why to ask for mediation:
All attempts by the group will be made to resolve any issues collaboratively. The team willrequest mediation from the instructor when a collaborative resolution cannot be made or amember feels as though they have lost their voice within the group. We will adhere to theguideline of three unsuccessful attempts to problem-solving regarding a given issue as termsto request mediation.
14. Other relevant information or agreements, as required.
Member contact information:
Manage-MavenTeam Member
Cell Phone HomePhone
Email Address Skype ID
Jenn Soliman (919) 265-7305
(919) 338-7803
[email protected] jennkiefer
Cyndee Tovsen (847) 544-8043
[email protected] inmedia6
Ai Willi (678) 770 i illi @ il i illi
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Request for Proposal
E-Learning Developer
Please submit proposals to
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Request for Proposal
Ontario Co-operative Association
Section I General Information
A) BackgroundThe Ontario Co-operative Association (On Co-op) is one of eight affiliated regional officesserving co-op member organizations across Canada. Its member organizations includeagriculture, finance, insurance, consumer, supply and services co-ops. Currently, there are
more than 1,300 co-ops, credit unions and caisses populaires in Ontario. Not only are co-oporganizations a strong economic force with assets estimated over $ 30 billion in Ontario, theyare open to everyone, regardless of race, culture, religion, philosophical beliefs, or economicstanding. Co-operatives are a business enterprise that provides services/products or work fortheir members needs and profits.
For many years On Co-op and its members have been passionately committed to thedevelopment of co-operative leaders and new co-operatives as well as the support of existing
co-ops and the co-operative sector through training and educational opportunities. A lifelonglearning committee consisting of sector experts has been instrumental in shaping this direction.
Other significant educational programs that On Co-op manages: Co-op Gala and Conference
o A full day event for industry leaders and managers Co-operative Internship Program
o A 26 week-long program for adults aged 21-29 years old Co-operative Young Leaders Program
o Seven one-week residential programs for youth aged 14-18 years old
Over the past six years the following activities have been completed: training needs
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C) BudgetThis project has been made possible through grants from the Ontario Trillium Foundation, andthe Agricultural Adaptation Council. The budget available for the developing ten modules into
an e-learning format is $125,000, including all applicable taxes and disbursements (mileage,other travel and long distance). Additional funds have been reserved to pay for the costsassociated with the operations of the review committee, the hosting of the modules and theLMS.
Section II Proposal Requirements
A) Expected Outcomes/Objectives of the ProjectIndividual consultants have been hired to develop the content for the curriculum. Thesecontracts have completed. (See Appendix 1 for details on the content of the ten modules). Thedeveloper in conjunction with On Co-ops project manager will take the material and prepare themodules into an e-learning format so that all ten modules are consistent with regard to format,learning activities and layout. It will also need to be technology supported such as CD Rom orDVD for those individuals who still do not have access to high speed internet.
Limitations on format
The e-learning developer in conjunction with On Co-ops project manager will need to filterthrough all developed materials and to prioritize the key areas of knowledge transfer. Keylearning outcomes will be determined for each module.
B) Expected activities of the e- learning developerThe developer will be expected to communicate with the key project manager from On Co-op.The project manager will be seeking input from a committee of experts that includes at a
minimum: an university professor, an adult educator/practitioner, a co-op worker and an e-learner/young member. This committee of experts will provide input during the course ofFebruary-August in order to:
Ensure that learning outcomes are being adhered to
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D) Key Deliverables
The developer will be expected to complete 10 modules that will be suitable for distribution in anonline format and eligible for certificate status. An internal certificate status is yet to bedetermined. Each module will be independent of each other.
The modules must be developed in an AICC/SCORM compliant format. LCMS as a tool isrecommended. Currently, each module has 5 general sections:
1. Outline/Introduction2. Facilitator/Trainer Notes
3. Student Notes4. Power Point Presentations5. Readings/Case Studies
Although each module has the same 5 general sections, the content developed for each of the10 modules can vary in terms of emphasis or time spent on particular aspects. This material willbe provided on CD and in hard copy to the successful developer.
We would love to see different types of learning approaches utilized such as audio, video,
interactive exercises, games and perhaps animation if the costs are within the budgetguidelines. Participants will pay both a subscription and a fee per module which is yet to befinalized. Individuals, co-operatives and associations will purchase this certificate program.
E) OwnershipThe Ontario Co-operative Association will maintain ownership rights of materials created for themodule development. An agreement to this effect will be signed, in conjunction with thecontract.
On Co-op will be responsible for evaluating and updating the content in an established andregular time frame, yet to be determined.
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C) Submission RequirementsProposals should be no longer than 3 pages, and should include the following information: An overview of the candidates proposed workplan for the development of the project A cost breakdown with comparison options that will outline what level of development
would be included at each level A proposed timeline A recounting of relevant experience, including contacts for three references Any other details or information that the candidate feels are relevant
D) Submission of ProposalPlease submit proposals by email to:Denyse Guy, Executive DirectorOntario Co-operative Association450 Speedvale Avenue West, Suite 101Guelph, ON N1H [email protected]
by February 14
th
, 2008.
E) Evaluation of ProposalProposals will be evaluated by the lifelong learning committee of the Ontario Co-operativeAssociation and key staff people on February 15th.
Evaluation Criteria
Proposals will be evaluated based on the following criteria (in no particular order):
Cost efficiency and work value Clarity of workplan and timeline Reference check Overall impression
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Appendix 1: Details on Modules
Module # 1: Nuts and bolts of co-operativesa) Comparison of Co-ops vs. Business Corporations Benefits and Member loyaltyb) Governance Structuresc) Financial Management Raising capital & offering statementsd) Succession planning & HR issues (training, compensation, role of unions, labor laws,
hiring challenges / sector image)e) Challenges & opportunitiesf) Policy context regulatory framework in Ontariog) Scale and context relative to rest of industry
Module # 2: Renewable Energy Co-operativesa) History of this sector in Ontario and in the worldb) Development of a project step-by-step approachc) Business plan and capitalizationd) Governancee) Community powerf) Challenges & Opportunities
Module # 3: Special Populations New emerging social co-opsa) Definition of social co-ops & overview of this sectorb) Workplace & services for the intellectual and physical challenged: Examples of co-
operative structures Family Matters, Team Werks, Co-op in Kingston, CommonGround
i) Providing serviceii) Creating employmentiii) Challenges and opportunities
iv) Organizational development structure, by-laws, governance, financingc) Workplace & services for new Canadians: Examples Multicultural Health Care Brokers,
Alive!i) Providing service & creating employment
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Module # 6: Worker Co-operativesa) Overview of this sectorb) Types of co-operatives restaurant, services, fair tradec) Organizational development structure, by-laws, governance, financing, relationship to
governmentd) Challenges and opportunities
Module # 7: Agricultural co-operative sector in Ontarioa) History of the movementb) Scope of the sectorc) Challenges and opportunitiesd) Continuous re-invention of established agricultural co-ops
e) Scale and context relative to rest of industry
Module # 8: Organics and Co-operativesa) History & growth of this sectorb) Formation of the co-operative - OntarBioc) Alliances with other co-operatives La Siembra, Planet Bean, ONFCd) Capitalization & governanceseparate corporation & venture capitalOrganic Meadow
Module # 9: New sector development and capitalizationa) Reasons for development increase market shareb) Infrastructure problems & co-op developmentc) History of the new generation co-operative developmentd) Specific requirements for new generation capitalization / member investments, delivery
contracts, governance structurese) Difference between new generation co-ops and first generation co-ops; issue of
competitive environment
Module # 10: Development of niche co-operatives: Case studiesa) Poultry Farm Fresh Poultry Co-operativeb) Goat Mornington Dairy Co-operativec) Pork Progressive Pork Producers
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On Co-op eLearning Module Conversion Project
Project CharterManage-MavensAimee WillisCyndee TovsenJennifer Soliman
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On Co-op eLearning Module Conversion Project: Project Charter
Project Charter
Project Title: On Co-op eLearning Module Conversion
Project Manager: Jennifer Soliman, Manage-Mavens
Description
Project needThe need to educate and train potential co-op members, leaders and workers in co-operativemanagement and leadership has created a demand in the availability of case studies anddocumentation of best practices and innovation especially for Ontarians. The result will be an
innovative training program accessible for members, staff and Board of Directors within theco-operative system and other interested individuals.
Project description
Using the clients LCMS Manage-Mavens will produce ten modules for the following OnCo-op specified sectors: Nuts and Bolts of Co-operatives, Renewable Energy Co-operatives, Special Populations - New Emerging Social Cop-ops, Health Care andHome Care, Child Care Co-operatives, Worker Co-operatives, Agricultural Co-operativeSector in Ontario, Organics and Co-operatives, New Sector Development andCapitalization, Development of Niche Co-operatives: Case Studies.
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On Co-op eLearning Module Conversion Project: Project Charter
Goal
The Instructional Designers will convert existing training modules into innovativeeLearning modules to address the educational needs of On Co-op members.
Assumptions, constraints and risks
Assumptions:
a. The content for the curriculum developed by the consultants and is freelyaccessible to the eLearning Developer and the On Co-ops project manager forreview.
b. On Co-op will provide editing and a Quality Assurance (QA) process for theinstructional designers work.
c. Instructional designers have an understanding of the co-operative sector andawareness of the university/college community.
d. Contract conclusion and launch dates can be negotiated.
Constraints:
a. Modules must be developed in AICC/SCORM compliant format using On Co-opsLCMS.
b. Modules must be compatible with current existing sector supported LMS.c. The eLearning Developer and On Co-ops project manager must come to an
agreement about the filtering of the developed content modules in order to
prepare them for an eLearning format within a yet-to-be determined schedule.d. Video, audio, interactive exercises, games and other animation are included to
the extent of Articulates library of templates and assets provided by On Co -op.e The eLearning format has yet to be defined
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On Co-op eLearning Module Conversion Project: Project Charter
f. The development timeline presents a challenge given the number of modules to
be converted.
Resources
Financial:
a. $125,000 to convert ten developed modules into eLearning, CD-ROM, and DVDformats, including all applicable taxes and disbursements (mileage, other travel
and long distance)b. Additional funds reserved to pay for costs associated with the operations of the
review committee, the hosting of the modules and the LMS.
Personnel:
The personnel involved in this project are:
Quality Assurance Manager
Sr. Instructional Designer Instructional Designer Graphic Artist Project Manager
Material:
Materials needed for this project:
CD-ROMs and/or DVDs (10 included in this contract)
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On Co-op eLearning Module Conversion Project: Project Charter
Approach
Start and Complete Dates Milestone
2/20/2012 3/06/2012 Pre-production analysis
03/02/2012 3/06/2012 Approval to start module conversion
03/02/2012 4/09/2012 Initial course prototype/Module 1 development
03/28/2012- 4/09/2012 Pilot course prototype/ Usability and Feedback Review
04/10/2012 Module 1 Completion and acceptance (Script,storyboard, design, customer approval, development,QA, testing, and customer sign-off for each module)
4/11/2012 4/12/2012 Refined Module template/prototype
04/27/2012 Module 2 and Module 6 Completion and acceptance
05/15/2012 Module 3 and Module 7 Completion and acceptance
05/31/2012 Module 4 and Module 8 Completion and acceptance
06/18/2012 Module 5 and Module 9 Completion and acceptance
07/04/2012 Module 10 Completion and acceptance
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On Co-op eLearning Module Conversion Project: Project Charter
Roles and Responsibilities
Sign-off
Denyse Guy, On Co-op Sponsor February 26, 2012
Cyndee Tovsen, Manage-Mavens Sponsor February 26, 2012
Name Role ResponsibilityCyndee Tovsen Manage-Mavens
Project SponsorMonitor and Champion Project for Manage-Mavens
Denyse Guy On Co-op ProjectSponsor
Monitor and Champion Project for On Co-op
Jenn Soliman Project Manager Plan, Execute, and Be Responsible for the
Project
Aimee Willis Sr. InstructionalDesigner
Conversion of the modules to eLearning,CD-ROM, and DVD formats
TBD Instructional Designer Conversion of the modules to eLearning,CD-ROM, and DVD formats
Manage-Mavens-subcontracted artist
Graphic Artist Creates graphic images for content modules
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Resource Name Date Work Qty1 Aimee n/a Module Development
2 Jenn n/a Instructional Design
3 Jenn n/a Project Manager
4 Cyndee n/a QA
5 Instructional Designer n/a Module Development
6 Graphic Artist n/a Graphics
7 Multimedia Development/CDs n/a Graphics
8 TOTAL FOR PERIOD9 INSTRUCTIONS FOR UPDATING THE RATE TABLE
10 Activity Hourly Rate11 Project Management $60
12 QA $75
13 Instructional Design $60
14 Module Development $60
15 Reporting $75
16 Graphics $50
17 Multimedia Development $75
18
Resource Tracker with Rate Table
managemavens2 wbs spring2012
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Manage-Mavens/On Co-op eLearning Task Name Duration Start Date End Date Predecessors % Complete Hourly Rate Cost Status Assigned ToPre-Production 12 02/20/12 03/06/12 0% $14,860.00 Yellow
Analyze 12 02/20/12 03/06/12 0% $14,860.00
Project Management/Communication 7 02/20/12 02/28/12 0% $60.00 $3,360.00 Jennifer Soliman
Instructional Designer, Graphic Artist, SME Interviews 5 02/20/12 02/24/12 0% $200.00 $8,000.00 Yellow manage-mavens
Conduct Lit Review for Best Practices 2 02/27/12 02/28/12 4 0% $75.00 $1,200.00 Cyndee Tovsen
Write Needs Analysis Report 2 02/27/12 02/28/12 4 0% $60.00 $960.00 Jennifer Soliman
LCMS Training 2.5 02/29/12 03/01/12 5 0% $75.00 $1,500.00 Cyndee Tovsen
Review Interviews, Lit Review, and Needs Analysis with senior team 1 02/29/12 02/29/12 6, 5SS 0% $200.00 $1,600.00 manage-mavens
Present reports to the client 1 03/01/12 03/01/12 4, 6, 8, 5 0% $200.00 $1,600.00 manage-mavens
Client Approval/Sign-off to begin Production 3 03/02/12 03/06/12 9 0% $0.00 $0.00 Project Sponsor
Module 1 / Prototype 29 03/02/12 04/11/12 9 0% $20,600.00
Module 1 29 03/02/12 04/11/12 0% $20,600.00
Project Management/Communication 10 03/02/12 03/15/12 3 0% $60.00 $4,800.00 Jennifer Soliman
Design 26 03/07/12 04/11/12 10 0% $6,800.00
Write learning objectives 2 03/07/12 03/08/12 10 0% $60.00 $960.00 Jennifer Soliman
Design Plan 2 03/09/12 03/12/12 15 0% $60.00 $960.00 Jennifer Soliman
Transfer / utilize style guide / create template 3 03/13/12 03/15/12 16 0% $60.00 $1,440.00 Jennifer Soliman
Storyboard 3 03/16/12 03/20/12 17 0% $60.00 $1,440.00 Jennifer Soliman
Graphics 5 03/21/12 03/27/12 18 0% $50.00 $2,000.00 Graphic Artist
Develop 16 03/21/12 04/11/12 18 0% $3,200.00
Instructional Design Report 1 03/21/12 03/21/12 18 0% $75.00 $600.00 Jennifer Soliman
Module 1 / Initial course prototype programming 5 03/21/12 03/27/12 18 0% $50.00 $2,000.00 Aimee Willis
Development Status Report 1 03/28/12 03/28/12 22 0% $75.00 $600.00 Cyndee Tovsen
Implement 11 03/28/12 04/11/12 21 0% $3,520.00Module 1 / Pilot Course Prototype - Alpha Test 2 03/28/12 03/29/12 22 0% $60.00 $960.00 Jennifer Soliman
Make adjustments to Module 1 from Alpha Test 2 03/30/12 04/02/12 25 0% $50.00 $800.00 Aimee Willis
Beta Test 2 04/03/12 04/04/12 26 0% $60.00 $960.00 Jennifer Soliman
Make adjustments to Module 1 from Beta Test 2 04/05/12 04/06/12 27 0% $50.00 $800.00 Aimee Willis
Evaluate 3 04/09/12 04/11/12 28 0% $2,280.00
QA 2 04/09/12 04/10/12 28 0% $75.00 $1,200.00 Cyndee Tovsen
Pilot usability and feedback review from Beta Test 1 04/09/12 04/09/12 28 0% $60.00 $480.00 Jennifer Soliman
Client sign off 1 04/10/12 04/10/12 31 0% $0.00 $0.00 Project Sponsor
Publish Module Template with guidelines, acronymns, and dictionary 1 04/11/12 04/11/12 32 0% $75.00 $600.00 Cyndee Tovsen
Modules 2-10 60 04/12/12 07/04/12 33 0% $85,440.00
Project Management/Communication through the ten modules 10 04/12/12 04/25/12 13 0% $60.00 $4,800.00 Jennifer Soliman
Module 2 (Done concurrently with Module 6) 12 04/12/12 04/27/12 33 0% $8,960.00
Design 12 04/12/12 04/27/12 33 0% $1,440.00
Write learning objectives 1 04/12/12 04/12/12 33 0% $60.00 $480.00 Jennifer Soliman
Design Plan 1 04/13/12 04/13/12 38 0% $60.00 $480.00 Jennifer Soliman
Storyboard 1 04/16/12 04/16/12 39 0% $60.00 $480.00 Jennifer Soliman
Graphics 2 04/16/12 04/17/12 39 0% $50.00 $800.00 Graphic Artist
Develop 9 04/17/12 04/27/12 40 0% $2,280.00
Instructional Design Report 1 04/17/12 04/17/12 40 0% $60.00 $480.00 Jennifer Soliman
Module 2 programming 3 04/17/12 04/19/12 40 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 04/20/12 04/20/12 44 0% $75.00 $600.00 Cyndee Tovsen
Implement 6 04/20/12 04/27/12 44 0% $1,440.00
Module 2 alpha and beta testing with Module adjustments 3 04/20/12 04/24/12 44 0% $60.00 $1,440.00 Jennifer Soliman
Evaluate 3 04/25/12 04/27/12 44 0% $3,800.00
QA 1 04/25/12 04/25/12 47 0% $75.00 $600.00 Cyndee Tovsen
Module 2 feedback review 2 04/25/12 04/26/12 47 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 04/27/12 04/27/12 50 0% $0.00 $0.00 Project Sponsor
Module 3 12 04/30/12 05/15/12 51 0% $8,960.00Design 12 04/30/12 05/15/12 51 0% $1,440.00
Write learning objectives 1 04/30/12 04/30/12 51 0% $60.00 $480.00 Jennifer Soliman
Design Plan 1 05/01/12 05/01/12 54 0% $60.00 $480.00 Jennifer Soliman
Storyboard 1 05/02/12 05/02/12 55 0% $60.00 $480.00 Jennifer Soliman
Graphics 2 05/02/12 05/03/12 55 0% $50.00 $800.00 Graphic Artist
managemavens2_wbs_spring2012
managemavens2 wbs spring2012
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Design Plan 1 05/17/12 05/17/12 70 0% $60.00 $480.00 Jennifer Soliman
Storyboard 1 05/18/12 05/18/12 71 0% $60.00 $480.00 Jennifer Soliman
Graphics 2 05/18/12 05/21/12 71 0% $50.00 $800.00 Graphic Artist
Develop 9 05/21/12 05/31/12 72 0% $2,280.00
Instructional Design Report 1 05/21/12 05/21/12 72 0% $60.00 $480.00 Jennifer Soliman
Module 4 programming 3 05/21/12 05/23/12 72 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 05/24/12 05/24/12 76 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 05/24/12 05/28/12 76 0% $1,440.00
Module 4 alpha and beta testing with Module adjustments 3 05/24/12 05/28/12 76 0% $60.00 $1,440.00 Jennifer Soliman
Evaluate 3 05/29/12 05/31/12 79 0% $3,800.00
QA 1 05/29/12 05/29/12 79 0% $75.00 $600.00 Cyndee Tovsen
Module 4 feedback review 2 05/29/12 05/30/12 79 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 05/31/12 05/31/12 82 0% $0.00 $0.00 Project Sponsor
Module 5 12 06/01/12 06/18/12 83 0% $8,960.00
Design 12 06/01/12 06/18/12 83 0% $1,440.00
Write learning objectives 1 06/01/12 06/01/12 83 0% $60.00 $480.00 Jennifer Soliman
Design Plan 1 06/04/12 06/04/12 86 0% $60.00 $480.00 Jennifer Soliman
Storyboard 1 06/05/12 06/05/12 87 0% $60.00 $480.00 Jennifer Soliman
Graphics 2 06/05/12 06/06/12 87 0% $50.00 $800.00 Graphic Artist
Develop 9 06/06/12 06/18/12 88 0% $2,280.00
Instructional Design Report 1 06/06/12 06/06/12 88 0% $60.00 $480.00 Jennifer Soliman
Module 5 programming 3 06/06/12 06/08/12 88 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 06/11/12 06/11/12 92 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 06/11/12 06/13/12 92 0% $1,440.00
Module 5 alpha and beta testing with Module adjustments 3 06/11/12 06/13/12 92 0% $60.00 $1,440.00 Jennifer SolimanEvaluate 3 06/14/12 06/18/12 95 0% $3,800.00
QA 1 06/14/12 06/14/12 95 0% $75.00 $600.00 Cyndee Tovsen
Module 5 feedback review 2 06/14/12 06/15/12 95 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 06/18/12 06/18/12 98 0% $0.00 $0.00 Project Sponsor
Module 6 (Done concurrently with Module 2) 12 04/12/12 04/27/12 33 0% $8,960.00
Design 12 04/12/12 04/27/12 33 0% $1,440.00
Write learning objectives 1 04/12/12 04/12/12 33 0% $60.00 $480.00 Instructional Desi
Design Plan 1 04/13/12 04/13/12 102 0% $60.00 $480.00 Instructional Desi
Storyboard 1 04/16/12 04/16/12 103 0% $60.00 $480.00 Instructional Desi
Graphics 2 04/16/12 04/17/12 103 0% $50.00 $800.00 Graphic Artist
Develop 9 04/17/12 04/27/12 104 0% $2,280.00
Instructional Design Report 1 04/17/12 04/17/12 104 0% $60.00 $480.00 Instructional Desi
Module 6 programming 3 04/17/12 04/19/12 104 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 04/20/12 04/20/12 108 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 04/20/12 04/24/12 108 0% $1,440.00
Module 6 alpha and beta testing with Module adjustments 3 04/20/12 04/24/12 108 0% $60.00 $1,440.00 Instructional Desi
Evaluate 3 04/25/12 04/27/12 111 0% $3,800.00
QA 1 04/25/12 04/25/12 111 0% $75.00 $600.00 Cyndee Tovsen
Module 6 feedback review 2 04/25/12 04/26/12 111 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 04/27/12 04/27/12 114 0% $0.00 $0.00 Project Sponsor
Module 7 12 04/30/12 05/15/12 115 0% $8,960.00
Design 12 04/30/12 05/15/12 115 0% $1,440.00
Write learning objectives 1 04/30/12 04/30/12 115 0% $60.00 $480.00 Instructional Desi
Design Plan 1 05/01/12 05/01/12 118 0% $60.00 $480.00 Instructional Desi
Storyboard 1 05/02/12 05/02/12 119 0% $60.00 $480.00 Instructional Desi
Graphics 2 05/02/12 05/03/12 119 0% $50.00 $800.00 Graphic Artist
Develop 9 05/03/12 05/15/12 120 0% $2,280.00
Instructional Design Report 1 05/03/12 05/03/12 120 0% $60.00 $480.00 Instructional Desi
Module 7 programming 3 05/03/12 05/07/12 120 0% $50.00 $1,200.00 Aimee WillisDevelopment Status Report 1 05/08/12 05/08/12 124 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 05/08/12 05/10/12 124 0% $1,440.00
Module 7 alpha and beta testing with Module adjustments 3 05/08/12 05/10/12 124 0% $60.00 $1,440.00 Instructional Desi
Evaluate 3 05/11/12 05/15/12 127 0% $3,800.00
QA 1 05/11/12 05/11/12 127 0% $75.00 $600.00 Cyndee Tovsen
managemavens2_wbs_spring2012
managemavens2 wbs spring2012
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Module 8 alpha and beta testing with Module adjustments 3 05/24/12 05/28/12 140 0% $60.00 $1,440.00 Instructional Desi
Evaluate 3 05/29/12 05/31/12 143 0% $3,800.00
QA 1 05/29/12 05/29/12 143 0% $75.00 $600.00 Cyndee Tovsen
Module 8 feedback review 2 05/29/12 05/30/12 143 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 05/31/12 05/31/12 146 0% $0.00 $0.00 Project Sponsor
Module 9 12 06/01/12 06/18/12 147 0% $8,960.00
Design 12 06/01/12 06/18/12 147 0% $1,440.00
Write learning objectives 1 06/01/12 06/01/12 147 0% $60.00 $480.00 Instructional Desi
Design Plan 1 06/04/12 06/04/12 150 0% $60.00 $480.00 Instructional Desi
Storyboard 1 06/05/12 06/05/12 151 0% $60.00 $480.00 Instructional Desi
Graphics 2 06/05/12 06/06/12 151 0% $50.00 $800.00 Graphic Artist
Develop 9 06/06/12 06/18/12 152 0% $2,280.00
Instructional Design Report 1 06/06/12 06/06/12 152 0% $60.00 $480.00 Instructional Desi
Module 9 programming 3 06/06/12 06/08/12 152 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 06/11/12 06/11/12 156 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 06/11/12 06/13/12 156 0% $1,440.00
Module 9 alpha and beta testing with Module adjustments 3 06/11/12 06/13/12 156 0% $60.00 $1,440.00 Instructional Desi
Evaluate 3 06/14/12 06/18/12 159 0% $3,800.00
QA 1 06/14/12 06/14/12 159 0% $75.00 $600.00 Cyndee Tovsen
Module 9 feedback review 2 06/14/12 06/15/12 159 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 06/18/12 06/18/12 162 0% $0.00 $0.00 Project Sponsor
Module 10 12 06/19/12 07/04/12 163 0% $8,960.00
Design 12 06/19/12 07/04/12 163 0% $1,440.00
Write learning objectives 1 06/19/12 06/19/12 163 0% $60.00 $480.00 Instructional Desi
Design Plan 1 06/20/12 06/20/12 166 0% $60.00 $480.00 Instructional DesiStoryboard 1 06/21/12 06/21/12 167 0% $60.00 $480.00 Instructional Desi
Graphics 2 06/21/12 06/22/12 167 0% $50.00 $800.00 Graphic Artist
Develop 9 06/22/12 07/04/12 168 0% $2,280.00
Instructional Design Report 1 06/22/12 06/22/12 168 0% $60.00 $480.00 Instructional Desi
Module 10 programming 3 06/22/12 06/26/12 168 0% $50.00 $1,200.00 Aimee Willis
Development Status Report 1 06/27/12 06/27/12 172 0% $75.00 $600.00 Cyndee Tovsen
Implement 3 06/27/12 06/29/12 172 0% $1,440.00
Module 10 alpha and beta testing with Module adjustments 3 06/27/12 06/29/12 172 0% $60.00 $1,440.00 Instructional Desi
Evaluate 3 07/02/12 07/04/12 175 0% $3,800.00
QA 1 07/02/12 07/02/12 175 0% $75.00 $600.00 Cyndee Tovsen
Module 10 feedback review 2 07/02/12 07/03/12 175 0% $200.00 $3,200.00 manage-mavens
Client sign-off 1 07/04/12 07/04/12 178 0% $0.00 Project Sponsor
Post-Production 2 07/05/12 07/06/12 179 0% $2,160.00
CD ROM Production 2 07/05/12 07/06/12 179 0% $60.00 $960.00 Jennifer Soliman
Summative Eval Report 2 07/05/12 07/06/12 179 0% $75.00 $1,200.00 Cyndee Tovsen
The Unknown 1 07/05/12 07/05/12 179 $1,940.00
Totals $125,000.00
g _ _ p g
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On Co-op eLearning Module Conversion Project
Risk and Change Management Plan
Manage-MavensAimee Willis
Cyndee Tovsen
Jennifer Soliman
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Manage-Mavens Risk Management Plan
Potential Risk Impact to the project Possible Solutions
Client does not review on time Delays timeline/milestoneachievement.
Establish an agreed-upon review timeline.Try to get review done within x days.
Client does not approve coursedesign
Risk of client/developer relationshipdeterioration. Decreased projecttimeline and increased cost fordeveloper to retool course design.
Keep client involved in developmentprocess stages and provide ongoingopportunities to voice opinions and ideas.This strategy keeps the client involvedthroughout the process and encouragesownership of course design, avoiding
surprises and disapproval of elements theywere not privy to.
Client requires multiplemultimedia learning objects thatdo not fit into the project plan
Increase in cost for developer toobtain/incorporate desired learningobjects. Delay development time.
Show the client examples of five fully-developed solutions and the cost tocomplete them (could have beendesigned/developed by others).
LCMS training is not sufficientDelay development time due to
developer's inefficiency in LCMS.
Remind the client of the scope detailingthat there would be 20 hours of trainingrequired. If the scope is larger, then a
scope change will be necessary withincreased costs to the client.
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Member of the developmentteam becomes ill and is unable
to meet deadlines
Delays timeline/milestoneachievement - increases risk ofpotential errors during developmentif developer is short staffed andendeavoring to meet originalmilestones.
Other members may try to pick up theloose ends of that member's duties, but ifthat is not possible, then ask for extensionof time in the deadline. It may be possibleto still meet the end deadline if you canplay catch up. Can also have a person or
two designated in the wings, so to speak,that could jump in to help out for a shorttime. The project manager may need tohire someone temporarily to fill in for theextended absence.
Project timeline, as it stands, is
not adequate - too short
Milestones/Project not completedwithin allotted time frame. Risk ofclient/developer relationship
deterioration - no repeat business /ability to continue updates to projectas needed.
Consider why the timeline is not adequate.Improper scope? WBS not executedproperly? The earlier a problem isaddressed, the better. Don't wait until the
end of the project to bring up issues thatcan be resolved. Save the clientrelationship!
Developer and On Co-ops PMmust agree on the filtering of thecontent
Delayed development due toindecision/confusion regardingmodule content.
Design open, easy access andcommunication to theproject manager of this migrationinitiative. Utilize best practices from litreview and possibly utilize a mutually
designed rubric that addresses objectivesto keep content filtering on task.
Technology breakdown
Delayed development for remainingcourse conversion . Developer'scosts increase due to repair andcould affect course moduleconversion quality.
Ensure proper working order of allhardware prior to project execution. Investin computer repair service contract thatoffers quick turn around in service so thatany down time is minimized.
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Creation/adaptation of styleguide is delayed
Delay in project at onset - styleguide adaptation is at front end ofproject.
Ensure that access to and provision ofstyle guide is part of the kick off meeting,so that it is available oncePrototype/Module 1 design begins.
Review by the committee ofexperts takes longer thananticipated
Delay in course content / learningoutcomes review and approval.Delay in alpha and beta testingresults and feedback = delay insubsequent milestones.
Be prepared to move forward with otheraspects of development that do not
depend on committee input to keepdevelopment timeline on track. Oncecommittee review is completed, developercan rearrange tasks to accommodate whathas been completed vs what isoutstanding.
Suitable graphics difficult to
find/obtain
Client is not satisfied with
module/course graphics
Consider high quality stock imagesubscription, like istockphoto, and buildthis expense into the budget. Provide client
image selections and encourage theirparticipation in selecting the appropriatemodule images.
Graphic artist not available forallotted timeline
Development team limited to stockimages
Consider high quality stock imagesubscription, like istockphoto, and buildthis expense into the budget. Provide clientimage selections and encourage theirparticipation in selecting the appropriate
module images. If scope creep is notaddressed early, it will continue.
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Client decreases developmenttime frame - project timelineshortened
Development workload vs. timeframe intensified - increase indevelopment errors, decrease inproduct quality.
Retool WBS and milestone chartimmediately, listing project tasks the newtimeline can accommodate andhighlighting tasks that will be sacrificed.Review with client and encourage opencommunication and participation in
brainstorming the change. Obtain sign offon new development timeline/taskdocument.
On Co-op's Quality Assurance(QA) process requires moretime than expected
Delayed development forsubsequent course conversion ifclient's QA is prolonged.
Be prepared to move forward with otheraspects of development that do notdepend on QA to keep developmenttimeline on track. Once committee reviewis completed, developer can rearrangetasks to accommodate what has been
completed vs what is outstanding.
Client decreases anticipatedbudget - $125,000
Decrease in quality of product
Anticipate a decrease in budget prior todevelopment and formulate an alternativedevelopment plan that accommodatesincrementally decreased budgets by $5000each down to $100,000. Provide examplesof fully-developed solutions at the updatedbudget(s) (could have been
designed/developed by others)Client's desired additional media- audio, video, interactiveexercises, games, animation -does not fit into monetarybudget / allotted developmenttime
Decrease in client's perception ofproduct quality - risk ofclient/developer relationshipdeterioration.
Keep client informed throughoutdevelopment process of media availabilityto budget ratio. Encourage and foster clientparticipation in media selection within thestated budget to foster ownership ofmodule design and end product. If scopecreep is not addressed early, it will
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continue.
Client does not pay invoices asagreed after milestoneachievements
Delay in subsequent developmentdue to strained developmentresources/funds.
Ensure that invoice dates and requiredpayment dates (based on developmenttimeline/milestone chart) are built intoproposal and signed off on by client.Include a clause in sign off document thatstates "invoiced payments must bereceived within "X" amount of days in orderto continue development", in which client
initials/signs. Customer relationship is anon-going investment and helps when youneed to see the finance department aboutgetting paid for work. Keep up continuedcommunication and relationship building.
Manage-Mavens team is havingminor issues internally.
Possible discontent in the teamresulting in a possible breakdown ofcommunication and thus lostproductivity for the project.
Review the Team Agreement and Charterand utilize ongoing good communicationskills and practices of weekly teammeetings and reports. Can use peerpressure to sway an individual intoconforming with the group.
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Manage-Mavens Change Management Plan
Possible client change
(individual event, overallscope, etc.)
Impact to the project Possible Solutions
Change/replacement of OnCo-op's Project Manager
Timeline will be delayed andpossible cost increase.
Manage-Mavens will continue on time .
Change in On Co-op's LCMSTimeline will be delayed,budget increased,
Retool WBS and milestone chart to reflect delayfrom training on the new tool. Most likely theentire project will be reentered into the newLCMS. Templates will need to be recreated.
On Co-op updates/changestheir styleguide
Budget will be increasedbecause Graphic Designer willhave an increase in workload.Timeline may be delayeddepending on when theupdates are made.
Retool WBS and milestone chart to reflect delayfrom changes that need to be made by thegraphic designer. Obtain sign off on budgetchanges and new timeline/task document.
On Co-op makes changes to
priority sector / moduletopic(s) Change in scope.
Clearly need a signed change management
document to go forward with changed work.
Committee of expertspersonnel changes - newmember(s) do not agree withformer dissemination
Possible change in scope.
Communication with all members is importantinternally as well as externally. New ideas needto be reviewed and discussed with possiblenegotiation for solution. If change in scopeoccurs, a signed change order is needed.
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On Co-op increases numberof module conversions -increase from 10
Change in scope.This is clearly increased scope and requires asigned change document to continue in increasedproduction.
On Co-op makes changes toestablished 5 sections ofmodules outlined in RFP
Change in scope.Clearly need a signed change managementdocument to go forward with changed work.
Client decreases developmenttime frame - project timelineshortened
Development workload vs.time frame intensified -increase in developmenterrors, decrease in productquality.
Retool WBS and milestone chart immediately,listing project tasks the new timeline canaccommodate and highlighting tasks that will besacrificed. Review with client and encourageopen communication and participation inbrainstorming the change. Obtain sign off on newdevelopment timeline/task document.
Client decreases anticipatedbudget - $125,000
Decrease in quality of product
Anticipate a decrease in budget prior todevelopment and formulate an alternativedevelopment plan that accommodatesincrementally decreased budgets by $5000 eachdown to $100,000. Provide examples of fully-developed solutions at the updated budget(s)(could have been designed/developed by others).But in reality, if we have a signed contract, the
money can't go down like this without some legalaction. Of course we will lend our expertcommunication skills prior to taking such action.
Certificate requirementschange over course ofdevelopment.
Additional time is necessary torecode the certificate. Thisshould be a minor
Inform client of time it will take to update thecertificate requirements and keep the clientapprised of updates as they happen.
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On Co-op eLearning Module Conversion Project
Quality Management Plan
Manage-MavensAimee Willis
Cyndee Tovsen
Jennifer Soliman
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Manage-Mavens
Quality Management Plan v1.0
Quality Management Plan
1. Quality Management Approach
In regards to the On Co-op eLearning Module Conversion, the Manage-Mavens have developed a Quality Management Plan and Approach suitableto the size and scope of the project. Our team will validate the quality of the project deliverables and processes to create the deliverables by ut ilizing
the information in this document, which has been agreed upon by both client and vendor. The anticipated outcome of adherence to the Quality
Management Approach is a final product that meets the needs of our client and exceeds their expectations.
Our quality management plan identifies these key components:
Objects of quality
review
Quality Measure Quality Evaluation
Methods
Impact of Quality Measures
Project Deliverables Deliverable Quality Standards
Completeness and Correctness
Criteria
Quality Control Activities Deliverables meet and/or exceed client expectations
Project Processes Process Quality Standards
Stakeholder Expectations
Quality Assurance Activities Processes positively influence the development of quality
deliverables
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Manage-Mavens
Quality Management Plan v1.0
2. Quality Management Objectives
The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project.
The Manage-Mavens team is committed to producing and managing quality products for On Co-op. Through monitoring and control, the team will
issue scheduled status reports to all stakeholders regarding development, implementation, and close-out of the project to the agreed-upon
standards set with On Co-op. The team will hold regularly-scheduled project team meetings to keep all development members apprised of current
status, as well as to discuss project issues and plans for corrective action in order to keep the project moving forward. Our aim is to keep the project
on time, in budget, and in the good graces of our customer, On Co-op, who approves all of the deliverables and accepts the final product(s).
3. Project Quality Control
The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of
acceptable quality and are complete and correct.
The following table identifies:
The major deliverables of the project that will be tested for satisfactory quality level.
The quality standards and the correctness and completeness criteria established for the project deliverable. Included are any organizational
standards that need to be followed.
The quality control activities that will be executed to monitor the quality of the deliverables.
How often or when the quality control activity will be performed.
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Quality Management Plan v1.0
How the Quality Control impacts the project
Project
Deliverable
Deliverable Quality
Standards/
Completeness and
Correctness Criteria
Quality ControlActivity/Strategies
Frequency / Interval Impact
Project Charter Charter adheres to TQM*
format
Compare project charter to
established TQM format
2/20/12: Post Charter
Development - adherence
throughout project:
(2/20/12-7/04/12)
Agreed upon milestones, expectations
and budget result in clear
communication and strong client
relationship.
Module
Prototype
(Module 1
Conversion)
Prototype conforms to On
Co-op style guide,
AICC/SCORM format, and
LCMS Compliance
Quality assurance
checklist, structured walk
through
4/10/12: Post prototype
development.
Less time spent on module conversion
once finalized templates are in place.
Leads to rapid prototyping of
subsequent modules and keeps
development team within time frame of
project.
Module
Template
Conform to On Co-op style
guide, AICC/SCORM
format, and LCMS
Compliance
Quality assurance
checklist, structured walkthrough
4/10/12: Post template
development.
Less time spent on module conversion
once finalized templates are in place.
Leads to rapid prototyping of
subsequent modules and keeps
development team within time frame of
project.
Development
Status Reports
Status reports adhere to
TQM standards
Compare status reports to
TQM standards
Development Status
Check Interval based on
WBS:
Keep all contributors to project
informed, on task, and within budget.
Reports provide client opportunity to
make changes prior to final module
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Manage-Mavens
Quality Management Plan v1.0
3/28/12, 4/20/12, 5/8/12,
5/24/12, 6/11/12, 6/27/12:
Post prototype
development, Module 1
development - adherence
throughout project life
cycle.
conversion which will keep the project
on time and within budget.
Ten converted eLearning modules
CONTENT:
Template
Correct Spelling,
Grammar,Language
Conforms to module
given
USABILITY:
User test standards-
use check off listing
COMPLIANCE:
Meets
AICC/SCORM
Compliance
Meets LCMS
requirements
CONTENT:
Check to see that
template was used.
Run spell check,read through and
edit all modules for
correct English.
Checked against
original module for
accuracy.
USABILITY:
Alpha Testing
Beta Testing
Gold Testing
COMPLIANCE:
Alpha Testing
QA Check Interval based
on WBS:
4/10, 4/25, 5/11, 5/29,
6/14, 7/2
CONTENT:
Post Development
USABILITY:
Post module
development
Post alpha testing
and incorporated
changes
Post beta testing
and incorporated
changes
Satisfied client and successful project.
Opportunity to serve client in future and
possible referral business.
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Manage-Mavens
Quality Management Plan v1.0
Beta Testing
Gold Testing
COMPLIANCE:
Post module
development
Post alpha testing
and incorporated
changes
Post beta testing
and incorporated
changes
*Total Quality Management: integrative philosophy of management for continuously improving the quality of products and processes
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Manage-Mavens
Quality Management Plan v1.0
4. Project Quality Assurance
The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to
produce quality project deliverables.
The following table identifies:
The project processes subject to quality assurance.
The quality standards and stakeholder expectations for that process.
The quality assurance activity such as a quality audit or reviews - that will be executed to monitor that project processes are properly
followed.
How often or when the quality assurance activity will be performed.
How the Quality Assurance strategies/activities will impact the project.
Process
Process Quality
Standards/
Stakeholder
Expectations
Quality Assurance
Activity/StrategiesFrequency / Interval
Impact
ChangeManagement
Process
Adhere to agreed uponChange Management
Plan
QA Checklist Any time a changetakes place for
duration of project
Smooth client-vendor communication,opportunity to voice opinions and suggestions
and adherence to project timeline and budget.
Risks of unknown minimized.
Risk Management
Process
Adhere to agreed upon
Risk Management Plan
QA Checklist Continually and
throughout duration of
project
Risks of unknown minimized. Proactive
anticipation of impacts to project and possible
solutions makes for smoother development and
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Quality Management Plan v1.0
communication.
Communication
Process
Adhere to agreed upon
status reports as
outlined in WBS
QA Checkpoints Continually
throughout duration of
project
Clear communication, opportunities for client to
voice opinion and suggestions.
Testing Process Apply quality metrics to
Quality Matrix
QA Audit Post module
development (10)
Successful implementation of modules that are95% defect free. Satisfied client.
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Quality Management Plan v1.0
5. Quality Team Roles & Responsibilities
The following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities.
Project Team Role Quality Control and Quality Assurance Responsibilities Assigned Resource
Quality Assurance Manager Quality Control Audit Jenn Soliman
Quality Usability Review Run usability tests on all modules at Alpha, Beta, and Gold Testings Aimee Willis
Quality Assurance/Editor Adhere to given modules, template, writing styles, spelling, and grammar Cyndee Tovsen
Graphics editor Graphics, images, style guide adherence Subcontracted Graphic Designer
6. Quality Tools
The following lists the tools to be used to support quality management implementation and the purpose or use of the tool.
Tool Purpose/Use
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Quality Management Plan v1.0
Tool Name
Microsoft Word Spell and grammar check of each module. Used to develop status report.
Usability Check Listing Ensure that all checkpoints are made during usability testing of each module.
Quality Matrix Spelling, grammar, template, writing styles, adherence to original module, and usability checklist for periodic
assessment of modules to verify quality performance.
JuicyStudio.com Uses the W3C algorithm to check for sufficient contrast between background and foreground colours.
On Co-op Style Guide Reference for adherence to On Co-ops color, font, themes, and logo styles.
On Co-op LCMS To check look and feel of templates for modules.
Borland Quality Managment
SoftwareTo check for bugs, links, access, and site performance.