From the project charter created in Module 4, create a simple work breakdown structure (WBS). This is a decomposition of the work necessary to complete the project. It is merely completed down to the work package level, not the activity level. Do not over complicate this activity. Decide whether the structure is based upon deliverables or phases. The work can be completed in any software of your choice; preference is Word, Excel, or Microsoft Project. If the software is not Microsoft Office software, simply create a screen shot of the WBS and paste it into Word, or save it as a picture (i.e. .jpg, .png, etc.). Feel free to search the internet for examples and/or templates. ncing instrument completion mpletion provere 172 ment Completion Project Chapter 4 TABLE 4-1 Project charter for the next-gen DNA-sequencing in Project Title: Next-gen DNA-Sequencing Instrument Completion Date of Authorization: February 1 Project Start Date: February 1 Projected Finish Date: Nove Key Schedule Milestones: Complete first version of the software by June 1 . Complete production version of the software by Nov Budget Information: The firm has allocated $1.5 million funds are available if needed. The majority of costs for this project labor. All hardware will be outsourced. this project, and more his project will be internal pearson@dnaconsulting.com has been under Project Manager: Nick Carson, (650) 949-0707, ncarson@dnacon Project Objectives: The Next-gen DNA-sequencing instrument n way for three years. It is a crucial project for our company. This is the the project; the objective is to complete the first version of the instrum four months and a production version in nine months. This is the first charter for of the instrument software in Main Project Success Criteria: The software must meet all written specifica thoroughly tested, and be completed on time. The CEO will formally approve ect with advice from other key stakeholders. Approach: Hire a technical replacement for Nick Carson and a part-time assistant as soon as possible. Within one month, develop a clear work breakdown structure, scope state ment, and Gantt chart detailing the work required to complete the Next-gen DNA-sequencing instrument. Purchase all required hardware upgrades within two months. Hold weekly progress review meetings with the core project team and the sponsor. Conduct thorough software testing per the approved test plans. ROLES AND RESPONSIBILITIES Name Role Position Contact Information Ahmed Abrams Sponsor CEO aabrams@dnaconsulting.com Nick Carson Project Manager Manager Susan Johnson Team Member DNA Expert sjohnson@dnace Renyong Chi Team Member Testing Expert rehi@dnaconsulting Erik Haus Team Member Programmerehaus@dnaconsulti Team Member Programmer Maggie Elliot Team Member Programmer melliot nearson@dnaconsulting.com mson@dnaconsulting.com Bill Strom dnaconsulting.com bstrom@dnaconsulting.com melliot@dnaconsulting.com (continued Project Integration Management 173 ect charter for the next-gen DNA-sequencing instrument completion project TABLE 4-1 Project ch (continued) Name Sign-off: (signatures o Ahmed Abrams Sasa Johnson Sri Praus Maggie Elliot ROLES AND RESPONSIBILITIES Role Position Contact Information onatures of all the above stakeholders) Nick Carson Renyong Chi Bil Sorom ments: (handwritten or typed comments from above stakeholders, if applicable) to be heavily involved in this project. It is crucial to our company's aess, and I expect everyone to help make it succeed."-ahmed abrams the software test plans are complete and well documented. If anyone has questions, do not hesitate to contact me."-Renyong Chi Taking the time to discuss, develop, and sign off on a simple project charter could have prevented several problems in this case. In addition to a project charter, it is a good idea to create an assumption log. Assumptions are usually identified in the business case, but additional assumptions should be documented throughout the project. Assumptions can be related to technology, estimates, schedules, risks, etc. A simple document or spreadsheet can be used to log assumptions. Information could include an assumption ID, date, source, category, description, and status. After creating a project charter and assumption log, the next step in project ation management is preparing a project management plan. DEVELOPING A PROJ OPING A PROJECT MANAGEMENT PLAN and across the organi management plan is a and help guide a project's e areas are consia management P regarding choices, nd integrate information across project management knowledge areas the organization, there must be a good project management plan. A project ut plan is a document used to coordinate all project planning documents e a project's execution and control. Plans created in the other knowledge red subsidiary parts of the overall project management plan. Project also document project planning assumptions and decisions es, facilitate communication among stakeholders, define the content, 12 of key management reviews, and provide a baseline for progress control, Project management plans should be dynamic, monter project changes. These plans extent, and timing of key measureme urement and proiect control From the project charter created in Module 4, create a simple work breakdown structure (WBS). This is a decomposition of the work necessary to complete the project. It is merely completed down to the work package level, not the activity level. Do not over complicate this activity. Decide whether the structure is based upon deliverables or phases. The work can be completed in any software of your choice; preference is Word, Excel, or Microsoft Project. If the software is not Microsoft Office software, simply create a screen shot of the WBS and paste it into Word, or save it as a picture (i.e. .jpg, .png, etc.). Feel free to search the internet for examples and/or templates. ncing instrument completion mpletion provere 172 ment Completion Project Chapter 4 TABLE 4-1 Project charter for the next-gen DNA-sequencing in Project Title: Next-gen DNA-Sequencing Instrument Completion Date of Authorization: February 1 Project Start Date: February 1 Projected Finish Date: Nove Key Schedule Milestones: Complete first version of the software by June 1 . Complete production version of the software by Nov Budget Information: The firm has allocated $1.5 million funds are available if needed. The majority of costs for this project labor. All hardware will be outsourced. this project, and more his project will be internal pearson@dnaconsulting.com has been under Project Manager: Nick Carson, (650) 949-0707, ncarson@dnacon Project Objectives: The Next-gen DNA-sequencing instrument n way for three years. It is a crucial project for our company. This is the the project; the objective is to complete the first version of the instrum four months and a production version in nine months. This is the first charter for of the instrument software in Main Project Success Criteria: The software must meet all written specifica thoroughly tested, and be completed on time. The CEO will formally approve ect with advice from other key stakeholders. Approach: Hire a technical replacement for Nick Carson and a part-time assistant as soon as possible. Within one month, develop a clear work breakdown structure, scope state ment, and Gantt chart detailing the work required to complete the Next-gen DNA-sequencing instrument. Purchase all required hardware upgrades within two months. Hold weekly progress review meetings with the core project team and the sponsor. Conduct thorough software testing per the approved test plans. ROLES AND RESPONSIBILITIES Name Role Position Contact Information Ahmed Abrams Sponsor CEO aabrams@dnaconsulting.com Nick Carson Project Manager Manager Susan Johnson Team Member DNA Expert sjohnson@dnace Renyong Chi Team Member Testing Expert rehi@dnaconsulting Erik Haus Team Member Programmerehaus@dnaconsulti Team Member Programmer Maggie Elliot Team Member Programmer melliot nearson@dnaconsulting.com mson@dnaconsulting.com Bill Strom dnaconsulting.com bstrom@dnaconsulting.com melliot@dnaconsulting.com (continued Project Integration Management 173 ect charter for the next-gen DNA-sequencing instrument completion project TABLE 4-1 Project ch (continued) Name Sign-off: (signatures o Ahmed Abrams Sasa Johnson Sri Praus Maggie Elliot ROLES AND RESPONSIBILITIES Role Position Contact Information onatures of all the above stakeholders) Nick Carson Renyong Chi Bil Sorom ments: (handwritten or typed comments from above stakeholders, if applicable) to be heavily involved in this project. It is crucial to our company's aess, and I expect everyone to help make it succeed."-ahmed abrams the software test plans are complete and well documented. If anyone has questions, do not hesitate to contact me."-Renyong Chi Taking the time to discuss, develop, and sign off on a simple project charter could have prevented several problems in this case. In addition to a project charter, it is a good idea to create an assumption log. Assumptions are usually identified in the business case, but additional assumptions should be documented throughout the project. Assumptions can be related to technology, estimates, schedules, risks, etc. A simple document or spreadsheet can be used to log assumptions. Information could include an assumption ID, date, source, category, description, and status. After creating a project charter and assumption log, the next step in project ation management is preparing a project management plan. DEVELOPING A PROJ OPING A PROJECT MANAGEMENT PLAN and across the organi management plan is a and help guide a project's e areas are consia management P regarding choices, nd integrate information across project management knowledge areas the organization, there must be a good project management plan. A project ut plan is a document used to coordinate all project planning documents e a project's execution and control. Plans created in the other knowledge red subsidiary parts of the overall project management plan. Project also document project planning assumptions and decisions es, facilitate communication among stakeholders, define the content, 12 of key management reviews, and provide a baseline for progress control, Project management plans should be dynamic, monter project changes. These plans extent, and timing of key measureme urement and proiect control