OS Upgrade Project 1
Windows OS Upgrade for Riordan Manufacturing, Inc; San Jose, CA Office Natalie Williams, Kathryn Aponte, Marcus Winkfield, Timothy Schmidt, Melissa Napoleon University of Phoenix Project Planning and Implementation CMGT/410 Deborah Ray-Sims October 18, 2009
Windows OS Upgrade Project
OS Upgrade Project 2 Background Riordan Manufacturing Incorporated is leading the industry in the manufacturing of plastic injection molding. With plants located in Georgia, Michigan, China and headquarters in San Jose, California, Riordan is able to produce plastic fan parts, beverage containers, and other custom plastic parts for customers such as the Department of Defense, automotive parts manufacturers, and aircraft manufacturers (Apollo, 2007). Riordan prides themselves in satisfying the customers while providing the best possbile price for their product. They focus on “quality controls, innovative solutions, a responsive business attitude and reasonable pricing” for customers (Apollo, 2006). Riordan believes in teamwork, and is extremely supportive of employees. Riordan hopes to maintain good customer and employee morale, which will maintain leadership in the plastics manufacturing industry. Statement of Need Sustaining such high standards of excellence means Riordan must keep up with growing technology of other companies are growing who have the potential to surpass Riordan in communication and production. Confronting this issue will help to keep them competitive. Headquarters is already in the process of upgrading the computers, and must follow through by upgrading the operating system. Evaluation of all Windows Operating Systems will be conducted in order to determine the most reasonable alternative for the upgrade that will benefit Riordan Manufacturing, Inc in the most productive way. Comparison and contrast will also be presented of Windows XP Professional, Windows 2000 Advanced Server, and Windows Server 2004 in order to provide the best solution Riordan’s needs. Mission
OS Upgrade Project 3 The currently the operating system is Windows 2000. In order to find the best operating system for Riordan, the team must research possible solutions for this upgrade. This task will include interviews of the CIO, Dr. Michael Riordan as well as the head of each department and anyone else who may need to use the operating system. Our mission is to provide a thorough and beneficial upgrade for the purpose of growth in Riordan Manufacturing Inc.'s main branch office. Goals Goals of the team are to have the project finished within the time line. The goals are set in small steps to maintain tracking of progress. Each team member has an assigned task and a time line to which they must adhere. The goal is to provide Riordan Manufacturing, Inc. with the upgrade in Information Technology to keep up with the growth of technology while maintaining the network that is currently in place. This will be done while working closely with end users staying within budget. Project Objectives The project objective is to update Riodran’s operating system (OS) with a system that will better their company. Comparison of different OS (Windows 2003 and Windows Vista) will be conducted in order to see which system will be most suitable for the task. Throughout this process, research will be conducted in order to gather information and perform a risk analysis in order to make an informed decision. A risk analysis will help to identify possible threats and vulnerabilities of the company. According to Wold and Shriver (1997) the company should “develop written, comprehensive business recovery plans that address all the critical operations and functions of the business. The plan should include documented and tested procedures, which, if followed, will ensure the ongoing availability of critical resources and continuity of operations.”
OS Upgrade Project 4 The risk mitigation plan communicates how to handle particular risks. It will provide team members with a clear sense of the actions they should take and provide management with an understanding of what actions are being taken on their behalf to improve project risk. Project (Plan) Approach The project plan for the OS upgrade will follow the desired completion date of the plan as a whole. The team will create a master list of requirements for the new OS as well as a list of optional elements. Each OS will then be studied to find the best possible fit. By allowing for flexibility but maintaining a checklist of elements that can be tracked, the project can be kept on track but the plan will not fall apart the first time a deadline is extended (Kalvar, 2006). Project (Plan) Organization Project organization is an important key into maintaining a well organized project that will finish on time. To insure that this is possible every member will have brief information about their identity, function, responsibilities, qualifications, and capabilities. This will help to ensure all team members are aware of the different contributions brought by each member. The team will consist of nine members. The first member is the CIO Maria Trinh. She will be supervising the project (Apollo Group Inc., 2004). The second member is Patricia Miller. Patricia is the Manager of IT services in San Jose. Job requirements are that she be certain team members perform their job duties in order to maintain the local network. For this reason she will be the project manager of this team (Apollo Group Inc., 2004). The third member is Vinh Nakaajima, the Network Administrator. Nakaajima works with Patricia Miller to help ensure that employees have appropriate computer support. On previous projects, Nakaajima has helped save money, showing exceptional work ethic (Apollo Group Inc., 2004). The fourth member is Mary Tran. Mary Tran is the Web Support
OS Upgrade Project 5 specialist who works under Vinh Nakaajima. She helps people through web based products to troubleshoot computer problems (Apollo Group Inc., 2004). The fifth member is Young-Sook Phin. She meets the job requirements, but is also eager to prove herself while working under Patricia Miller (Apollo Group Inc., 2004). The sixth member is Programmer/Analyst Don Peterson. He also works under Patricia Miller (Apollo Group Inc., 2004). The seventh member is Dan Tully. He is the Telecommunication Specialist working under Patricia Miller (Apollo Group Inc., 2004). The eighth member is Vongpaka Phouthaphone. Vongpaka is a Database Analyst who works under Patricia Miller and designs databases. Information and progress reports will be Vongpaka's responsibility (Apollo Group Inc., 2004). The ninth member is Aimee Samus. Aimee Samus is the CAD/Cam Support who under Vongpaka Phouthaphone, makes drawings and designs using a CAD system. The following chart illustrates the breakdown of the project
OS Upgrade Project 6 members.
Task/Responsibility Matrix The Task/Responsibility Matrix is a general breakdown of the tasks that will be given to each member of the team. According to Archibald “The task/responsibility matrix is a planning tool for relating the work defined by the PBS to responsible organizational units, subcontractors, and individuals,” (2003, p.253). The task/responsibility matrix is also known as a linear responsibility chart (LRC). The following task/responsibility matrix shows the assignment of tasks to each team member upgrading the operating system for Riordan Manufacturing, Inc. Each team member is assigned at least one task. Some team members are assigned secondary tasks to assist the person primarily assigned the task.
OS Upgrade Project 7 The budget will be covered by Human Resources, the Board of Directors and the CIO, Maria Trinh. The budget will be determined according to the input given to them by the project manager, Patricia Miller. Among other responsibilities, she will oversee the computer programs and cost comparison. She has assigned specific tasks to specific team members in order to draw from their strengths and weaknesses. Another aspect of the task/responsibility matrix is the communication/need to know. Patricia Miller, as Project Manager will communicate the desires of the stakeholders to the team. Please refer to the task/responsibility matrix for more details.
May 7, 2008 Primary Responsibility Secondary ResponsibilityCommunications/Needs to Know Responsibilit Patric Vongpak Dan Don Yung- Vinh Aim Mar Maria Board Human ia Phouthap Tull Peters Sook Naakaji ee y Trinh, of Resour y Area Miller hone y on Phin ma Sam Tra CIO Directo ces us n rs Administratio n Project Management Payroll Budget Benefits Office Systems Computer Programs Cost comparison Telecommunic ations
OS Upgrade Project 8 Internet/Web Research Windows 2000 Windows 2000 Advanced Server Windows Server 2003 Windows Vista Windows XP Professional Windows 2003 Tasks Check System Requirements Read Relnotes.htm and hardware compatibility information Determine upgrade compatibility with current operating system Review choices for upgrading on cluster nodes Decide on upgrade of any FAT or FAT32 partitions to NFTS
OS Upgrade Project 9 Check system log for errors that are potential problems Back up files Disconnect UPS devices Review hardware and software Timeline Schedule Communicatio ns
Work Breakdown Structure The WBS chart allows all people to view what task will need to be done first. The System Development Life Cycle was used to divide the task into different categories. The different categories are Define Problem, Analyze Situation, Design Solution, Implement Design, and Support Product. Define Problem helps the team clarify the situation and decide the specifics of the upgrade. During this stage, the team will be decide on and broken down into sections, and a cost plan will be decide on. The Analyze Situation section is broken down into smaller functions which include: research different upgrades, check system requirements, read Relnotes.htm and hardware compatibility information. This will determine upgrade compatibility with current operating system, and review hardware and software. The Design Solution is the next task. The major subtasks of this category are decide which software and hardware system will be used,
OS Upgrade Project 10 review choices for upgrading on cluster nodes, check system logs for errors (potential problems), and decide on upgrading any FAT or FAT32 partitions to NFTS. The next major task is Implement Design, which will be used to initiate the system that was chosen for the upgrade. The subtasks are back up files, disconnect UPS devices, and upgrade system. The final task is Support Product. This task is used to make sure all users will have the support needed to use the system. The subtasks include train people on the new system, communications, check system log for errors that are potential problems, and helpline and support. WBS Chart
Task Flow Network and Critical Path Once the Work Breakdown Structure has been created and defined, the next step is to create the task flow network. The tasks are then arranged into the planned sequence in order to be able to most efficiently and successfully complete the project in a timely and cost-effective
OS Upgrade Project 11 manner. The most important tasks at hand are the ones that determine the start time of their predecessors. These tasks fall on the critical path. The critical path is the longest path of duration through the network of tasks. The significance here is that if the tasks that comprise the critical path become delayed, then they will delay the project (Collegiate, 2007). As long as the project manager pays close attention to the critical path, many unforeseen time delays can be avoided. Project control is manifest when the project manager is aware of the critical path and the relationship between tasks. Such a situation leads to a successful project. The critical path begins with the decision for the upgrade. This task is directly linked to the schedule since it cannot be formulated until the decision has been made regarding what exactly will be upgraded. Following the schedule creation, the decision on which operating system will be used. Furthermore, one cannot begin the actual upgrade until the schedule is created. Finally, support for the new operating system is enacted after the upgrade has finished since there is no need for support until the operating system is fully installed. Below, the network task flow is outlined and numbered using the WBS codes assigned according to where the fall on the schedule. Certain tasks are linked together. However, the critical path is outlined in red. Each of the tasks on the critical path is directly linked to one another since each one directly affects its successor. If one runs late, it will affect the entire project’s completion time.
OS Upgrade Project 12
Project Scheduling The project schedule provides a graphical representation of predicted tasks, milestones, dependencies, resource requirements, task duration, and deadlines. It shows each WBS task to be performed, the name of the person responsible for completing the task, the start and end date of each task, and the expected duration of the task. During the life of the project, actual progress is frequently compared with the original schedule. This allows for evaluation of development activities. The accuracy of the planning process can also assessed. (Project Management Planning) Once the project is broken down into individual tasks, and then comes the part of
OS Upgrade Project 13 estimating times for each task. It is the PM’s job to add some contingencies so that the schedule portrays realistic possibilities of delays. Having past knowledge of real projects is very important. If the team can draw on past data, then they can make decisions based on experience vs. guessing. The critical path links tasks across the schedule. Calculations can be created with the help of a good software scheduling package (EE Senior Project Control Documents, n.d.). Project Reporting For the duration of the project, a weekly conference call would allow each person or department to fill out a report slide containing the information relevant to the current work week. The pertinent information would be tasks duration, tasks start date, and tasks completed date. By keeping a weekly check on the project, delays can be easily identified so that a solution can be implemented without a detrimental affect to the entire project. Sample project slide
OS Upgrade Project 14 Cost Analysis A cost analysis will be used to determine which upgrade will benefit the company in the long run. The different program upgrades are Windows 2000 Advance, Windows Server 2003, Windows XP Professional, and Windows Vista. Windows 2000 Advance needs an IBM or 100% compatibility, it needs 256 MB memory, 1.0 GB of disk space, and cost around $3,200 and higher for only a 25 client edition (ComputerHope, 2000). Windows Server 2003 is a system made for small businesses, it needs 512 MB to run. Some of the servers available need an internet connection, one fax modem to connect servers, and cost $1299 for a 5 client license (Microsoft, 2006). Windows XP Professional needs 125MB of RAM, 1.5 GB of available hard disk, can get a license for over 250 users, and cost will vary with the different systems available (Microsoft, 2001). Windows Vista needs 800 MHz, 512 MB of system memory, 20 GB hard disk with 15 GB of free hard disk space, and cost retail for 1 client is $399 (K., 2008). The only two servers that would meet the needs of the client are Windows XP Professional and Windows Vista. The following chart is a breakdown of the cost. Name Windows 2000 Advance Cost $3,200 per 25 clients Windows Server 2003 $1299 for a 5 client Windows XP Professional NA $399 per client. Windows Vista
OS Upgrade Project 15 When project requirements have been analyzed and documented and the project-planning baseline has been established for scope, cost, and schedule, project execution and control activities can begin. For a project to be under control, it needs to be organized as a closed system. This is done by establishing baselines for scope, cost, schedule and then putting them under some type of version control. Once the project has been contained in these three dimensions, it can be measured, monitored and controlled. No significant performance measurements can be made where the scope, cost, and schedule are not enclosed and under some form of change control disciplines. If it becomes obvious that the project cannot maintain its baseline, major changes may be required. The realization that the project plan is seriously damaged can make the baseline a questionable value for project control. In such a case, the project may have to be re-evaluated and re-baselined. When a new baseline is established, the same process of monitoring output and controlling the process must be continued. Establishing the baseline is the proper end of the planning phase and the beginning of project execution and control. Controlling the project baseline is completely essential to project success. Aside from misunderstood requirements, inaccurate cost and schedule estimates, and technical difficulties, the things that will most likely endanger a project are the change. The baseline is the budget, schedule, and project scope. After the initial iterative planning process, the planning baselines must be frozen and put under configuration control. The significance of putting the scope and plan under version control cannot be overstated. When you have version control, you can measure progress and status. Without version control, status and progress measurements become pointless.
OS Upgrade Project 16 On-going requests for changes to the project requirements may be symptomatic of an incomplete initial requirements analysis or the failure of the project team to adequately involve and communicate with users and customers early in the project effort (Project Baseline Management, 1997). Project Evaluation The project evaluation is important to the success of the project. It includes the evaluation of work authorization, evaluation of project control, performance analysis, evaluation of technical analysis, scheduling and budgeting are some of the things that should be included in the project evaluation (Management-Hub.com, 2005-2008). The project evaluation and report is for the sole purpose of keeping stakeholders informed of the progress of the project. According to Basics of Good Evaluation Reporting, Quick Tips #14 (Boyd, 2002) there are other factors in the evaluation that should be considered. For Riordan they are: 1. Consider the needs of Riordan's stakeholders. The stakeholders at Riordan are conducting the evaluation. They would like a full report on the status of the research, the progress that has been made so far, the position on the time line and what the budget is so far. This information also inludes where we will go from here. 2. The stakeholders will be provided with these important details of the
evaluation. Answer the questions “Who?”, “What?”, “When?”, “Where?”, “How?”, and “Why?” 3. Use caution in reporting and drawing conclusions.
Discuss the results you have documented that are associated with your programming, but not necessarily caused by it. Do not use “very” or “extremely” when discussing
OS Upgrade Project 17 evaluation findings and conclusions. When the word “significant” is used with some audiences, it could imply that you used hypothesis testing and statistics. 4. Have others read or listen to your report and give you feedback before
you create the final version. Is the report easy to read (or listen to)? Is it easy to understand? Do the charts and tables communicate well or are they confusing? What are the main points? How can the report be improved? What other formats and venues should be communicated? The following chart will provide the information requested for the Windows Operating System Upgrade for Riordan Manufacturing, Inc. Project can be controlled in three phases... § Setting performance standards. § Comparing actual performance with the standards. § Taking corrective actions. The status of the project can be evaluated in terms of... § Budgeted cost of work scheduled. § Actual cost of work performed. § Budgeted cost of work performed. Termination Just as all good things must come to an end, so must this OS upgrade project. By wrapping up any outstanding elements, tying up any loose ends, and ensuring that the project met all planned objectives, the project management can be sure that the job is finished and that all the requirements have been met.
OS Upgrade Project 18 Before the upgrade is completed, preliminary training will help the users to understand the new program. Once it is launched hands-on training seminars will ease the transition and eliminate unnecessary phone calls to tech support. In addition to in-house support from the IT department, Microsoft offers training on their products and services for a limited time in order to provide the client with adequate knowledge to use their products. The final step in the termination phase is the Post Implementation Review. This review helps to determine whether the project delivered the business benefits, met requirements, and remained within the scope and budget. Visitask explains “close-out items may consist of final measurements, final reports, client feedback and testimonials” (2008, p.1). Accomplishing these final tasks will help the client, Riordan Manufacturing to ensure project completion and to confirm that nothing was left undone. Documentation will be completed and handed over to management. When comparing the documentation from final closure phase of the project to the original planning documentation, management can review the deliverables and note the overall success of the project (Ajani, n.d.). Emails will be sent out to all stakeholders affirming the upgrade. Finally, the Post Implementation Review will point out mistakes and draw upon successes of the project. This will help future endeavors to run more smoothly with fewer mistakes, which will ultimately help the project manager to be able to plan even better projects.References Ajani, S. H. (n.d.). Project Closure - The Phantom Phase. Retrieved May 19, 2008 from www.themanager.org. Apollo Group Inc., (2004). Human Resources. Retrieved April 27, 2008, from Riordan Manaufacturing Web site:
OS Upgrade Project 19 https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/HR/RiordanHRE mpFiles001.htm Apollo Group Inc. (2006). Riordan Manufacturing: Home. Retrieved on April 25, 2008 from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/RioMfgHome002 .htm Archibald, R. (2003). Managing High-Technology Programs and Projects. Planning and Initiating Projects. p.253-254. Retrieved May 10, 2008 from http://books.google.com/books?id=L9asD5E9jCYC&pg=PA253&dq=Task/Responsibilit y+Matrix:+Archibald&source=web&ots=A3RDcvlmWm&sig=TrssjlYn_DCNFiMzoRN H4f94e5s&hl=en Boyd, H. (2002). Program Development and Evaluation, Basics of Good Evaluation Reporting, Quick Tips #14. Retrieved on May 16, 2008 from http://www.uwex.edu/ces/pdande/resources/index.html Chapman, James R. (1997). Project Baseline Management. Retrieved on May 17, 2008 from http://www.hyperthot.com/pm_exec.htm Collegiate Project Services. (2007). Using Microsoft Project Software to Validate Task Relationships in a Project Schedule. Retrieved May 11, 2006 from www.collegiateproject.com. ComputerHope, (2000, February). Microsoft Windows 2000. Retrieved May 17, 2008, from ComputerHope.com Web site: http://www.computerhope.com/win2000.htm EE Senior Project Control Documents. (n.d.) Project Schedule. Retrieved on May 12, 2008. from http://22.214.171.124/search?q=cache:7fNxp_eJECEJ:www.et.byu.edu/groups/ecebuslec web/downloads/Project_Schedule.doc+purpose+of+project+scheduling&hl=en&ct=clnk
OS Upgrade Project 20 &cd=1&gl=us&client=safari K., Andrew (2008, March 17). Windows Vista System Requirements. Retrieved May 17, 2008, from Vista Requirements Web site: http://home.comcast.net/~SupportCD/VistaRequirements.html Kalvar Shannon, (2006). Three tips for avoiding the seductive lure of false project plans. TechRepublic. Retrieved April 27, 2008, from http://blogs.techrepublic.com.com/techmanager/?p=217 Microsoft, (2001, August 24). Windows XP Professional System Requirements. Retrieved May 17, 2008, from Windows XP Web site: http://www.microsoft.com/windowsxp/pro/evaluation/sysreqs.mspx Microsoft, (2006, July 11). System Requirements for Windows Small Business Server 2003 R2. Retrieved May 17, 2008, from Microsoft Web site: http://www.microsoft.com/Windowsserver2003/sbs/evaluation/sysreqs/default.mspx Project Management Planning. January 2007. Retrieved on May 12, 2008 from http://www.cio.ca.gov/ITpolicy/pdf/PM3.4_Planning_Project_Schedule.pdf University of Phoenix (2005, 2007) Service Request SR-rm-006 Windows OS Upgrade: Riordan Manufacturing Service Requests Retrieved on April 22, 2008 from https://ecampus.phoenix.edu/secure/aapd/CIST/Libraries/Service%20Requests/RiordanS R/riordanSR006.htm Visitask. (2008.) Project Termination. Retrieved May 16, 2008 from http://www.visitask.com/Project-Termination.asp Wold, G. H. and Shriver, R. F. (1997). Risk Analysis Techniques. Retrieved on April 27, 2008 from http://www.drj.com/new2dr/w3_030.htm