Charter_Everest_Final by yaosaigeng

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									Senior Design Documentation Library                              Project Charter




   Department of Computer Science and Engineering
         the University of Texas at Arlington


     Interactive On-line Learning System for
              Concentration Control




                                                          Team Members:
                                                             Larry Battle
                                                             Chris Brown
                                                          Bikash Acharya
                                                              Erica Llaca

                                      Late Updated: 25 March 2013 @ 9:18:00 AM
                                      Copy Printed: 25 March 2013 @ 9:18:00 AM


25 March 2013 @ 9:18:00 AM        Project Charter
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                                             Table of Contents
1     General Organization ........................................................................................................1
      1.1       Project Manager .................................................................................................................. 1
      1.2       Project Oversight ................................................................................................................ 1
      1.3       Roles and Responsibilities .................................................................................................. 1
      1.4       Project Constraints .............................................................................................................. 2
      1.5       Project Assumptions ........................................................................................................... 2
      1.6       Preliminary Schedule and Cost Estimates .......................................................................... 2
2     Scope Statement .................................................................................................................3
3     Cost Management Plan......................................................................................................4
4     Earned Value Management ..............................................................................................5
5     Scope Management Plan ...................................................................................................6
6     Work Breakdown Structure .............................................................................................7
      6.1       Overview ............................................................................................................................. 7
      6.2       Schedule Snapshot .............................................................................................................. 7
7     Quality Management Plan ................................................................................................8
8     Communications Plan ........................................................................................................9
      8.1       Purpose of Communications Plan ....................................................................................... 9
9     Change Management Plan ..............................................................................................10
      9.1       Purpose of Integrated Change Management Plan ............................................................. 10
      9.2       Review and Approval Process .......................................................................................... 10
      9.3       Change Identification, Documentation, Implementation and Reporting .......................... 11
      9.4       Re-baselining .................................................................................................................... 12
10    Risk Management Plan....................................................................................................13
      10.1      Purpose of Risk Management Plan ................................................................................... 13
      10.2      Roles and Responsibilities ................................................................................................ 13
      10.3      Risk Identification............................................................................................................. 14
      10.4      Risk Triggers..................................................................................................................... 14
      10.5      Risk Analysis .................................................................................................................... 15
      10.6      Risk Severity ..................................................................................................................... 16
      10.7      Risk Response Planning.................................................................................................... 18
      10.8      Risk Documentation and Reporting .................................................................................. 18
      10.9      Risk Control ...................................................................................................................... 18


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11    Staffing Management Plan ..............................................................................................19
      11.1    Purpose of the Staffing Management Plan........................................................................ 19
      11.2    Roles and Responsibilities ................................................................................................ 19
      11.3    Project Organization ......................................................................................................... 20
      Please see section 1.3 Roles and Responsibilities of this document. ............................................. 20
      11.4    Resource Requirements .................................................................................................... 20
      11.5    Resource Staffing Plan...................................................................................................... 20
      11.6    Resource Constraints ........................................................................................................ 20
      11.7    Staffing Reports ................................................................................................................ 20
      11.8    Staffing Contingency Plans............................................................................................... 20
      11.9    Training Requirements ..................................................................................................... 20
12    Procurement Management Plan .....................................................................................21
      12.1       Purpose of the Procurement Management Plan ................................................................ 21
      12.2       Roles and Responsibilities ................................................................................................ 21
      12.3       Required Project Procurements and Timing ..................................................................... 21
      12.4       Description of Items/ Services to be acquired .................................................................. 21
      12.5       IT Acquisition Process ...................................................................................................... 21
      12.6       Solicitation Planning ......................................................................................................... 22
      12.7       Applicable Conditions ...................................................................................................... 22
13    Project Closeout Report ..................................................................................................23
      13.1       The following are suggested sections for the Project Closeout Report: ........................... 23
      13.2       Purpose of Closeout Report .............................................................................................. 23
      13.3       Administrative Closure ..................................................................................................... 23




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                         1 General Organization
1.1   Project Manager
The project manager for team Everest is Larry Battle. His responsibilities include keeping the
team on schedule, equal division of tasks, deciding when the team will meet, and what the group
will be addressing in the meetings. He has some experience of software and good knowledge of
project which we are working on. He was chosen because he is good in time management and
expressed interest in leading.

1.2   Project Oversight
Larry Battle will serve as our team lead and will mange internal control. Externally we will have
guidance and oversight from Dr. Manfred Huber who will serve as the department head.

1.3   Roles and Responsibilities


              Role                          Resource                          Description
 Department Manager               Dr. Manfred Huber                Oversees the entire project
                                                                   and group
 Project Sponsor                  Billy Fortenberry                Provides requirements and
                                                                   specific direction for the team
 Project Manager                  Larry Battle                     Keeps the team on schedule,
                                                                   divides tasks, arrange
                                                                   meetings.
 Communication& Schedule          Chris Brown                      Main interface between the
 Manager                                                           team and outside sources.
                                                                   Keeps the team on schedule.
 Procurement Manager              Erica Llaca                       Make purchasing components
                                                                   and services for our project
                                                                   more efficient.
 Risk Manager                     Bikash Acharya                   Responsible for managing the
                                                                   associated risks of the project.
 Quality Assurance                Bikash Acharya                   He will be making sure all software
                                                                   and hardware products work
                                                                   properly.

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1.4       Project Constraints
The following are constraints Team Everest is subject to.
          Staff - No new members will be added to the team.
          Time - Deliverable due dates are rigid.
          Budget - $800 has been allocated for any and all project purchases.


1.5       Project Assumptions
A few assumptions we have for Team Everest are:
          We will be able to buy all of the necessary components that we will need for the project.
          All team members will remain on the project until the final due date.
          Deadlines will be met by the team.

1.6       Preliminary Schedule and Cost Estimates
Primary project schedule:
          First Draft of SRD – 07/21/2011
          First Draft of charter – 07/19/2011
          Requirements Gate Review – 07/26/2011
          Final SRD – 07/28/2011
          Final Project Charter – 08/11/2011
          Final Baseline Project File – 08/11/2011

          Architectural Design Gate Review – 09/19/2011 (Tentative)
          Final Architectural Design Document – 09/26/2011 (Tentative)
          Detailed Design Review – 10/21/2011 (Tentative)
          Test Plan Review – 11/30/2011 (Tentative)
          Final Project Review – 12/09/2011 (Tentative)
          Project Wrap-up – 12/15/2011 (Tentative)


Preliminary project cost: (costs are rounded up)
          Laptop ~$300
          Web Cam ~ $100
          Arduino Uno ~$30
          Mind Flex ~$100




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                             2 Scope Statement

Our project "Interactive On-Line Learning System for Concentration control" is a system that
can analyze concentration of the user when studying on-line learning material and modify the
learning process in order to optimize the attention by the user (e.g. injecting games or study
breaks). This system will analyze user concentration state (either through brain interface or
camera).Our system will adjust content to react to /change the state of the user.




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                          3 Cost Management Plan

3.1 Cost Management
We are managing our $800 budget by researching the cost and variance of all parts and equipment
we may need for our project. Here is our initial estimate:
       Laptop ~$300
       Web Cam ~ $100
       Arduino Uno ~$30
       Mind Flex ~$100

This budgeting plan totals to be $530 which gives us room of $270 .This will give us some flexibility
if any surprise costs come up, or if we cannot get one of the components on here for a reasonable
price. It is our goal to stay under budget to the best of our ability which will give us the ability to give
and take expenses on different components while still staying within our overall budget. Because our
project is mostly software based and only a few hardware parts are needed, the money management
aspect of our project should be more easily managed than our time.

3.2 Schedule Management

To manage our time we have implemented a MS project file which is maintained by our
Communication & Schedule manager Chris Brown to keep track of all deliverables, meetings, tasks,
and overall timeline. We are implementing early due dates for all of our assignments to allow us time
for revising and editing documents and deliverables before they are due. This allows us to front load
effort and minimize our efforts down the line.

3.3 Labor Management
Each team member will be assigned tasks on an ongoing basis as evenly and fairly as possible.
Certain tasks will be distributed to specific team members based on management and roles.




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                     4 Earned Value Management
Earned value will be used as a means to measure how effective the team's plan is and to track the
progress of the project. It will be outlined in a Microsoft project file as a list of major tasks which
breaks down into subtasks. Team Everest will use MS Project in order to get information
regarding earned value management. This can and will vary between each person.

4.2 Values

4.2.1 Planned value
The planned value will be determined by the team manager and refined during team meetings. Each
task and its subtasks will have a planned value associated with them. This will represent the plan for
the tracking.

4.2.2 Actual cost
All members of Team Everest will record the times that they work on a task in their engineering
notebooks. These times will be used as the actual costs of the project and will represent the work
done by the team as a whole.

4.2.3 Earned value
As tasks are completed their corresponding planned values will be added to the earned values.
Earned value will measure how close to the schedule we are without worrying about any other
factors.

4.3 Tracking

4.3.1 Individual tracking
Tracking of the value of the project will be completed on biweekly basis. Individuals will report to
the project manager what they have completed and what they have in the upcoming weeks. The
planned, actual, and earned values will be included in this report along with some comments to the
project manager about complications or different things during the work of the project.

4.3.2 Team tracking
Values recorded during each two week period will be used to calculate the SPI and CPI. The SPI
value will be calculated by the ratio between the work planned and the work completed. The SPI is a
way to numerically evaluate the accuracy of the plan.
The CPI will be calculated by the ratio between the earned value and the actual costs. This will
primarily be used by the Treasure to keep track of the budget.

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                      5 Scope Management Plan

The scope of the Team Everest’s project will be developed by Team Everest with advice from our
team sponsor Mr. Billy. During the development of requirements, Team Everest will consult Billy
about anything pertaining to the overall project scope. Any changes or modifications that are made to
the project requirements that would affect the scope will be discussed and reviewed by both the team
and the project sponsor. Changes in the scope of the project may be done later if the team needs to
make some sort of future enhancement. Any suggested changes in the scope of the project must be
revised and approved by the members of Team Everest.




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                   6 Work Breakdown Structure
6.1   Overview
The Work Breakdown Structure shall be a reference for the team and the project manager to keep
track of each task in the project. This can also include all meetings.

6.2   Schedule Snapshot




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                      7 Quality Management Plan
The Purpose of the Quality Management Plan is to ensure that any requirement and product
specifications that are listed in the SRD are complete and reliable. Team Everest will follow the
guidelines below for the duration of the design process to ensure that quality is maintained.
7.1 Purpose
The Purpose of the Quality Management Plan is to ensure that any requirement and product
specifications that are listed in the SRD are complete and reliable. Team Everest will follow the
guidelines below for the duration of the design process to ensure that quality is maintained.

7.2 Plan Components

7.2.1 Documentation
The documentation for this Project will be constantly reviewed for consistency prior to final
submission. Mini-milestones and early rough draft completion for a deliverables will allow for all
documents produced to be thoroughly reviewed and edited by the whole team or by each member
individually. Google Code will track all changes and revisions and all documents can be uploaded to
and retrieved from Google Code.

7.2.2 Software
For coding Team Everest shall choose a language that best suits the needs of the project, as laid out
in the System Requirements Document, Architecture Design Specification, and Detailed Design
Specification. Coding shall be done in a team decided fashion, with each member being held
responsible for the production of assigned parts of a program. All source code will be version
controlled using Google Code. Regular testing of code shall be done in order to ensure code is fully
optimized and error free.

7.2.3 Hardware
Each individual hardware component shall be tested to ensure that it functions properly and
efficiently. All component issues will be located early so that issues can be avoided later on. After
each component has passed testing, it will be integrated into the system. Testing shall be done when a
completed hardware prototype is completed to ensure customer satisfaction and requirement
completion.




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                         8 Communications Plan


8.1   Purpose of Communications Plan

A communications plan is one of the most important aspects of a project. The plan allows the team,
stakeholders, and department manager to be aware of the project status, deliverables, and issues
raised by the team. Team Everest’s communication remains paramount in striving for project
completion. Outlined below are the team’s chosen forms for consistent communication.


8.1.1 Team Meetings
For the first phase of the project’s lifetime, we shall meet every day after class period.
The team shall meet as needed until further implementation of the project is developed. Team
Everest shall meet on weekends as needed in the future. During the team meetings we will discuss
progress, clarify upon any misunderstandings, and distribute future assignments. The team will also
use this time to outline presentations and voice any concerns or issues that any member may have.

8.1.2 Google Group
Team Everest will use Google Group as its primary form of communication. This is a center point of
communication and post on blogs. The project planner will be allocated to take team minutes during
the team meetings. Following the meeting, the project planner shall email each member the meetings
summary and time elapsed.

8.1.3 Google Code
Team Everest will use Google Code as a repository for documents. Any updates upon project related
documents will be done and uploaded on Google code which helps all team members to keep track
and work together more conveniently.

8.1.4 Cell Phones
Team Everest will use cell phones as a third form of communication. Phone calls will be used to
contact another team member for urgent matters only. Text messaging will be used for reminding
members of events such as upcoming meetings and deadlines.




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                     9 Change Management Plan
9.1 Purpose of Integrated Change Management Plan
The Integrated Change Management Plan is essential to our project as changes and unexpected
problems may occur during the development of the project. A sophisticated change management plan
can minimize the calculated loss of any change that must occur.
The purpose of this change management plan is to establish all processes, practices, tools, review
bodies, and authority necessary to monitor and control the project performance.

9.2 Roles and Responsibilities

9.2.1 Sponsor
The sponsor may suggest changes at almost any time during the duration of the project. Depending
on reasons and current state of the project, the team may chose to accept the changes, reject them, of
put the new changes on a list for possible future enhancements for the project.

9.2.2 Manager
The manager may ask the team to make changes to their project at any time. However, the
manager will be asked to provide reasons for the changes, as well as possible consequences of
not accepting the changes. Either way, the team will discuss the changes amongst themselves and
provide their answer to the project manager at his next convenience

9.2.3 Team
Any team member may propose a change at any time. Any change suggested will be discussed
thoroughly depending on the state of the project during change proposal. For every change, the
group will vote on whether to accept them or not. If the votes are not completely unanimous,
both sides will have time to make their arguments as to their reasoning for the votes. This
process might make people realize other point-of-views in relation to how team members believe
the change will affect the project’s overall development.


9.2   Review and Approval Process
Project members, project sponsor and all other stockholder can propose changes to the project.
They must include detailed reasoning for the change using Team Everest change proposal form.
After receiving proposal request, a meeting will be set with the team members to review and
analyze the proposed change. The team will determine the impact on effect, time, and cost that


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will be involved in the change. Depending upon how impactful change is proposed, team will
organize meeting with sponsor and department manager.

9.3   Change Identification, Documentation, Implementation and Reporting


                                       Team Everest
                                  Change Proposal Form


Proposed By
Name: _____________________________________________
Phone: _____________________________________________
Email: ______________________________________________
Date: ______________________________________________

Proposed change:
______________________________________________________________________________
______________________________________________________________________________
Likely benefits:
______________________________________________________________________________
______________________________________________________________________________
Possible drawbacks:
______________________________________________________________________________
______________________________________________________________________________

Affected Documentation:
______________________________________________________________________________
______________________________________________________________________________
Change on Schedule & budget:
______________________________________________________________________________
______________________________________________________________________________

Other information:
______________________________________________________________________________
_____________________________________________________________________________




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9.4 Re-baselining
As change happens anytime in between towards the project Re-baselining will occur. This includes
any schedule change, a very large change in the team plan or section of the project documentation, or
going over the project’s budget. When this occurs, the necessary documents must be filed or updated
to reflect the change. The significance of the effect on the project will be researched heavily by the
person who originally suggested the change.
If the change is not insignificant, the group can just work around the original schedule and budget,
but make sure to update any files necessary for the next release of the documents




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                       10 Risk Management Plan
10.1 Purpose of Risk Management Plan
The main purpose of the risk management plan is to identify and prevent or mitigate potential events
that may delay delivery. The risk management plan assists us in identify issues, analyze them and
derive strategies for helping us minimize their impact on the project schedule. Team Everest will be
reviewing all possible risk in the project every other week in order to minimize its impact in future.


10.2 Roles and Responsibilities

10.2.1 Project Sponsor
The Sponsor may suggest any possible risks the team may face in future, however it is not the
Sponsors responsibility to actively analyze the project and make team members aware of risks. He
also does not have to advise the solution for risks encountered by the team.

10.2.2 Project Manager
The Project Manager will have an overview of the risks and will use these to assist in his scheduling.
He will take into account which risks are most likely, and which risks will have the greatest impact
on the schedule. Because our project manager is also our risk manager this fits in seamlessly with
standard scheduling procedure.

10.2.3 Project Team
The Project Team gathers all the possible risks through team discussion, research, previous
experience and from other resources like the project sponsor and other stakeholders. With good risk
analysis, the team can have better scheduling.

10.2.4 Risk Manager
The Risk Manager is responsible for managing the associated risks of the project. This may include
analyzing the possible risks, coming up with possible impacts of these risks, as well as creating plans
to handle risks if they do come up.

10.2.5 Project Stakeholders
Any stakeholders of the team will notify the team of risks as soon as they are identified. They can
also advise methods or ideas to resolve these risks.




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10.3 Risk Identification
The risk manager will be constantly reviewing all the deliverables and any other project related
activities for possible risks. Once a new risk has been identified, it will be recorded in risk
management document .The risk manager will keep track of risk priority and list the high priority
risks at the top. Risk priorities may change so it is necessary to keep track as time pass.

10.4 Risk Triggers
Risk triggers are those events that signal that a risk has occurred. All risk triggers will be taken
seriously with the necessary action plan to eliminate if not to minimize till acceptance level. The
following lists are some of the possible risks that Team Everest might face while doing project:
      Inexperience
      Hardware/Software failure
      Incomplete Requirements
      Schedule Management
      Burnout




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10.5 Risk Analysis

                                     Probability       Size of Loss         Risk Exposure

            Risk
                                      Of Loss            (Week)                (Week)




   Schedule Management                  20%                 2                    0.2



         Deadlines                      30%                 1                    0.3



     Insufficient Testing               15%                 2                    0.1



          Burnout                       40%                 2                    0.8



      Defective Parts                   5%                  2                    0.1



     Hardware Failure                   10%                 2                    1



      Software Failure                  5%                  1                    0.1



      Team Conflicts                    10%                0.1                  0.05



   Feature Enhancement                  15%                 2                    0.3




Inadequate design of systems
                                        5%                  1                   0.05
     and /or subsystems




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10.6 Risk Severity


           Risk                  Priority          Strategy          Description of Response




 Change in requirements                                             Set early internal deadlines
                                  High             Mitigate
 during project life cycle                                         to help deal with loss of time




                                                                      Keep motivating team
         Burnout                  High             Mitigate
                                                                           members




                                                                   Do research on parts before
 Hardware compatibility /
                                Medium            Avoidance         ordering them and make
    integration issues
                                                                    sure they are compatible




  Switching tools during                                             Tools which we use are
                                  Low             Avoidance
    project lifecycle                                                already been identified.




                                                                         Consult with the
  Feature enhancement           Medium             Evasion
                                                                          team/sponsor


                                                                       Meeting time can be
Team member not available       Medium            Controlling
                                                                            changed


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                                                                    Testing will be done on the
Insufficient testing and QA        Low             Avoidance
                                                                       each phase of design




Optimistic scheduling for
                                   Low             Avoidance        Appropriate rescheduling
 developing documents




  Incomplete and/or
                                                                        If requirement
conflicting requirements         Medium            Avoidance
                                                                     unacceptable, modify.
       within SRD




    Missing Deadlines              High            Avoidance         Plan and work with team




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10.7 Risk Response Planning
Once risk is identified analysis will be done and according to the priorities among the risk work
will be done to eliminate risk as soon as possible.


10.8 Risk Documentation and Reporting
Create a central repository for risk information and mitigation strategies. This is typically an
automated system where risk information is available to appropriate project team members and
risk owners.

10.9 Risk Control
The risk manager will be responsible monitoring possible risks and their probability of occurrence.
All team members are responsible for taking the necessary steps that ensure exposure avoidance. All
risk identified will be reviewed in each team meeting and the risk document shall be updated
accordingly.




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                  11 Staffing Management Plan
11.1 Purpose of the Staffing Management Plan


It takes people to run a project. The Project Manager needs a team to produce the deliverables
and maintain control over the project. Project Team members need certain skills to become truly
productive. The Project Manager needs to ascertain when new people will be required on the
project or when existing team members will be able to leave. This Staffing Management plan
provides the Project Manager with a framework to identify and justify human resource needs and
provide an effective work force to accomplish the project work.

11.2 Roles and Responsibilities

Project Sponsor

      Provide project requirements
      Provide funding if possible
      Regularly meet with Team Everest when needed

Project Manager

      Responsible for the completion of the Project
      Plan project details including deliverables, deliverable due dates, and milestones
      Assign tasks to team members based upon plans
      Organize team meetings

Project Team

      Attend weekly meetings
      Complete assigned tasks in a complete and timely manner
      Provide feedback and suggestions on project progress
Project Stakeholders
      Will help set the project requirements and overall functionality of the device by acting as
       the customer.




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11.3 Project Organization

Please see section 1.3 Roles and Responsibilities of this document.

11.4 Resource Requirements

Each team member is expected to have verbal and written communication skills that help lead to
successful completion of the project. Members must attend and participate in each team meeting.

11.5 Resource Staffing Plan

Starting the beginning of July 2011, each team member will be assigned a role that suits their
ability. The roles are software designer, programmer, risk manager and other positions if needed.

11.6 Resource Constraints
The team must be composed between 4 members. No other members can join once the group has
been assigned.

11.7 Staffing Reports

Not applicable to this project.

11.8 Staffing Contingency Plans
No addition team members will be added to the team after July 7, 2011. Should a team member
leave the team, then the team is required to take on the roles of the missing team member.

11.9 Training Requirements

The team should be composed of teams with hardware and software skills. If a member is
lacking knowledge in a required skill for their role in the project, then that person is required to
seek training and ask for assistance. The project manager is responsible for assigning the team
members roles that best suit their abilities. Our team members are Larry Battle, Chris Brown,
Erica Llaca and Bikash Acharya.




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              12 Procurement Management Plan
12.1 Purpose of the Procurement Management Plan

The goal of Procurement Management Plan is to make purchasing components and services for
our project more efficient.

12.2 Roles and Responsibilities

      The Project Sponsor should be expected to provide additional funding for the project.
      The Program Manager shall provide an initial funding of $800.00 for Team Everest
       Project. Team Everest will fill out a Purchase Request form and submit it to the Project
       Manager to make use of the funding.
      The Project Team shall identify items needed for the project. The team shall complete the
       Purchase Order form as soon as the need is identified and submit it to the Program
       Manager.
      The stakeholders shall be given a list of the components to be purchased.

12.3 Required Project Procurements and Timing

All items required for purchase shall be thoroughly researched to find the best vendor that offers
the lowest price. Each purchase shall be ordered using a Purchase Order form at least 2 weeks in
advance before it is needed.

12.4 Description of Items/ Services to be acquired

The major items to be obtained include, but are not limited to:
      Mindflex ( EEG )
      Laptop (If required)
      Arduino (Microcontroller)
      Webcam

12.5 IT Acquisition Process

The team lead, Larry Battle, and then the Project Manager will approve of items before they are
requested for purchase. The Project sponsor shall be involved with any major component
purchase.



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12.6 Solicitation Planning

The Project Team shall fill out a Purchase Order requests on an as-needed basis.

12.7 Applicable Conditions

All acquisitions shall be made assuming a limited budget of $800.




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                     13 Project Closeout Report
13.1 The following are suggested sections for the Project Closeout Report:

13.2 Purpose of Closeout Report
The purpose of the closeout report is to allow Team Everest to monitor and analyze their project
after its completion. This part will be used to ensure that all project related issues are resolved.
This report will also be used to help with archiving all documents and discuss lessons learned
throughout the project period.


13.3 Administrative Closure

13.3.1 Were the objectives of the project met?
Team Everest will compare system required document (SRD) with their final prototype in order
to answer the above question. Team members will work with the team sponsor in the review
period. Not completed requirements shall be documented in the closeout report for the future
reference.

13.3.2 Archiving Project Artifacts
Team Everest shall store and maintain all project documents from the beginning of the project.
The documents will be stored on Google Code. All final versions of team documents shall be
bound in team binders after the completion of the project and archived for further use. The
following documents shall be retained and archived.

      Project Charter and Project Plan
      System Requirements Document (SRD)
      Architectural Design Specification (ADS)
      Detailed Design Specification (DDS)
      Meeting Notes
      Risk Log
      Change Requests
      Copies of Purchase Requests
      Team Status Report
      System Test Plan
      User Manual


25 March 2013 @ 9:18:00 AM                       23                       Project Closeout Report
                              Senior Design Documentation Library




13.3.3 Lessons Learned
Team Everest shall keep a record of lessons learned in the individual status reports. After the project
is finished, each member of Team Everest will involve in a lessons learned session. Major lessons
learned shall be documented in the project closeout report to avoid repetition of mistakes.


13.3.4 Plans for Post Implementation Review (PIR)
After the project is implemented the team will make decisions about its quality and outcome. The
project acceptance will be finalized by the team sponsor and the project head.


13.3.5 Final Customer Acceptance
At the completion of the project by Team Everest closeout report the sponsor will check to
ensure that it matches the system requirement documents. Anything missing will be resolved
between team members and the sponsor under common understanding.


13.3.6 Financial Records
Team Everest has appointed Erica Llaca as the cost manager who will keep track of financial
information including, transactions, receipts, and other purchase related records in a folder. All
financial records shall be maintained in a Microsoft Excel spreadsheet.

13.3.7 Final Project Performance Report
After the completing project Team Everest will create a Final Project Performance Report. This
document will summarize how the project's scope was managed, cost performance, schedule
performance, project/team achievements, and SPI and CPI throughout the project. Any variances to
the initial project plan will be discussed in the Final Project Performance Report. This report will be
formed based upon the feedback of the project sponsor, Dr. Huber and other advisors.




25 March 2013 @ 9:18:00 AM                         24                        Project Closeout Report

								
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