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Running Head: PROJECT PLAN
1
Project Plan: Designing an Electronic Performance Support System
Gerrit Geurs
Walden University
Dr. Deanna Romano
EDUC 6145- Project Management for Education and Training
14 December 2014
PROJECT PLAN
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Table of Contents:
Section:
Page Number:
Title Page:
Pg.1
Statement of Work:
Pg. 2
Scope of Work:
Pg. 6
Work Breakdown Structure:
Pg. End of 9
Project Schedule:
Pg. 11
Resource Allocation Plan:
Pg. 13
Communication Plan:
Pg. 14
Project Monitoring Matrix:
Pg. 17
Project Close-out Checklist:
Pg. 18
References:
Pg. 21
Statement of Work
Project Charter:
Project Name: WidgetMart Electronic Performance Support System (from here on referred to as
“EPPS”)
Project Manager: Gerrit Geurs
Date of Composition: 11/2/2014
Project Purpose and Justification:
As WidgetMart’s operations have increased to include three different stores –
WidgetMart, Universal Widgets, and BuyMore- across multiple countries and geographical
locations, the company’s training needs also have increased (Ertmer, Quinn, & Glazewski, 2014,
PROJECT PLAN
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p. 237). What were originally known as “Sit With Fred” sessions where regional managers
traveled to the various stores has evolved into an electronic collection of training materials
(pp.237-238). While digitizing the training process is a good step, in its current form it is
ineffective. As new information is added to the system, the outdated information is not removed
(p. 238). There are instances where training material and information overlaps and is located in
multiple locales. The current electronic system’s material needs to be consolidated and
transferred into a four-function EPSS.
With a team of four individuals collecting, sifting through, and sorting the current catalog
of 1,100 topics in the online reference system, and then converting them into the new EPSS, the
estimated time for this project from start to finish is three months (90 days). Ninety days will
enable us to review the information for each topic, revise it to be updated, sort it into one of the
four desired functions, put it into the new EPSS, and then pass it along to management for
feedback.
Project Objectives and Outcomes:
By completing this project, the following tasks should be accomplished:
1. WidgetMart will have an EPSS with four functions: embedded knowledge, reference, job
aid, and computer-based instruction (p. 240).
2. All training information will be accessible to employees at all levels in the company in a
uniform format.
3. Outdated information used for training will be removed, redundant material will be
consolidated.
4. The EPSS provided will have the ability to be updated as needed.
Project Constraints:
PROJECT PLAN
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There are certain restrictions and constraints which may impede the progress and success
of this project. Each member of this project already is an employee of WidgetMart with his or
her own responsibilities. As it is, depending upon the busyness of the company over the next
three months, if the employment responsibilities of the team increase, then progress on the EPSS
will be slowed.
Another possible constraint will be in what level of access to the current training
infrastructure and technological resources the team has. Uninhibited access to the necessary
information and tools that the company currently uses will speed up the team’s process by
enabling us to more directly convert materials from one format to the EPSS’s format.
WidgetMart’s management needs to determine whether the expectation for the project
team is to make the EPSS project the main priority during business hours by freeing them up to
focus on the EPSS specifically, or that the expectation for the team is that they work on the
project outside of normal working hours and be compensated for their time accordingly. This
rate will need to be established before work begins.
Throughout this project, different materials will probably need to be purchased. The
team will assume that any cost of around $75 or less will not need to be pre-approved. Anything
with a greater price than that will be cleared by management unless immediately it is necessary
and no one is able to be contacted. Also, should the team need to work after business hours, the
team requests the ability to be reimbursed for meals up to $15 per meal per person.
Project Assumptions:
In order for this project to run smoothly, I am making a few assumptions up front. I am
assuming management will want to be updated continually on project progress, but not be
inundated with information. To this end, I will update management on Monday with the team’s
PROJECT PLAN
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short-term goals for the week and longer-term goals for the month. On Friday, I will update
management on how the team has done to accomplish goals, as well as provide materials created
during the week to be reviewed for feedback.
I am assuming the WidgetMart will provide a work space for this project, the necessary
technology to work with the current online information system, and access codes and passwords
as needed to access the system’s framework to enable the coder on our team to get the
information he needs.
Since this will be an encumbering task, any communication to the team should go
through me so that I may be able to distribute it accordingly. The scope and objectives for this
project are our first priorities; any additional side tasks will be considered after the main project
of getting the four-function EPSS operational.
Rationale:
For the course project, I selected the case study, “Davey Jones: Designing an Electronic
Performance Support System” (pp. 237-241). I decided it would be better to leave my objectives
segment in concise sentences, because as Portny et al. (2008) explain, “If a project plan takes an
entire page to describe a single objective, most people won’t read it” (p. 35). Based on the
details in the case study, I assumed that there will be necessary purchases for equipment and
supplies. Since many managers would not want to be bothered for every little thing, purchases
for under $75 are assumed to be okay. In my assumptions, I included a line about the objectives
for the project being the main focus and that any potential tasks from the client will not be
considered until after the main objectives are completed because of the caution from the course
textbook authors that “clients, upper management, and the organization…want to believe that
project managers can achieve everything asked of them with minimal or no cost” (p. 37). None
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of the assumptions are unreasonable; anything in the Statement of Work which is vague is in
there because I do not know what assumption to make, such as whether the project team will be
working on this as its focus during business hours or whether it is working on it outside of
business hours.
Scope of Work
Project Name: WidgetMart Electronic Performance Support System (from here on referred to as
“EPPS”)
Project Manager: Gerrit Geurs
Date of Composition: 11/16/2014
Scope Statement:
WidgetMart has requested the development of multi-function EPSS to meet various
needs of its operations staff. Specifically, we will develop the EPSS to accomplish four key
functions as requested by the organization’s top stakeholders: provide an embedded bank of
organizational knowledge, reference materials, assistance for various jobs, and instruction
established on a digital, computer platform. The EPSS will have a consistent format throughout
every piece of it, and this consistency will enable any member of the organization in any
different locale to be able to use the same EPSS. While the EPSS is being developed, the project
team will sort, consolidate, and compartmentalize information, as well as update outdated
information.
We anticipate completing this project in a time-span of three months (90 days). As this
task is quite a large job, and we have not been given direction from management as to whether
this will be our sole responsibility for the time period or if we will be trying to juggle this on top
of other job responsibilities, so at this time we will not be able to make a more concrete
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statement regarding time frame or take on any extra deliverable opportunities for this project.
Should we be temporarily relieved of other employment duties during this project, and as long as
we have been able to maintain our project schedule, additional tasks and functions may be
considered. Requests and suggestions should be taken directly to me as project manager, and I
will in turn meet with the project team to decide whether the request is realistic, able to be
accomplished and still keep the project on schedule, and how it may affect work on the rest of
the project.
Project Purpose:
WidgetMart’s operations have increased to include three different types of stores in
different states and countries. As the business has expanded, so have its training needs (Ertmer,
Quinn, & Glazewski, 2014, p. 237). The “Sit With Fred” sessions have become obsolete, and the
electronic collection of training materials has grown cumbersome and outdated (pp.237-238).
Digitizing the training process has been a good temporary fix, but in its current form it is
ineffective. New information is added to the system, but outdated information is not removed (p.
238). There are even examples of training material and information overlaps in multiple
locations. The current electronic system needs transferred to a more functional platform.
Our team of four will collect, sift through, and sort the current catalog of 1,100 topics in
the online reference system, and convert them into a new EPSS. We are estimating this project
will take three months (90 days) to review the information for each topic, revise it to be updated,
sort it into one of the four desired functions, put it into the new EPSS, and then pass it along to
management for feedback.
Project Objectives:
As stated previously, the goals for this project are as follows:
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1. Provide WidgetMart with an EPSS with four functions: embedded knowledge, reference,
job aid, and computer-based instruction (p. 240).
2. Make all training information uniform in format and accessible to employees at all levels
of the company.
3. Remove outdated information used for training and consolidate redundant material.
4. Design the EPSS so that it has the ability to be updated as needed.
Project Assumptions:
I am assuming a few things about this project as we begin planning. I am assuming
management will want continual updates on project progress without being inundated with
information. I will update management on Monday with the team’s goals for the week and
month. On Friday, I will update management on how the team’s progress in accomplishing our
goals, as well as provide materials created during the week to be reviewed for feedback.
I am assuming we will be provided with a work space for this project, the necessary
technology to work with the current online information system, and access codes and passwords
as needed to access the system’s framework to enable the coder on our team to get the
information he needs.
I am assuming we will need to establish a communication chain since this will be a large
project. For this reason, any communication to the team should go through me so that I may be
able to distribute it accordingly. The scope and objectives for this project are our first priorities;
any additional side tasks will be considered after the main project of getting the four-function
EPSS operational.
Project Stakeholders:
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-Gerrit Geurs (Me): Project Manager; my job will be to do all the administrative tasks such as
creating documents, charts, assign tasks, etc. All communications to the team will go through
me as the main channel.
-Davey Jones: Project Overseer; his main roles are to serve as the technical writer for the project
and to support me on all tasks.
-Ellen Tyson: Expert in merchandising processes; she will be consulted for feedback on pieces
of the EPPS related to her area of expertise and throughout each day to gauge progress on her
pieces of the project tasks.
-Josie Bedmarks: Expert on acquisition who helped the define the current training system; she
will be consulted for feedback on pieces of the EPPS related to her area of expertise and
throughout each day to gauge progress on her pieces of the project tasks.
-Tim Hosch: Translation expert; he will be consulted for feedback on pieces of the EPPS related
to his area of expertise and throughout each day to gauge progress on his pieces of the project
tasks.
-Mr. Fred and those he represents (referred to throughout as “Management”): Representative of
primary stakeholders; he will be contacted on Mondays and Fridays as well as throughout the
week as necessary and for receiving feedback on project work.
Work Breakdown Structure
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Rationale Statement:
For the course project, I selected the case study, “Davey Jones: Designing an Electronic
Performance Support System” (pp. 237-241). The case study does not provide any actual names
for stakeholders to whom the deliverables will be given. For that reason, since original trainings
referenced were called “Sit With Fred,” Mr. Fred is the representative for management. The case
study is not specific as to what level of work members of the project team will be working on
this project as well as other job requirements. For right now, I am leaving the project time at 90
days. Since stakeholders can come up with brilliant ideas for projects while they are already in
progress, I worked in that all communication should go to the project management team so that
they can make the decision as to whether to approach the team with ideas or not.
Since Ellen and Josie have more of an understanding on the operations side of things and
Davey and Tim work with language as technical writers and translators, I divided tasks on
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consolidating and reviewing material to the women and checking the language and preparing it
for formatting to the men.
Project Schedule
Primary
Task
Prepare
Content
Sub-Tasks
Persons
Responsible
Estimated
Duration
Start/Finish
Dates
Total
Hours
Sort information
by content area
Remove
redundant
information
Update existing
information
Davey, Ellen,
Josie, Tim
Tim and Josie
8 days
1/5-1/14
192
2 days
1/15-1/16
24
Davey and
Ellen
2 days
1/15-1/16
24
Design EPSS
framework
Write coding for
EPSS
Input
information and
content for each
function
Format
appearance of all
sections to
appear uniform
Ellen, Josie,
Tim
Davey
5 days
1/19-1/23
90
5 days
1/19-1/23
30
Davey and
Tim
10 days
1/26-2/6
120
Josie and Ellen
4 days
2/9-2/12
48
Deliver EPSS to
management for
feedback
Conduct trial
runs with
stakeholders in
various
geographical
regions
Compile
user/stakeholder
feedback
Revise EPSS
Davey
1 day
2/13
6
Ellen, Josie,
Tim
5 days
2/16-2/20
90
Josie and Ellen
3 days
2/23-2/25
36
Davey, Ellen,
Josie, Tim
2 days
2/26-2/27
48
Create EPSS
First test run
EPSS
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Second test
run of EPSS
Deliver EPSS to
management for
feedback
Conduct trial
runs with
stakeholders in
various
geographical
regions
Compile
user/stakeholder
feedback.
Revise EPSS
Davey
1 day
3/2
6
Ellen, Josie,
Tim
8 days
3/2-3/9
144
Josie and Ellen
3 days
3/11-3/13
36
Davey, Ellen,
Josie, Tim
2 days
3/16-3/17
48
Finalize EPSS
Davey, Ellen,
Josie, Tim
Davey, Ellen
3 days
3/18-3/20
72
7 days
3/23-3/31
96
Davey
1 day
3/31
6
Total Days:
186
Total Hours:
1,116
Deliver
EPSS
Train
management/
key stakeholders
in use/updating
information
Deliver final
product
PROJECT PLAN
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Resource Allocation Plan
Human Resource Capital:
Davey Jones
Ellen Tyson
Josie Bednarks
Tim Hosch
Time Resource Capital:
Without clarification from management regarding how this project will be worked in on
top of regular work duties, we are operating under the assumption that for each day we will be
putting in an extra six hours of work per day. The estimated days of work time total put in by
each member of the group for the tasks above, not including weekends, is 186. Each day shall
consist of an estimated six (6) hours, for a total estimated 1,116 hours of time. Individual tasks
will not be priced as this could prove lengthy and many tasks are inter-dependent. At a flat
hourly rate of $20 per hours, the compensation equation breaks down as such:
186 days x 6 hours x $20 = $22,320 labor cost for this project
Labor + additional costs = $30,000 to compete the project (approximately).
Note: These costs are only estimates; the final totals may be more or less.
Additional Costs:
As previously mentioned, the following items are also potential costs:
•
Reimbursement for meals up to $15/meal per person
•
Various supplies not to exceed $75/purchase unless management is consulted first
•
Travel expenses if management wants project team members to travel regionally to train
company stakeholders.
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Rationale:
Case study 26 from The ID Casebook (Ertmer, Quinn, & Glazewski, 2014) focuses on
Davey Jones who leads a team consisting of him and three other individuals to create an
electronic performance support system for WidgetMart, the company which employs all of them.
There are many things left unclear after reading through the case study, including how this
project is to be completed along with the regular work load, what the current compensation
model for employees is, and how long of a time frame there is for completing the project. Since
the team initially meets together on a morning during the work week (p. 240), I assume that they
will be doing this on top of their other work responsibilities. For something which should
ultimately benefit such a large company, I felt that charging $20 per hour was a fair rate,
especially if the company will benefit all the more from the deliverable.
Communication Plan
Who:
Davey Jones
Ellen Tyson
Josie Bednarks
Tim Hosch
Mr. Fred
What information
to get from this
person:
Project progress,
project team needs,
etc.
Additional project
progress feedback
Updates on EPSS
design and format
Updates on
progress with
technical writing
and coding
Feedback on
timelines,
schedules, product
deliverables, etc.
How often:
How:
To whom they
communicate:
Daily
Email
Me/ Davey/
Team
Daily
Email
Daily
Email
Daily
Email
Me/ Davey/
Team
Me/ Davey/
Team
Me/ Davey/
Team
Monday/Friday
of each week
Phone
Me
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For the “Project Communication Calendar,” anything in strikethrough indicates that successful
communication has occurred with that team member or stakeholder. Anything in bold indicates
the need for a follow-up.
January 2015
Sunday
Monday
Tuesday
Wednesday Thursday
Friday
1
Saturday
3
4
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
10
11
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
17
18
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
24
25
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
31
February 2015
Sunday
Monday
Tuesday
Wednesday Thursday
Friday
Saturday
1
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
7
Davey J.
Ellen T.
Josie B.
Tim H.
PROJECT PLAN
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8
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
14
15
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
21
22
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
28
March 2015
Sunday
Monday
Tuesday
Wednesday Thursday
Friday
Saturday
1
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
7
8
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
14
15
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
21
22
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Davey J.
Ellen T.
Josie B.
Tim H.
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
28
PROJECT PLAN
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29
Mr. Fred
Davey J.
Ellen T.
Josie B.
Tim H.
31
Project Monitoring Matrix
Task
Sort
information by
content area
Remove
redundant
information
Update existing
information
Design EPSS
framework
Write coding
for EPSS
Input
information and
content for each
function
Format
appearance of
all sections to
appear uniform
Deliver EPSS
to management
for feedback
Conduct trial
runs with
stakeholders in
various
geographical
regions
Compile
user/stakeholder
feedback
Revise EPSS
Scheduled
Start-End
1/5-1/14
True StartEnd
1/5-1/12
Status1
Notes
C
All information given ahead of
project start; were able to finish
this part early.
1/15-1/16
1/13-1/15
C
1/15-1/16
1/13-1/15
C
1/19-1/23
1/16-1/22
C
1/19-1/23
1/16-1/22
C
1/26-2/6
1/23-2/7
C
Time-consuming. Took longer
than expected. Had to work on
Saturday to get it done.
2/9-2/12
2/9-2/13
C
Previous task put us behind;
have to get this done by lunch.
2/13
P
2/16-2/20
I
2/23-2/25
I
2/26-2/27
I
Ability to find everything we
needed is keeping us ahead of
schedule.
PROJECT PLAN
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Deliver EPSS
3/2
I
to management
for feedback
Conduct trial
3/2-3/9
I
runs with
stakeholders in
various
geographical
regions
Compile
3/11-3/13
I
user/stakeholder
feedback.
Revise EPSS
3/16-3/17
I
Finalize EPSS
3/18-3/20
I
Train
3/23-3/31
I
management/
key
stakeholders in
use/updating
information
Deliver final
3/31
I
product
1
Status Coding: I= Incomplete; P= In progress; C= Complete
Rationale:
In this part of case study 26 (“Designing an Electronic Performance Support System”),
there is not much in the way of spelling out what steps need to be taken in order to complete this
project. From experience, it’s good to notch out extra time when possible because sometimes
things take less time than expected and other times they take longer than expected. The matrix
demonstrates this in that I created it to reflect a few tasks running ahead of schedule and then one
that had to be completed on the weekend.
Project Close-out Checklist
Name(T)= Team Member
(S)= Stakeholder
Mr. Fred (S)
Required Actions
to Complete
-Be available for
feedback and to
answer questions.
Approval/Completion
Date of Final Task
-Continual
Completed
-TBD
PROJECT PLAN
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Davey J. (T)
Ellen T. (T)
Josie B. (T)
Tim H. (T)
-Review deliverable
during beta testing.
-Receive final
product and sign off
on all expense forms.
-Sort/update existing
information.
-Write EPSS coding.
-Input information
into EPSS.
-Assist in two rounds
of beta testing EPSS.
-Deliver final
product.
-Sort/update existing
information.
-Design EPSS
framework.
-Format EPSS.
-Assist in two rounds
of beta testing EPSS
and collect feedback.
-Finalize EPSS.
-Train management
in use.
-Sort/remove
redundant
information.
-Design EPSS
framework.
-Format EPSS
appearance.
-Assist in two rounds
of beta testing EPSS
and collect feedback.
-Finalize EPSS.
-2/16
-3/2
-By 3/31
-TBD
-TBD
-TBD
-1/16
-TBD
-1/23
-2/6
-TBD
-TBD
-2/13
-3/2
-By 3/31
-TBD
-TBD
-TBD
-1/16
-TBD
-1/23
-TBD
-2/12
-2/25
-3/13
-TBD
-TBD
-TBD
-3/20
-3/31
-TBD
-TBD
-1/16
-TBD
-1/23
-TBD
-2/12
-TBD
-2/25
-3/13
-TBD
-TBD
-3/20
-TBD
-Sort/remove
redundant
information.
-Design EPSS
framework.
-Input info and
content for EPSS.
-Assist in two rounds
of beta testing EPSS.
-1/16
-TBD
-1/23
-TBD
-2/6
-TBD
-2/25
-3/13
-TBD
-TBD
PROJECT PLAN
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-Finalize EPSS.
-3/20
-TBD
Rationale:
For case study 26, the only thing that can be understood for sure is that an electronic
performance support system is the expected deliverable. Since the case study does not leave
much to go on, I pulled on what the study lists as the strengths for each person on the project
team and gave them tasks and assignments relevant to their areas of expertise.
PROJECT PLAN
21
References
Ertmer, P., Quinn, J. (Eds.) & Glazewski, K. (2014). The ID casebook: Case studies in
instructional design (4th ed.). Upper Saddle River, NJ: Pearson Education, Inc.
Greer, M. (2010). The project management minimalist: Just enough PM to rock your
projects! (Laureate custom ed.). Baltimore: Laureate Education, Inc.
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E.
(2008). Project management: Planning, scheduling, and controlling projects. Hoboken,
NJ: John Wiley & Sons, Inc.