deliverable 3

Maybee, KaitlynClements, DevanPound, KimberlyBurkhead, Joseph Spitzer, ThomasHatter, Jeremy

Higher Education AffordabilityWestern Michigan University Golden Consulting Group, LLC

Golden Consulting Group, LLC(Endorsed by Western Michigan University)

Golden Consulting Group provides comprehensive project management consulting services. Our commitment to innovation, and finding ways to draw upon our knowledge and experiences, brings you faster, smarter, more cost effective solutions. Success in the field has marked us as one of the best up and coming firms in West Michigan. We serve leading businesses, government, and not for profit organizations. Our mission is to help our clients make lasting improvements to their environment, productivity, and performance. We provide the structure and resources needed to reach each clients’ most important goals.

Golden Consulting Group was founded in 2014. All consultants associated with GCG received their education at Western Michigan University in Kalamazoo Michigan. The team gathered together as a group of young professionals seeking to further their education and their careers. The mix of professional areas of study offers the team a unique experience in which they gain by learning from each other. GCG is people based and knowledge driven. Every experience teaches the group that well planned change will lead to exponential results.

Team Member Project Role

Kaitlyn Maybee Project Manager

Devan Clements Human Resources Administrator

Kimberly Pound Research and Development

Joseph Burkhead Director of Information Technology

Thomas Spitzer Director of Finance and Operations

Jeremy Hatter Research and Development

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Abstract

The cost of higher education for students in Michigan has become increasingly less affordable. With Michigan being one of the most expensive states to attend college in, we look for solutions to this crisis. In the following document we have created ways to fund students that will not add debt to the State of Michigan or demand tax payer dollars. We present ways to educate students about funding options, decrease the amount spent per student, and increase the amount of funding available. The purpose of this document is to demonstrate how Michigan officials can lower costs for students in their state.

Source: University of Michigan- Understanding Tuition

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TABLE OF CONTENTS

Project Charter.........................................................................................................4Project Scope Document........................................................................................11Work Breakdown Structure...................................................................................16Stakeholder Management Plan..............................................................................20Roles and Responsibility Matrix.............................................................................24Communications Plan............................................................................................30High Level Budget..................................................................................................35Detailed level timeline with dependancies............................................................37Glossary..................................................................................................................44Approvals...............................................................................................................45Approvals...............................................................................................................46Change History.......................................................................................................47

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Project Charter

Project Name: Improving the Affordability of Higher Education in Michigan Project Manager: Kaitlyn Maybee and Devan ClementsExecutive Sponsor: Governor Rick Snyder

Purpose of the ProjectThe purpose of this project is to lower the cost of attending college in the State of Michigan. Michigan currently ranks the 5th highest in average tuition per student. Sixty three percent of Michigan students graduate with debt associated to their higher education. The top twenty colleges across Michigan report an average cost of $39,625 for the full four years.

Due to reductions in the budget and an increasing number of students attending college, government funding for students has been decreasing since 2008. Current Michigan residents and voters agree the cost of higher education is almost too much to bear. Students statewide find themselves asking if their education was worth the price tag. With Governor Rick Snyder working hard to decrease Michigan’s deficit, it is important to find alternative ways to help students enter the work force with less debt.

Project DescriptionThe cost of higher education for students in Michigan has become increasingly less affordable. With Michigan being one of the most expensive states to attend college in, we look for solutions to this crisis.

In the following project plan we resolve to define alternative ways to fund students in the State of Michigan. It is our objective to present a plan that will not add debt to the state or demand tax payer dollars. The plan will present ways to educate students about funding options, decrease the amount spent per student, and increase the amount of funding available. Together, these three approaches will create a comprehensive plan to reduce the average cost of attending college for Michigan students.

Through research, implementation, and monitoring the out of pocket cost can greatly decrease. The purpose of this document is to outline how Michigan officials can implement a plan to lower costs for students.

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Scope Statement The scope of this project is to aid the State of Michigan in its mission to lower the cost of higher education for its residents. The project will save tax payers dollars by increasing the amount of external funding available. The project plan outlines a comprehensive solution focusing on 3 areas of improvement; Education and Outreach, Curriculum Acceptance, and Business Incorporation. Together these three components will decrease out of pocket costs for each degree seeking student.

Summary Budget The budget below assumes that wages paid to the workforce will be competitive, contracting for the data storage service and programming for the GUI will remain at the current market price, and asks for a 4.4% contingency to cover any unforeseen costs. Please note these preliminary numbers will change as we lean more about our project. Expense Activity Percent of

Total BudgetCost in Dollars

Scholarship Search Engine Researchers/crawlers to locate the available scholarships 35.3% $600,000

Data storage and organization 41.2% $700,000

Building the graphic user interface (GUI) 11.8% $310,000

Transfer Credits

Administration costs 2.9% $345,000

Business Investment Recruiting costs 4.4% $75,000

Contingency Allowance (requires stakeholder approval)

10% $190,000

Totals 100% 2,110.000

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Lower costs for Michigan Students

Education and Outreach

Curriculum Acceptance

Business Incorporation

Initial Risks Threat risks

Time The curriculum requirements must be set forth before August 1, 2016, as outlined in the

project schedule, or it will not be ready for the 2016-2017 school year. The search engine must be up and running by January 1st, 2016, or it will not be ready

for the scholarship application season. If tasks become delayed, the release of each phase may lose its effectiveness.

Scope If the board of education chooses not to endorse and perform the marketing for the

search engine, students may not know the resources available to them in order to save costs on college.

Michigan businesses may lack of funding to add new positions. Private schools are not funded by the State of Michigan, so they are not obligated to

accept our programs. Employers could view our business incentives program as undermining the level of

education undergraduates receive in Michigan. Cost

Market prices for data storage used for the search engine could increase during the next two years.

The demand for skilled workers such as researchers and programmers may go up driving up the cost of staffing the project.

Quality Internet search engines are take place in a rapidly changing environment with

information constantly being uploaded and modified, so the scholarship search engine’s system may not be able to accurately and consistently capture all of the potential information for all the grants and scholarships that are available, thus making it less effective.

Risk A surplus of students looking for scholarships may simultaneously visit the new website

and overload the server causing it to crash. Search engine website could encounter a DDoS Attack.

Opportunity Risks

Businesses may see offering internships as a successful training tool for higher positions within the company. If a student becomes a good contributor during their internship, more students could be offered full time employment.

The State of Michigan may not be able to provide adequate funding for the project. Criteria for a transfer credit system is accepted allowing more students to attend

community college for general education classes and lowering their costs of higher education.

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Major Milestone Schedule

Milestone Begin EndProject Management 12/1/14 4/13/15

Phase Gate 1: Document Set 1 12/1/14 2/5/15

Project Charter 12/1/14 2/5/15

Project Scope 12/1/14 2/5/15

Work Breakdown Schedule 12/1/14 2/5/15

Phase Gate 2: Document Set 2 2/5/15 3/8/15

Stakeholder Management 2/5/15 3/8/15

Human Resource Management 2/5/15 3/8/15

Communication Management 2/5/15 3/8/15

Time Management 2/5/15 3/8/15

Cost Management 2/5/15 3/8/15

Phase Gate 3: Final Project Plan 3/8/15 3/26/15

Phase Gate 4: Stakeholder Approval 3/26/15 4/13/15

Research and Analysis 4/13/15 6/30/15

Project Research April 2015 June 2015

Project Implementation June 2015 September 2016

Search Engine Live June 2015 January 2016

Curriculum Guideline Accepted August 2015 August 2016

Legislation for tax Incentive September 2015 September 2016

Monitor September 2016 September 2017

Close September 2017 September 2017

Project Close September 2017

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Success Criteria StatementsFor this project to be considered successful it must be completed according to the schedule. It must stay within the estimated budget and be fully functional after implementation. The goal of this project is to help students in three ways; to find scholarships they qualify more easily, acquire more internships that can pay them better, and help transfer students from having to retake classes.

Acceptance CriteriaThe completion dates that are designated for the projects are based on them being ready in time for the busiest season for their use. The project will close and be considered completed successfully when all phases are completed, and they have been approved by the client. It is only acceptable to fulfill the scope as set forth by this document.

Success will be defined as completing all three phases:

Within the specified budget, including contingency.

On schedule according to the completion dates mentioned above.

Within the scope set forth in the document of this project.

Using limited resources, including capital and human expenses.

Without taking on any additional risks.

Deliverables are done with superior quality and have been removed of all imperfections.

The overall aim of this project to reduce student costs for higher education by a minimum of $1,000 per student (for 500,000 students) by project close, or $500 million.

Project Authority LimitationsEach team member has the following roles, responsibilities, and restrictions within the life of the project:

Kaitlyn Maybee, Project Manager

As Project Manager, Kaitlyn is responsible for setting realistic and achievable boundaries for the project team. Tasks of the larger project will be assigned to team members by Kaitlyn. She will ensure the project is completed within the constraints of the scope, remains on budget, stays on schedule by meeting milestone deadlines, and satisfies the client’s purpose. She will organize and plan team meetings to ensure efficient use of time, as well as guide team discussions. Kaitlyn will be the point of contact for the client, Governor Rick Snyder. Kaitlyn will negotiate changes to the project charter and scope directly with the client via the change management process. In the event of an issue or concern Kaitlyn will address these according to the Project Management Body of Knowledge 5th edition (current international standard).

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Devan Clements, Human Resource Administrator

As Human Resource Administrator, Devan will provide information regarding the resources needed to complete the project plan. Devan will be responsible for presenting contract candidates as necessary. During the life of the project, his main responsibility will be ensuring all team members meet due dates as set forth by Project Manager, Kaitlyn Maybee. He will also share the roll of task and resource assignment with Kaitlyn. In the event of Kaitlyn’s absence, Devan will assume her responsibilities as listed above. Devan will use MS Project to track progress on milestones. If Devan notices any discrepancies with the timeline, he will discuss it directly with Project Manager, Kaitlyn Maybee.

Thomas Spitzer, Director of Finance and Operations

As Director of Finance and Operations, Thomas is responsible for communicating with the group as to their budgeting needs. Thomas will provide reliable cost estimates from potential contractors or through extensive research. He will utilize MS project to ensure the project is staying on budget. If Thomas notices any discrepancy with the budget, he will discuss it directly with Project Manager, Kaitlyn Maybee.

Jeremy Hatter, Research and Development

As a Research Specialist, Jeremy will provide the team with current and reliable data from credible sources for use in project development. The data provided will support project plans. Research will be, but is not limited to: historical data, current statistics, and information from external contractors. Any information Jeremy presents to the team should be in a format that is clear, concise, and beneficial. All data provided must be within the scope and schedule of the project plan.

Kimberly Pound, Research and Development

As a Research Specialist, Kimberly will provide the team with current and reliable data from credible sources for use in project development. The data provided will support project plans. Research will be, but is not limited to: historical data, current statistics, and information from external contractors. Any information Kimberly presents to the team should be in a format that is clear, concise, and beneficial. All data provided must be within the scope and schedule of the project plan.

Joseph Burkhead, Director of Information Technology

As Director of Information Technology, Joseph will provide technical direction, design, and support to the project team. Joseph will give the team reliable information regarding tasks and costs of all technical projects within the project plan. As the information technology expert Joseph will be asked to define constraints, exclusions, and assumptions regarding all technical projects.

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Escalation Path The Project Team will go through the following path of escalation of any issues outside of the Project Manager’s authority:

1. Project Team Communication in peer to peer setting

2. Project Manager, Kaitlyn Maybee 3. Contract Manager

If applicable; The manager of the specific contracted team in which the issue is associated

4. Michigan Board of Education, President John Austin5. Executive Sponsor, Governor Rick Snyder

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Project Team

Project Manager

Contract Manager

Michigan Board of

Education

Executive Sponsor

Project Scope Document

Project Scope The scope of this project is to aid the State of Michigan in its mission to lower the cost of higher education for its residents. The project will save taxpayers’ dollars by increasing the amount of funding from non-government sources. The project plan outlines a comprehensive solution focusing on three areas of improvement; Education and Outreach, Curriculum Acceptance, and Business Incorporation. Together these three components will decrease out of pocket costs for each degree-seeking student.

Our plan reduces costs for Michigan students in three different ways. After the implementation of this plan, students will be able to easily locate scholarships they qualify for, more easily use credits obtained in high school and in the community college setting toward a bachelor’s degree, and locate paid internships in their field of study to help curb the tuition burden on each family.

Project DeliverablesOur team will accomplish this goal by offering three areas of improvements. This will aid the state by giving them multiple ways to implement improvements with low startup costs.

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Focuses on the communities’ knowledge of financial aid available to them. The team recommends the implementation of a user friendly search engine for Michigan students to locate scholarships and grants that apply to their needs.

Education and Outreach

Addresses the need for a standard guideline for high school advanced placement (AP) courses and community college general education courses that can be transferred. This will improve the transfer credit system helping students transfer credits earned through high school and community college programs to universities programs for continued education on their degree path. These alternative education paths offer lower overall tuition costs.


Focuses on the communities’ knowledge of financial aid available to them. The team recommends the implementation of a user friendly search engine for Michigan students to locate scholarships and grants that apply to their needs.


Deliverable Specific Acceptance Criteria The project will close and be considered completed successfully when, any changes to budget, schedule, scope, or major milestones negotiated and approved by the client. It is only acceptable to fulfill the scope as set forth by this document. Success will be defined as completing all three phases on budget, on schedule, within scope, using limited resources, at low risk, and high quality. The project will also be considered a success by the effectiveness of each of our strategies.

Education and Outreach The search engine should increase the average scholarship funding per student in

Michigan by either one extra scholarship or $500 per student. When measuring the traffic to the website, we should reach 10,000 users per day the

end of January 2017. To determine if we meet our goal of building a private and secure website, this can only

be met if there are no breaches of user information.

Curriculum Acceptance The average amount of credits hours spent on an Associate’s degree per student should

be reduced from 80 credits to 75 credits (required for graduation is typically 60 hours). The average amount of credit hours spent on a Bachelor’s degree should decrease from

136.5 to 132 (required for graduation is typically 124 hours).

Business Incorporation Increase the amount of students that currently participate in a work-study or internship

program while enrolled full-time by at least 20%.

Budget Resources spent during research and implementation are at or below approved budget

of $1,700,000 including contingency. The approved budget includes a contingency that requires stakeholder approval before

use.

Schedule Project management phase is complete by April 13th, 2015. Implementation begins no later than May 11th, 2015.

Total Implementation Reduce student costs for higher education by a minimum of $1,000 per student (for

500,000 students) by project close.

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High Level Requirements Education and Outreach

The search engine website shall handle high traffic during peak scholarship and grant application deadlines.

The search engine shall provide accurate online results.

The search engine shall use dedicated servers to provide a “four nines” network connection to students.

The search engine shall be free to students in high school and enrolled in college, requiring certain criteria to be met to access the database. This also adds an extra layer of security and less spam.

The database that is built for the search engine must be able to store 4TB of data.

The search engine shall store data on the cloud using Google Drive.

The website must utilize industry standard encryption to protect student’s personal information.


The State of Michigan Department of Education must provide one set of standard curriculum criteria for each general education course that will qualify for open transfer across Michigan universities.

All public universities that receive government funding in Michigan must participate in the Curriculum Acceptance plan, therefore assuring their general education courses meet the standard curriculum criteria.


Businesses shall hire more students to obtain the newly implemented tax incentives.

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Major Milestone Schedule

WBSTask #

Task Date Complete

1 Project Management 4/13/151.1 Phase Gate 1: Document Set 1 2/5/151.2 Phase Gate 2: Document Set 2 3/8/151.3 Phase Gate 3: Final Project Plan 3/26/151.4 Phase Gate 4: Project Due 4/13/152 Research And Analysis 6/30/152.1 Research of search engine tools 5/30/152.2 Research current transfer credit system 5/30/152.3 Research business investment opportunities 5/30/153 Execution 9/1/173.1 Implementation of Education and Outreach 1/1/163.2 Implementation of Curriculum Acceptance 8/1/163.3 Implementation of Business Incorporation 9/1/164 Project Closeout Activities 9/30/174.1 Review implementation results with executive sponsor 9/8/17

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Scope Exclusions, Assumptions, and ConstraintsThe following sections on exclusions, assumptions, and constraints that define the reach of the project are based upon the triple triangle. The three constraints that guide these sections are scope, time (schedule), and cost (budget). Exclusions will be items that are outside the project teams responsibility based on the three constraints. Assumptions are the basis of project success. Without these true assumptions the status of the project will need to be reevaluated. Any assumptions that no longer remain true will follow the escalation path as agreed upon in the project charter. Finally, the constraints will represent any project component that may hinder project completion as planned. If any constraint is not overcame it shall follow the escalation process as agreed upon in the project charter.

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Scope

Time

Cost

Exclusions ● The utilization of profits from the Michigan Lottery to offset education costs.● Determine incentive details for businesses should be handled by the state legislature.● The implementation of a Loan forgiveness plan to students by the federal government.● Determining the appropriate expenses for universities.● The time needed beyond implementation for search engine maintenance.● The time it takes for legislation to be passed into law shall not be included in the project

schedule. ● Wages spent and fees acquired through maintaining the search engine website.● Salaries of state legislators for time spent on creation of the tax incentive law.

Assumptions ● We assume that staffing for these projects will be readily available.● We assume students will be familiar with how to use a search engine.● We assume that a Decision Matrix for transfer credits will be decided by the Michigan

Department of Education.● We assume that it is feasible to conduct research and create a search engine by January

2016● We assume the State of Michigan will spend time to pass legislation on tax incentives

for Michigan business that provide internships to Michigan college students● We assume that universities are unable to cut any spending.● We assume that the State of Michigan has good reason that they have been recently

decreasing funding for students.● We assume that funding for the project plan will be provided by the State of Michigan.

Constraints ● Professors refuse to adopt curriculum guideline and edit their course plan for upcoming

semesters. ● The search engine must be ready for implementation by January 30th of 2016, the peak

season for students to apply for financial aid during the year. ● The Department of Education must provide a curriculum guideline by August 1st, 2016

to implement changes for the 2016-2017 school year. ● The legislation regarding tax incentives to businesses could be delayed if there is not an

agreement on the conditions in the Michigan court system, delaying the implementation of the Business Incentive plan.

● The cost prohibitive nature of creating a search engine. ● The costs of hiring student interns in some programs, could result in companies

spending more than on alternatives, such as outsourcing.

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Work Breakdown Structure

1. Project Management 1.1. Phase Gate 1: Document Set 1

1.1.1.Project Scope1.1.2.Project Charter1.1.3.Project Work Breakdown Structure

1.2. Phase Gate 2: Document Set 21.2.1.Stakeholder Register1.2.2.Responsibility Assignment Matrix1.2.3.Communication Management Plan1.2.4.Timeline1.2.5.High-level Budget

1.3. Phase Gate 3: Final Project Plan1.3.1.Change Log1.3.2.Executive Summary1.3.3.Project Book

1.4. Phase Gate 4: Project Due1.4.1.Acceptance1.4.2.Lessons Learned

2. Research & Analysis2.1. Research of search engine tools

2.1.1.Crawler to locate the available scholarships2.1.1.1. Determine cost2.1.1.2. Identify implementation partners

2.1.2.Data Storage and Organization2.1.2.1. Technology

2.1.2.1.1. Determine constraints/Limitations2.1.2.1.2. Identify competitors2.1.2.1.3. Recognize storage Needs/Limitations

2.1.3.Building the graphic user interface2.1.3.1. GUI development partners research2.1.3.2. Wireframes analysis2.1.3.3. Backend language analysis based on performance needs

2.2. Research current transfer credit system2.2.1.Administration Costs

2.2.1.1. Current systems utilization2.2.1.2. Current systems limitations

2.2.1.2.1. Question university vs. College transference limitations2.2.1.2.2. Question accreditation bodies

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2.2.1.2.3. Question out of state transfers2.2.1.3. Question current costs

2.3. Research business investment opportunities2.3.1.Recruiting costs

2.3.1.1. Skill sets needed2.3.1.1.1. Ask local markets2.3.1.1.2. Ask state wide

2.3.1.2. Relocation services2.3.1.3. Networking events

2.3.1.3.1. Go to job Fairs2.3.1.3.2. Go to local Chapter meetings (e.g. WMPMI)2.3.1.3.3. Go to rotary Club meetings

3. Execution3.1. Implementation of Education and Outreach

3.1.1. Define search engine requirements3.1.1.1. Security

3.1.1.1.1. Identify Firewall 3.1.1.1.2. Determine security measures to block malware

3.1.1.2. Usability- easy to use3.1.1.2.1. Search by major 3.1.1.2.2. Search by location 3.1.1.2.3. Search by organization

3.1.1.3. Speed 3.1.1.3.1. Response time per search

3.1.1.4. Accuracy3.1.1.4.1. Maintenance on data tables

3.1.2. Hire Web Design Contractor3.1.2.1. Design User Interface3.1.2.2. Input data3.1.2.3. Initiate test

3.1.3.Purchase Server Space3.1.4.Purchase Domain Name

3.2. Implementation of Curriculum Acceptance3.2.1. Department of Education Support

3.2.1.1. Requirements defined 3.2.1.1.1. Preform survey3.2.1.1.2. Preform group Interview

3.2.2. Department of Education implementation of acceptance standards3.2.2.1. Public universities accept changes

3.2.2.1.1. Edit curriculum 3.3. Implementation of Business Incorporation

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3.3.1. Legislation for tax incentives3.3.2. State worker defined as liaison for companies willing to sign up3.3.3. Recruit Companies to participate

3.3.3.1. Updates through accounting associations on tax law 3.3.3.2. Cold Call3.3.3.3. Student Organizations 3.3.3.4. Press Release

3.3.4. Companies participate in college career fair to find applicants 3.3.4.1. Interview viable candidates

3.3.4.1.1. Offer internships4. Project Closeout Activities

4.1. Review implementation results with executive sponsor4.1.1.Obtain approval and signoff4.1.2.Project Closeout activities

4.1.2.1. Remit final payment to contractors4.1.2.2. Complete Lessons Learned4.1.2.3. Closeout project documentation

4.1.2.3.1. Archive project documents

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Stakeholder Management Plan

Stakeholder Register

The Stakeholder Management Plan is a necessary part of the planning process aimed at building and maintaining constructive relationships with project contributors. By defining stakeholder’s expectations of gain from their participation in the project plan, we clarify the roles and responsibilities of each party. Each stakeholder is affected by the project plan and is therefore a main part of its success. The elicit expectations of all stakeholders can be found on the Stakeholder Register, Table 1.2. These expectations have helped the project team define the scope and success criteria of this project.

Register Definitions Table 1.1

Term Definition Name The name of the stakeholder or point of contact.

Position The employment title that gives the stakeholder authority to act on project elements.

Project Role The function one assumes within the project to work toward task completion Address The mailing location of the stakeholder.

Email The preferred electronic mailing address of the stakeholderRequirements The high-level items that the stakeholder requires for project completion.

Expectations The items the stakeholder expects as a result of the project Influence The portion of the project the stakeholder has the capacity to change or affect.

Classifications

Internal- stakeholder that are inside the project team.External- stakeholders outside the project group. Supporter- a person that approves of and encourages the project.

Type People- a human being in general or a collective group.Consultant Organization- provides expert advice and skills professionally Organization- an organized body of people with a particular purpose, especially a business, society, association, etc. Government- the governing body of the State of Michigan Committee- a group of people appointed from a larger group for a specific function.Legislator- the law making body of government in the State of Michigan Public- concerning the people as a whole.Senate- the smaller upper assembly in the Michigan legislative group.House- the larger lower assembly in the Michigan legislative group.

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Stakeholder Register Table 1.2

Name Position Project Role Address Email Requirements Expectations Influence Classification TypeRick Snyder Governor Executive sponsor to

approve project shape scope and appoint high level management

P.O. Box 30013 Lansing, Michigan 48909

[email protected] Communication and Coordination

Increase education affordability with minimal costs

Project approval, government influence and funding

Internal Supporter

People

Kaitlyn Maybee

Project Manager Manage project development

Western Michigan University 3340 Schneider Hall 1903 W Michigan Avenue Kalamazoo, MI 49008-5412 USA


Remain up to date on project development

Manage development

InternalSupporter

People

Devan Clements

Human Resource Administrator

Insure members are on task and meeting deadlines



Remain up to date on project development

Manage personnel

InternalSupporter

People

Thomas Spitzer

Director of Finance and Operations

Oversee finance and operation development



Remain up to date on project financial and operations development

Develop the financial and operations control plan

Internal Supporter

People

Jeremy Hatter Research and Development

Research different strategies and methods to assist in goal completion



Remain up to date on project research and development

Provide background information and support

Internal Supporter

People

Kimberly Pound

Research and Development

Research different strategies and methods to assist in goal completion



Remain up to date on project research and development

Provide background information and support

Internal Supporter

People

Joseph Burkhead

Director of Information Technology

IT goal setting and scope definition for webpage and search engine



Remain up to date on IT project development

Project IT development

Internal Supporter

People

Name Position Project Role Address Email Requirements Expectations Influence Classification TypeRich Astley Webly Consulting

Point of ContactManage the Webly Consulting Group in the development of front end webpage for search engine

168 W. Michigan Kalamazoo, mi 49006

[email protected] Web page completion within project parameters

Completed Webpage, On-time, and with-in budget and within scope

Web page creation

External Supporter

Consultant organization

Jenna Smith Seamless Search Point of Contact

Manage Seamless Search in Search Engine and algorithm development

598 Howard St. Kalamazoo, mi 49007 [email protected] Communication and search engine development

Completion of search algorithm

Search algorithm creation

External Supporter

Consultant organization

Eugene Driker Michigan Education Board of Governors Point of Contact

Represent and manage clientele for curriculum acceptance

Michigan [email protected] Low cost implementation

Acceptance of new transfer credit guidelines

Provide feedback

External Supporter

Organizations

John C. Austin Michigan Board of EducationPoint of Contact

Represent the Michigan Board of education in project approval and feedback discussions

608 W. Allegan Street P.O. Box 30008 Lansing, MI 48909

[email protected] Education standards

Approve of education changes to conform with standards

Provide feedback

External Supporter

Government

Jennifer Zeeland

MACRAOPoint of Contact

Provide feedback on curriculum acceptance standards and assist in implementation

Lansing, Michigan [email protected] Easy to use education standards

Feedback on transfer credit changes

Provide feedback

External Supporter

Organization

Jeff Fordam Michigan Business AssociationPoint of Contact

Represent the Michigan Business Association in applicable project planning discussions and assist in implementation

Michigan [email protected] Make programs that help increase profits

Provide feedback on legislation and support business integration with Michigan universities

Feedback External Supporter

Private/public businesses

Fred Durhal House Representative

Bill sponsorship Michigan House of Representatives


[email protected] Communication, Coordination

Tax incentive bill writing and bill sponsorship

Implementation support

External Supporter

House Legislator

House Action Committee

Michigan House of Representative Bill Specific Committee

Approval and adaptation of bill


Not applicable Coordination with House members

Passable tax incentive legislation

Bill adaptation External Supporter

House committee

Name Position Project Role Address Email Requirements Expectations Influence Classification TypeGeoff Hansen Senate

RepresentativeBill sponsorship Michigan Senate


[email protected] Coordination with Senate members

Tax incentive bill writing and bill sponsorship


Senate Legislator

Senate Action Committee

Committee Approval and adaptation of bill


Not applicable Coordination with Senate members

Passable Tax incentive legislation


Senate committee

Coordination Committee

Committee Approval and adaptation of bill


Not applicable Coordination with House and Senate members

Passable Tax incentive legislation


Committee

Robert Harris Michigan Department of TreasuryPoint of Contact

Bill enforcement and incorporation into tax code.

Michigan Department of Treasury Lansing, Michigan 48922

[email protected] Communication of tax regulation

Incorporation of tax legislation into tax code

Bill language External Supporter

Government

Dashia Abdulnor

State of Michigan Resource Control Specialist

Recruit and sign up Michigan companies for Business Incorporation Plan

580 W. Allegan Street Lansing, MI 48909

[email protected] Business standards and incentives

Business participation in internship program

Recruit participants

External Supporter

Government

Michigan Students

Students Beneficiaries Michigan Not applicable Simplified use and access to services

Easier grant search, more transfer credit ability, more internship opportunities, and lower education costs

Project suggestions

External Supporter

Public

Roles and Responsibility Matrix

After all of the stakeholders have been identified on the register, it is essential to outline who is responsible, accountable, consulted, and informed on each task in the work breakdown schedule. This outline can be found on the Roles and Responsibility Matrix, Table 1.3.The clarification of roles allows stakeholders to know the level of participation that is expected throughout the course of the project. Only one party will be identified as accountable for each task. However, it is possible that several stakeholders may be responsible, consulted, or informed on a single task.

RACI Chart Definitions

Responsible - Refers to the team member who is responsible for defining the parameters of how to perform the work and then tracking the progress of work being completed, while escalating issues/concerns as appropriate

Accountable - This is the team member who is ultimately held accountable for tasks/work being completed within the agreed upon parameters

Consulted - Provides input to the responsible and accountable parties as needed to facilitate completion of activities

Informed - This refers to the stakeholders who need informed of decisions being made to provide the greatest level of communication

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RACI Chart Table 1.3

Higher Education Affordability Project RACI

WBS # Item Description Rick

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1 Project Management 1.1 Phase Gate 1 1.1.1 Project Scope C A C R R C C 1.1.2 Project Charter C A R C C C C 1.1.3 Project Work Breakdown I A C C C R R 1.2 Phase Gate 21.2.1 Stakeholder Register I A R I C C I 1.2.2 Roles and Responsibility Matrix I A R I I I I 1.2.3 Communication Management I A I R R I I 1.2.4 Timeline C A I I I R R 1.2.5 High-level Budget C A I C C R R 1.3 Phase Gate 31.3.1 Change Log I A C R C C R 1.3.2 Executive Score Card C A R R I I I 1.3.3 Project Book I A R C C C C 1.4 Phase Gate 4 1.4.1 Obtain Acceptance C A R I I I I 1.4.2 Lessons Learned A C R C C C



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2 Research and Analysis 2.1 Research Search Engine2.1.1 Crawlers R C A R C 2.1.1.1 Costs R C A R C C C I 2.1.1.2 Identify Implementation Partners R C A R I I 2.1.2 Data Storage and Organization R A R C C 2.1.2.1 Technology R A R C C 2.1.2.1.1 Constraints/ Limitations R A R C C 2.1.2.1.2 Competitors R A R C C 2.1.2.1.3 Storage Needs/Limitations R A R C C 2.1.3 Building Graphic User Interface R A R C C 2.1.3.1 GUI Development Partners R A R C C 2.1.3.2 Wireframe Analysis R A R C C 2.1.3.3 Back-End Language Analysis R A R C C 2.2 Transfer Credits 2.2.1 Administration Costs R C R A C C I 2.2.1.1 Current System Utilization R C R A C C C 2.2.1.2 Current System Limitations R C R A C C C 2.2.1.2.1 University vs College Transfer Limitations R C R A C C C



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Jeff

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2.2.1.2.2 Accreditation Bodies R C R A C C C 2.2.1.2.3 Out of State Transfers R C R A C C 2.2.1.3 Current Costs R C R A C C I 2.3 Business Incorporation 2.3.1 Recruiting Costs R C C A I 2.3.1.1 Skills Sets Needed R R A C I 2.3.1.1.1 Local Markets R R A I 2.3.1.1.2 State Wide R R A I 2.3.1.2 Relocation Services R R A C I 2.3.1.3 Networking Events R C A C 2.3.1.3.1 Job Fairs R C A C 2.3.1.3.2 Local Chapter Meetings R R A C I 2.3.1.3.3 Rotary Club Meetings R R A I

3 Execution3.1 Implementation of Education and Outreach3.1.1 Define Search Engine Requirements I R A R

3.1.1.1 Security R A R

3.1.1.1.1 Firewall R A R

3.1.1.1.2 Anti-malware R A R



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3.1.1.2 Usability R A R I

3.1.1.2.1 Search by Major R A R I I

3.1.1.2.2 Search by Location R A R I I

3.1.1.2.3 Search by Organization R A R I

3.1.1.3 Speed R R A

3.1.1.3.1 Response Time Per Search R R A

3.1.1.4 Accuracy R R A I

3.1.1.4.1 Maintenance on Data Tables R R A

3.1.2 Hire Web Design Contractor A C R R

3.1.2.1 Design User Interface R R A

3.1.2.2 Input Data R C C R A

3.1.2.3 Test R R A

3.1.3 Purchase Server Space I R A I

3.1.4 Purchase Domain Name I R A I

3.2 Implementation of Curriculum Acceptance 3.2.1 Department of Education Support R A C C I I I I I I

3.2.1.1 Requirements Defined R A C C C

3.2.1.1.1 Survey R A C C C

3.2.1.1.2 Group Interview R A C C C

3.2.2 Department of Education Implementation R A R R I I I I I I I



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3.2.2.1 Public Universities Accept Changes I R A R R I I

3.2.2.1.1 Edit Curriculum R A R R I I

3.3 Implementation of Business Incorporation

3.3.1 Legislation for Tax Incentives R A C R C R C C I

3.3.2 State Worker Defined as Liaison R A C C C

3.3.3 Recruit Companies to Participate A C R C

3.3.3.1 Update Companies on Tax Law A C R

3.3.3.2 Cold Call A R

3.3.3.3 Student Organizations A R I I

3.3.3.4 Press Release R A R C I

3.3.4 Locate Candidates A R R C I

3.3.4.1 Interview Candidates A R R C I

3.3.4.1.1 Offer Internships A R R C I

4 Project Closeout Activities4.1 Review Results With Executive Sponsor

4.1.1 Obtain Approval and Signoff C A R R R C C C C

4.1.2 Project Closeout Activities A R

4.1.2.1 Remit final Payment to Contractors R A

4.1.2.2 Complete Lessons Learned A R

4.1.2.3 Closeout Project Documentation I A R 4.1.2.3.1 Archive Project Documents A R

Communications Plan

Communications Management ApproachThe Communications Plan Document will detail the communication process between all involved parties. This includes the project sponsor, project manager, project team members, and the stakeholders. The communication plan will define when meetings will be held, who will be involved in those meetings, who will plan the meetings, and what information will be discussed at the meetings. Also included in the communication plan is a communication matrix that will clearly show all of the planned meetings with a summary of what will be discussed and who will be attending.

During the project, team members need to be able to share information and communicate in real time. When problems arise it is the duty of the project manager to resolve any issues. The way that team members will communicate will be the use of phone, text, email and web conferencing. Web conferencing will be done via the company’s account on www.gotomeeting.com. Documents and other media will be delivered through email or on Google Drive.

Maintaining clear and effective communication throughout this project will be the responsibility of the project manager. Although there are many supporting documents to be provided by team members and stakeholders, it is up to the project manager to ensure timely and thorough distribution of all materials and reports. The project manager will use the details laid out in the communication matrix to keep the project on track.

Any changes to the communication plan must be approved by the project manager. Changes include the cancellation or addition of meetings, the planned method of any meetings, the format type of work documents or technologies being used in communication, or what information will be discussed at the meetings. Any changes that occur in the communication plan shall be recorded by the project manager in the change log. The project manager is also required to notify any affected stakeholders.

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http://www.gotomeeting.com/

Communications Management ConstraintsTime:

Meetings must be attended by everyone involved as detailed in the communication matrix. Tardiness and absence from these meetings will cause delays.

Scope: The project sponsor and project stakeholders may not always be available to

communicate in a timely manner. Political discussions about proposed legislation may take longer than expected,

potentially delaying parts of the project.Cost:

The budget for communicating during the project will be limited to the sunken membership cost of using gotomeeting.com.

Resource:

Technology related issues such as documents formatted incorrectly could result in delays due to the loss of data or not being able to access data.

Project members including managers and leaders, may have conflicting work schedules, hindering the availability to communicate.

Quality: There could be some miscommunication from some of the specialized terminology

being used by different involved parties, such as the search engine team using technical terms not understood by our team members.

Communications Management AssumptionsFor the project to be successful, assumptions need to be made regarding the project. The project assumptions are crucial for the communications matrix to be created and to be successful. Assumptions regarding the team members, managers, and stakeholders are needed for the completion of the communication matrix. Assumptions for this project are as follows:

The team members will have reliable access to the Internet. Responsible parties will attend all meetings as scheduled. The primary forms of communication during the project will be Google Drive, personal

email and gotomeeting.com, with all project information being stored on Google Drive. Team members are familiar with using email, gotomeeting.com and Google Drive. The project manager will access information regarding the project via Google Drive. The team is responsible for updating and storing all information and resources in a

timely manner, ensuring that all documents are up to date. The team leaders will be the primary contacts for the project, ensuring that information is

distributed to the appropriate parties, and actions are delegated effectively.

Method for Updating and RefiningAll team members will use Google Drive as the primary method of document storage. Format of documents uploaded should be in Microsoft Word, with the ability for any team member to edit or add to the material.

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Communications MethodsMeetings will take place involving all team members and the team’s mentor. At these meetings, deliverables will be discussed, collaborative thinking will take place, and work will be distributed to individuals or teams to be completed before the next scheduled meeting (include meeting with search engine team). The way that team members will communicate will be the use of phone, text, email, and group chat on the Google Drive.

Communication Frequency-Meetings will be held on a weekly or biweekly basis. Communication between team members shall be done daily or as needed. Documents need to be submitted by the due date determined by the Project Manager.

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Communications Matrix Table 2.2

Meeting Type Audience Method Frequency Responsible Information Reason/ Message Project Planning

Project Manager - In Person

Once Project Manager Kaitlyn Maybee

Agenda Meeting Minutes Planning

To discuss the initial start of the project, present the goals of the project, and answer any questions the sponsor or any stakeholders may have.

Project Team Project Sponsor Project Stakeholders

Project Team Meetings

Project Manager - In Person - Web Conference

Weekly

Project Manager Kaitlyn Maybee

Agenda Meeting Minutes Project Tasks

To make sure all tasks are being completed in a timely manner. Discuss work packages in progress and any work yet to be completed. The team will also address any issues and collaborate to find solutions.

Project Team

Team Leaders

Stakeholder Status Update

Project Manager - Secure Share Drive Post via Project Status Report Template

Monthly Project Manager Kaitlyn Maybee

Team Meeting ReportProject Tasks Status Report

To update the project sponsor and stakeholders on the progress of the project, future goals, and any issues that may have come up.

Project Sponsor

Project Stakeholders

Software Development Meetings

Project Manager - Web Conference - Secure Share Drive via Software Status Report Template

Weekly During Development Phase

Director of Information Technology Joseph Burkhead

Status ReportBug Fixes Testing Results

To discuss the progress of software deliverables and ensure the project is on schedule. Discuss and potential issues and collaborate to find solutions.

Appropriate Project Team MembersAppropriate Stakeholders

Phase Gate Meeting

Project Manager - In Person at Offsite Facility

Upon Completion of Each Phase


Phase Results To celebrate the project team's completion of each phase, recognize hard work being done, voice any questions or concerns, and to keep morale high.

Project Team Appropriate Stakeholders

Budget Reports Project Sponsor - Secure Share Drive Biweekly Director of Finance and Operations Thomas Spitzer

Budget Reports To prepare a detailed report of the current status of the project budget, any discrepancies from the approved budget will be noted in the status report.

Lessons Learned Project Manager - In Person at Offsite Facility

Upon Completion of Each Phase


Project Results To detail the outcomes of the phase, as well as any future actions that may need to take place. This includes maintenance to deliverables of the project. The team will outline future improvements.

Project Team

Appropriate Stakeholders

Project Team Directory

Table 2.3Name Position Email PhoneKaitlyn Maybee Project Manager [email protected] 248-462-3440Devan Clements

Human Resources Administrator

[email protected] 248-880-1449

Kimberly Pound Research and Development


Joseph Burkhead

Director of Information Technology


Thomas Spitzer Director of Finance and Operations


Rick Snyder Executive Sponsor [email protected] 517-313-8000Rick Astley Webley Consulting PoC [email protected] 616-647-2245Jenna Smith Seamless Search PoC [email protected] 616-648-8787Eugene Driker Michigan Education

Board of [email protected] 517-534-7851

John Austin Michigan Board of Education President and PoC


Jennifer Zeeland

MACRAO PoC [email protected] 517-245-9002

Jeff Fordam Michigan Business AssociationPoint of Contact


Fred Durhal House Representative [email protected] 517-318-8951Geoff Hansen Senate Representative [email protected] 517-216-1154Robert Harris Michigan Department of

TreasuryPoint of Contact


Dashia Abdulnor

State of Michigan Resource Control Specialist


High Level Budget

High Level Budget Summary

The high level budget is calculated by combining resources hourly rates and item charges for each WBS item. The calculation used so each category can be seen in the second column. Each portion of the budget is found using a set of assumptions that allows the team to determine which costs belong in the project budget. These assumptions support the scope of the project and are essential to its success.

Expense Assumptions

For each task of the project a member of Golden Consulting Group will supervise directly, with the other team members acting as consultants. Task supervision will vary based on specialties and time availability.

Golden Consulting Group will be utilizing an outside firm to develop the search engine. The firm will be contracted at a set rate, and will be in charge of employee assignment and the development of the search engine and all associated tasks.

For any event that promoters are sent to an attempt will be made to use available venues and meeting sites to lower costs wherever possible. These can include rotary clubs, job fairs, and/or chapter meetings. This will keep the venue costs lower and make meeting places as convenient for all parties as possible. Venue costs were found by taking average costs of venues that are sized to our needs.

The servers will be protected using Michigan government standards for information security. It will be housed in common government facilities using pre-approved hardware and software to ensure total operational harmony.

Research will be done by a group of interns, who will be paid a flat rate of $10/hour and will be involved as needed in the project. All reports will be presented to Golden Consulting Group for final review and authorization.

The cost for the university implementation is based upon how much it cost for high schools to implement a similar program with local colleges. We then took this and extrapolated it to find the cost of implementing it on a larger scale.

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High Level Budget Table 3.2

WBS Project Team and Project Planning Cost Cost Type Calculation CostKaitlyn Maybee Consulting-Project Manager $ 80/hr* 2038 hrs $163,040Devan Clements Consulting-Project Team $ 75/hr* 1723 hrs $129,225Kimberly Pound Consulting-Project Team $ 60/hr* 1619 hrs $97,140Joseph Burkhead Consulting-Project Team $ 60/hr* 1875 hrs $112,500Thomas Spitzer Consulting-Project Team $ 60/hr* 1056 hrs $63,360Jeremy Hatter Consulting-Project Team $ 62/hr* 1292 hrs $80,104Total: $645,369Research and Analysis

2.1 Scholarship Search Engine Labor-Research2.1.3 Consulting Charge- Front End Design Labor-Research $ 20/hr* 30 hrs $6002.1.2 Consulting Charge- Back End Operations Labor-Research $ 20/hr* 16 hrs $320

2.2 Transfer Credit Program Labor-Research2.2.1.2 Lunch Interviews Labor-Research $ 30/person * 31 ppl $930

2.3 Business Investments Labor-Research2.3.1 Lunch Interviews Labor-Research $ 30/person * 45 ppl $1,350

Research and Analysis Subtotal $3,200Project Execution

3.1 Scholarship Search Engine3.1.1 Contract Charge- Webly Consulting Labor-Outsourced $ 75/hr* 91 hrs $6,8253.1.1 Contract Charge- Seamless Search Labor-Outsourced $ 75/hr* 64 hrs $4,8003.1.3 Purchase Redundant Data Base Server Expense-Materials One time charge $43,0803.1.3 Server Maintenance (5-year) Expense-Materials $ 42,000/yr * 5 yrs $190,000

3.2 Transfer Credit Program3.2.1.1 Survey and Group Interview Incentives Labor-Research $ 15/gift * 75 ppl $2,2503.2.1.1 Printing and Paper charges Expense-Materials Deductive estimate $6003.2.2 University Implementation Labor-Implementation $ 14,000/ college * 77 colleges $1,010,427

3.3 Business Investments3.3.3 Large Conference Room Rentals Expense-Recruitment $ 575/room * 18 meetings $10,3503.3.3 Printing and Paper charges Expense-Materials Deductive estimate $6003.3.3 Travel to Job Fairs and Professional Organizations Labor-Recruitment $ 2.50/gal* (1800 mi/ 32 mi/gal) $141

Project Execution Subtotal $1,269,073Project CloseoutCelebration Bowling Outing Expense-Morale $ 12/person * 18 people $216Closeout Subtotal $216Project Subtotal $1,917,858Contingency (10%) $191,786Grand Total $2,109,644

HEA High Level Budget

Detailed Timeline with Dependencies and Costing

Detailed Timeline with Dependencies and Costing Summary

The following section is detailed timeline of the HEA Project Plan. It includes all of the work packages featured on its’ WBS. The detailed schedule found on Table 4.2 illustrates the dependency relationships throughout the project, as well as the costs associated with each task. A glossary is provided at the end of the project book, please use this as reference for table headers on this detailed timeline. Each resources’ hourly charge, used in the calculation of our project costs can be located in Table 4.1.

The following information applies to the Detailed Timeline with Dependencies and Costing Table 4.2:

= Table Headers = Project Total = Phase Total = Primary Summary Task = Secondary Summary Task = Smallest Work Package

Please note that on the timeline below working hours are Monday through Friday 8:00am to 12:00pm and 1:00pm to 5:00pm.

The following days have been noted as exclusions to this rule for holiday vacation. These days are non-working days and have been excluded from the timeline.

2014: December 24th and December 25th 2015: January 1st, September 7th, November 26th, December 24th and December 25th

2016 : January 1st, March 27th, May 30th

Costing Table Table 4.1

ID Name Max Units

Standard Rate

0 100% $0.00/h1 Kaitlyn Maybee 100% $80.00/h2 Devan Clements 100% $75.00/h3 Kimberly Pound 100% $60.00/h4 Joseph Burkhead 100% $60.00/h5 Thomas Spitzer 100% $60.00/h6 Jeremy Hatter 100% $62.00/h7 Rich Astley- Research 100% $20.00/h8 Jenna Smith- Research 100% $20.00/h9 Rich Astley- Design and

Implement100% $75.00/h

10 Jenna Smith- Design and implement

100% $75.00/h

11 Eugene Driker 100% $30.00/h12 John Austin 100% $30.00/h13 Jennifer Zeeland 100% $30.00/h14 Jeff Fordam 100% $30.00/h15 Fred Durhal Paid by current

employer 16 Geoff Hansen Paid by current

employer 17 Robert Harris Paid by current

employer

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Detailed Timeline with Dependencies and Costing Table Table 4.2

ID WBS ID Name Duration Start Finish Predecessors Successors Costs Resources

0 HEA Project 423 days 12/2/14 7/27/16 $ 1,917,8581 1 Project Management 89 days Tue 12/2/14 Wed 4/8/15 19 $ 190,6672 1.1 Phase Gate 1: Document Set 1 45 days Tue 12/2/14 Thu 2/5/15 6 $ 23,5603 1.1.1 Project Scope 20 days Tue 12/2/14 Wed 12/31/14 Root 4,5 $ 9,300 Devan Clements, Kaitlyn Maybee4 1.1.2 Project Charter 20 days Tue 12/2/14 Wed 12/31/14 Root 3,5 $ 6,200 Jeremy Hatter, Thomas Spitzer5 1.1.3 Project Work Breakdown Structure 25 days Fri 1/2/15 Thu 2/5/15 3,4 6,7 $ 8,060 Joseph Burkhead, Kimberly Pound6 1.2 Phase Gate 2: Document Set 2 22 days Fri 2/6/15 Mon 3/9/15 2 12 $ 31,9807 1.2.1 Stakeholder Register 6 days Fri 2/6/15 Fri 2/13/15 2 8 $ 5,735 Devan Clements, Kaitlyn Maybee8 1.2.2 Roles and Responsibility Matrix 2 days Mon 2/16/15 Tue 2/17/15 7 9 $ 3,875 Devan Clements, Kaitlyn Maybee9 1.2.3 Communication Management Plan 14 days Wed 2/18/15 Mon 3/9/15 8 10 $ 6,355 Jeremy Hatter, Thomas Spitzer10 1.2.4 Timeline 14 days Wed 2/18/15 Mon 3/9/15 8 11 $ 9,300 Joseph Burkhead, Kaitlyn Maybee11 1.2.5 High-level Budget 14 days Wed 2/18/15 Mon 3/9/15 8 12, 13 $ 6,665 Kaitlyn Maybee,, Kimberly Pound12 1.3 Phase Gate 3: Final Project Plan 14 days Tue 3/10/15 Fri 3/27/15 6 16 $ 15,217

13 1.3.1 Change Log 14 days Tue 3/10/15 Fri 3/27/15 11 14 $ 4,367

Devan Clements, Jeremy Hatter, Joseph Burkhead, Kaitlyn Maybee, Kimberly Pound, Thomas Spitzer

14 1.3.2 Executive Summary 14 days Tue 3/10/15 Fri 3/27/15 11 15 $ 3,255


15 1.3.3 Project Book 14 days Tue 3/10/15 Fri 3/27/15 11 16, 17 $ 7,595


16 1.4 Phase Gate 4: Presentation 8 days Mon 3/30/15 Wed 4/8/15 12 19 $ 4,367

17 1.4.1 Acceptance 8 days Mon 3/30/15 Wed 4/8/15 15 18 $ 2,382


18 1.4.2 Lessons learned 8 days Mon 3/30/15 Wed 4/8/15 15 19,20 $ 1,985


ID WBS ID Name Duration Start Finish Predecessors Successors Costs Resources19 2 Research and Analysis 111 days Thu 4/9/15 Fri 9/11/15 18 51,52,53 $ 83,76020 2.1 Research search engine tools 52 days Thu 4/9/15 Fri 6/19/15 18 21,22 $ 26,46021 2.1.1 Identify crawlers 10 days Thu 4/9/15 Wed 4/22/15 18 24 $ 4,140

22 2.1.1.1 Determine cost 5 days Thu 4/9/15 Wed 4/15/15 18 23 $ 2,860Kimberly Pound, Jenna Smith- Research

23 2.1.1.2 Identify implementation partners 5 days Thu 4/16/15 Wed 4/22/15 22 24 $ 1,280Kimberly Pound, Jenna Smith- Research

24 2.1.2 Data storage and organization 12 days Thu 4/23/15 Fri 5/8/15 21 29 $ 7,68025 2.1.2.1 Technology 12 days Thu 4/23/15 Fri 5/8/15 21 26 $ 7,680

26 2.1.2.1.1 Constraints/limitations 4 days Thu 4/23/15 Tue 4/28/15 21 27 $ 2,560Kimberly Pound, Jenna Smith- Research

27 2.1.2.1.2 Competitors 4 days Wed 4/29/15 Mon 5/4/15 26 28 $ 2,560Kimberly Pound, Jenna Smith- Research

28 2.1.2.1.3 Storage needs/limitations 4 days Tue 5/5/15 Fri 5/8/15 27 29 $ 2,560Kimberly Pound, Jenna Smith- Research

29 2.1.3 Building graphic user interface 31 days Fri 5/8/15 Fri 6/19/15 24 33 $ 14,640

30 2.1.3.1 GUI development partners research 10 days Mon 5/11/15 Fri 5/22/15 24 31 $ 5,280 Kimberly Pound, Rich Astley- Research31 2.1.3.2 Wireframe analysis 10 days Mon 5/25/15 Fri 6/5/15 30 32 $ 4,480 Kimberly Pound, Rich Astley- Research32 2.1.3.3 Back-end language analysis 10 days Mon 6/8/15 Fri 6/19/15 31 33 $ 4,880 Kimberly Pound, Rich Astley- Research33 2.2 Transfer Credits 40 days Mon 6/22/15 Fri 8/14/15 20 41 $ 39,78034 2.2.1 Determine Administration Costs 28 days Mon 6/22/15 Wed 7/29/15 20 35 $ 4,50035 2.2.1.1 Question current systems utilization 28 days Mon 6/22/15 Wed 7/29/15 20 36 $ 4,500 Jeremy Hatter, Eugene Driker36 2.2.1.2 Determine Current systems limitations 12 days Thu 7/30/15 Fri 8/14/15 34 37 $ 35,280

37 2.2.1.2.1Question university vs college transfer limitations 12 days Thu 7/30/15 Fri 8/14/15 35 38 $ 8,820

Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

38 2.2.1.2.3 Question accreditation bodies 12 days Thu 7/30/15 Fri 8/14/15 35 39 $ 8,820Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

39 2.2.1.2.3 Question out of state transfers 12 days Thu 7/30/15 Fri 8/14/15 35 40 $ 8,820Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

40 2.2.1.3 Question current costs 12 days Thu 7/30/15 Fri 8/14/15 35 41 $ 8,820Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

41 2.3 Business Involvement 19 days Mon 8/17/15 Fri 9/11/15 33 51 $ 17,52042 2.3.1 Recruiting costs 19 days Mon 8/17/15 Fri 9/11/15 33 43, 47 $ 17,52043 2.3.1.1 Determine skills sets needed 11 days Mon 8/17/15 Mon 8/31/15 33 44 $ 8,940

ID WBS ID Name Duration Start Finish Predecessors Successors Resources44 2.3.1.1.1 Ask Local markets 4 days Mon 8/17/15 Thu 8/20/15 33 45 $ 2,980 Jeff Fordam, Kaitlyn Maybee45 2.3.1.1.2 Ask state wide representatives 4 days Fri 8/21/15 Wed 8/26/15 44 46 $ 2,980 Jeff Fordam, Kaitlyn Maybee46 2.3.1.2 Determine relocation services 3 days Thu 8/27/15 Mon 8/31/15 45 47 $ 2,980 Jeff Fordam, Kaitlyn Maybee47 2.3.1.3 Networking events 8 days Tue 9/1/15 Fri 9/11/15 43 51 $ 8,58048 2.3.1.3.1 Go to Job fairs 8 days Tue 9/1/15 Fri 9/11/15 43 49 $ 5,500 Jeff Fordam, Kaitlyn Maybee49 2.3.1.3.2 Go to local chapter meetings 8 days Tue 9/1/15 Fri 9/11/15 43 50 $ 1,320 Jeff Fordam, Kaitlyn Maybee50 2.3.1.3.3 Go to rotary club meetings 8 days Tue 9/1/15 Fri 9/11/15 43 51 $ 1,760 Jeff Fordam, Kaitlyn Maybee

51 3 Execution 198 days Mon 9/14/15 Wed 6/22/16 50 52 $ 1,719,708

52 3.1Implementation of Education and Outreach 86 days Mon 9/14/15 Fri 1/15/16 50 53, 65 $ 405,223

53 3.1.1 Define requirements 40 days Mon 9/14/15 Fri 11/6/15 50 54 $ 22,60354 3.1.1.1 Security 10 days Mon 9/14/15 Fri 9/25/15 50 57 $ 8,18455 3.1.1.1.1 Firewall 5 days Mon 9/14/15 Fri 9/18/15 50 56 $ 4,092 Joseph Burkhead, Jenna Smith56 3.1.1.1.2 Anti-Malware 5 days Mon 9/21/15 Fri 9/25/15 55 57 $ 4,092 Joseph Burkhead, Jenna Smith57 3.1.1.2 Usability 10 days Mon 9/28/15 Fri 10/9/15 54 61 $ 8,55058 3.1.1.2.1 Search by major 10 days Mon 9/28/15 Fri 10/9/15 54 59 $ 2,850 Joseph Burkhead, Rich Astley59 3.1.1.2.2 Search by location 10 days Mon 9/28/15 Fri 10/9/15 54 60 $ 2,850 Joseph Burkhead, Rich Astley60 3.1.1.2.3 Search by organization 10 days Mon 9/28/15 Fri 10/9/15 54 61 $ 2,850 Joseph Burkhead, Rich Astley61 3.1.1.3 Speed 10 days Mon 10/12/15 Fri 10/23/15 57 63 $ 2,93662 3.1.1.3.1 Response time per search 10 days Mon 10/12/15 Fri 10/23/15 57 62 $ 2,936 Joseph Burkhead, Jenna Smith63 3.1.1.4 Accuracy 10 days Mon 10/26/15 Fri 11/6/15 61 65, 64 $ 2,93664 3.1.1.4.1 Maintenance on data tables 10 days Mon 10/26/15 Fri 11/6/15 61 65 $ 2,936 Joseph Burkhead, Jenna Smith65 3.1.2 Collaborate with web contractors 46 days Mon 11/9/15 Fri 1/15/16 53 71, 66 $ 382,62066 3.1.2.1 Design user interface 15 days Mon 11/9/15 Mon 11/30/15 53 67 $ 7,470 Joseph Burkhead, Rich Astley67 3.1.2.2 Input data 12 days Tue 12/1/15 Wed 12/16/15 66 68 $ 6,030 Joseph Burkhead, Rich Astley68 3.1.2.3 Test/ Maintain 19 days Thu 12/17/15 Fri 1/15/16 67 69 $ 310,000 Joseph Burkhead, Rich Astley69 3.1.3 Purchase server needs 16 days Mon 11/9/15 Tue 12/1/15 53 70 $ 54,000 Joseph Burkhead, Jenna Smith 70 3.1.4 Purchase domain name 16 days Mon 11/9/15 Tue 12/1/15 53 71 $ 5,120 Joseph Burkhead, Jenna Smith

71 3.2Implementation of Curriculum Acceptance 85 days Mon 1/18/16 Fri 5/13/16 68 72 $ 1,247,110

72 3.2.1 Department of Education support 24 days Mon 1/18/16 Thu 2/18/16 70 73, 76 $ 1,247,110

ID WBS ID Name Duration Start Finish Predecessors Successors Costs Resources73 3.2.1.1 Requirements defined 24 days Mon 1/18/16 Thu 2/18/16 70 74 $ 15,110

74 3.2.1.1.1 Survey 10 days Mon 1/18/16 Fri 1/29/16 68 75 $ 6,385Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

75 3.2.1.1.2 Group interview 14 days Mon 2/1/16 Thu 2/18/16 74 76 $ 8,725Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

76 3.2.2

Department of Educationimplementation of acceptance standards 61 days Fri 2/19/16 Fri 5/13/16 73 77, 79 $ 1,232,000

77 3.2.2.1 Public universities accept changes 61 days Fri 2/19/16 Fri 5/13/16 73 78 $ 1,232,000

78 3.2.2.1.1 Universities adapt curriculum 61 days Fri 2/19/16 Fri 5/13/16 73 79 $ 1,232,000Jeremy Hatter, Eugene Driker, John Austin, Jennifer Zeeland

79 3.3Implementation of Business Incorporation 27 days Mon 5/16/16 Wed 6/22/16 71 80, 82 $ 67,375

80 3.3.1 Legislation for tax incentives pushed 16 days Mon 5/16/16 Tue 6/7/16 71 81 $16,625Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

81 3.3.2 State worker defined as liaison 1 day Mon 5/16/16 Mon 5/16/16 71 82 $3,000Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

82 3.3.3 Recruit companies to participate 16 days Mon 5/16/16 Wed 6/8/16 81 83, 87 $34,125

83 3.3.3.1 Update accounting associations 5 days Mon 5/16/16 Fri 5/20/16 71 84 $ 11,250Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

84 3.3.3.2 Cold call 8 days Mon 5/16/16 Wed 5/25/16 71 85 $11,250Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

85 3.3.3.3 Student Organizations 2 days Mon 5/16/16 Tue 5/17/16 71 86 $ 11,250Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

86 3.3.3.4 Press Release 1 day Mon 5/16/16 Mon 5/16/16 71 87 $ 375Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

87 3.3.4 Companies find college candidates 10 days Wed 6/8/16 Wed 6/22/16 82 88, 90 $ 13,62588 3.3.4.1 Interview 10 days Wed 6/8/16 Wed 6/22/16 82 89 $ 13,625

89 3.3.4.1.1 Offer internships 10 days Wed 6/8/16 Wed 6/22/16 82 90 $ 13,625Jeff Fordam, Thomas Spitzer, Kimberly Pound, Jeremy Hatter

ID WBS ID Name Duration Start Finish Predecessors Successors Costs Resources90 4 Final Closeout Activities 25 days Thu 6/23/16 Wed 7/27/16 79 91 $ 43,723

91 4.1Review implementation results with executive sponsor 3 days Thu 6/23/16 Mon 6/27/16 79 92, 93 $ 2,779

92 4.1.1 Obtain approval and signoff 3 days Thu 6/23/16 Mon 6/27/16 79 93 $ 2,779


93 4.1.2 Project Closeout Activities 20 days Tue 6/28/16 Mon 7/25/16 91 94, 96 $ 40,494

94 4.1.2.1 Complete lessons learned 15 days Tue 6/28/16 Mon 7/18/16 91 95 $ 38,906


95 4.1.2.2 Remit Final Payment to Contractors 5 days Tue 7/19/16 Mon 7/25/16 94 96 $ 1,588


96 4.1.2.3 Closeout Project Documentation 2 days Tue 7/26/16 Wed 7/27/16 93 97 $ 45097 4.1.2.3.1 Archive Project Documents 2 days Tue 7/26/16 Wed 7/27/16 93 Finish $ 450 Devan Clements

HEA Project 592 daysDecember 1, 2014 8:00 AM

September 29, 2017 5:00 PM $ 1,917,858

Glossary

Term Definition

Duration Calculated amount of time needed for task completion

Predecessor ID number of task which must be completed prior to selected task being started

Successor Task which cannot begin until selected task is complete

Cost Estimated cost of wages paid to research team and staff during the completion of each task

Work Estimated hours of labor needed for task completion

www.gotomeeting.com Web hosting service for holding video conference meetings

Google Drive Cloud based storage service for storing all types of data

PoC Point of contact

MACRAO Michigan Association of Collegiate Registrars and Admissions Officers- informs public of transfer credit information

Term Definition

AP Classes Advanced placement courses taken in the public high school system that qualify each student to take an exam and gain college credit for time spent in course.

Cloud (Cloud computing) The cloud is a way of storing data and applications over the internet using servers in remote locations

DDos Attack Stands for Distributed Denial of Service. It is an attempt to make an online service unavailable by overwhelming it with traffic from multiple sources.

Four Nines Four Nines is a datacenter standard which provides measurements around network availability resulting in a standard of 52.56 minutes of downtime per year, 4.32 minutes per month, and 1.01 minutes per week.

Full-Time A student who is enrolled in a minimum of 12 credit hours per full semester. If the student chooses to enroll in an accelerated summer semester 6 credit hours are required.

GCG Golden Consulting Group, LLC

Search Engine A software system designed to search for information

Transfer Credit The credit hours per course that can be used toward degree completion at multiple universities.

Task ID An ID number for each task starting with the earliest tasks on the WBS

Approval RequirementsApproving this charter, individuals agree with the content as presented here, agree to use this charter as a basis for the project, and agree to keep the information in the charter current and relevant.

List the names and positions of the individuals who must approve the charter, particularly the project sponsor.

ApprovalsApproving this charter, individuals agree to:

the content as presented here use this charter as the basis for the project keep the information in the charter current and relevant

Name Position Signature DateKaitlyn Maybee Project

Manager03/30/2015

Michael Rauch Mentor 03/30/2015

John C. Austin Michigan Board of Education President

03/30/2015

Robert Harris Michigan Treasury

03/30/2015

Governor Rick Snyder

Executive Sponsor

03/30/2015

Page | 45

Executive Score Card

Change History

Change ID: Document Title: Description of Change: Submitted By:

SubmissionDate:

Status: Open ClosedPending

Disposition:ApprovedDeferredRejected

Date Approved:

001 Abstract Change “lower costs for students” to “lower costs for students in their state"

K. Maybee 3/25/15 Closed Approved 3/30/15

002 Project Charter In Purpose of the Project, remove “across the nation”


003 Project Charter In Purpose of the Project, Change “budget cuts” to“reductions in the budget”


004 Project Charter In Purpose of the Project, Change “attendees” to “students attending college”


005 Project Scope In Deliverable Specific Acceptance Criteria, correct typo in “May 11th”


006 Project Scope Under Scope Exclusions, Consumption, and Constraints change “overcame” to“overcome”


007 Golden Consulting In the second paragraph, remove comma between study and offers


008 Project Charter Under Initial Risks, capitalizeRisks in Threat Risks


Change ID: Document Title: Description of Change: Submitted By:

SubmissionDate:

Status: Open ClosedPending

Disposition:ApprovedDeferredRejected

Date Approved:

009 Project Charter In Project AuthorityLimitations, change “Jeremy”to “Kimberly”


010 Project Charter In Project AuthorityLimitations, change “asks” to “asked”


011 Project Charter In the Project Description, Change wording to reflect the proper tense of the message


012 Project Charter Change formatting in theInitial Risks section. Edit and add points to clarify risks.


013 Project Charter Add “Success Criteria Statements” section


014 Project Charter Change formatting in theAcceptance Criteria section.Edit and add points to clarifyrisks.


015 Project Scope In Project Scope, change “external funding” to “funding from non-government sources”


016 Project Scope Change formatting to clarify Project Deliverable section


017 Project Scope Change formatting of HighLevel Requirements to addclarification


Change ID: Document Title: Description of Change: Submitted Submission Status: Disposition: Date Approved:

By: Date: Open ClosedPending

ApprovedDeferredRejected

018 Project Scope Adjust dates to match WBSMajor Milestone Schedule


019 Project Scope In the Major Milestone Schedule table, change titles ofdeliverables to reflect “Phases”


020 Deliverable 2 Document Set

Turn individual keys into larger glossary to place at the end of project book


021 Communications Management Plan

Clarify and elaborate on communication strategy contingences


022 WBS Add action words to lowest level


023 WBS Change phase gate names to match scope and charter documents


024 CommunicationsManagement Plan

Communications management Plan edited to clarify existing Points


025 Detailed Timeline Change titles to match WBS K. Maybee 4/1/15 Closed Approved 4/3/15

deliverable 3

Documents

university of michigan

state of michigan

michigan officials

kalamazoo michigan

west michigan

goldenconsulting group

project scope document

cost of higher education