implementing ims for project management

Instructional Management System Implementation

Project Plan

Prepared By:

Sachin Bajracharya

Paul Michalek

Ruben Shrestha

Laikun Tang

Instructional Management System Implementation Project

TABLE OF CONTENTS

Executive Summary......................................................3

Statement of problem/ opportunity................................5

Goal statement.............................................................7

Definition of objectives..................................................9

Task descriptions........................................................11

Project Hierarchy (WBS)..............................................16

Project priorities.........................................................18

Risk Assessment.........................................................22

Task assignments including the responsibility matrix.....29

Resources..................................................................31

Scheduling.................................................................33

Illustration and explanation of Gant Charts and Network 35

Budgeting, including Earned Value Analysis...................39

Simulation..................................................................42

Probability of project completion within the deadline............

47

DSCI 620: Project Management (Nezhad), Spring 2003 Page: 2


Instructional Management System Conversion

Executive Summary



EXECUTIVE SUMMARY

In 1999, Minnesota State Colleges and Universities (MnSCU) campuses and the Office of the

Chancellor completed an RFP evaluation process to select an instructional management

system (IMS). Though a single statewide IMS platform was preferred at that time, the

decision was made to contract with three vendors (Anlon, Blackboard, and WebCT).

As the three system contracts were nearing expiration, an IMS of the Future Task Force was

established. Three years ago, multiple choices were given because there did not seem to be

any product that was a leader. As the result of the RFP process, the Evaluation Team and the

Academic Software/Systems Committee recommended Desire2Learn (D2L) as the e-

Learning platform for the single IMS platform to be hosted and supported by the Office of the

Chancellor. The Leadership Council endorsed these recommendations and October 13, 2003,

a software License Agreement was signed with Desire2Learn.

Metropolitan State University has chosen to be at the forefront of the MnSCU institutions

that are moving to the D2L platform. This purpose of this project is to rollout the successful

delivery of D2L at Metropolitan State University to meet the Web-based learning needs of

the students system-wide. The goal is to have a fully developed and tested D2L learning

platform available by the start of fall term 2004.




Statement of Opportunity



STATEMENT OF PROBLEM/OPPORTUNITY

After a careful and lengthy evaluation of various instructional management systems (IMS)

Metropolitan State University’s parent institution (Minnesota State Colleges and Universities,

MnSCU) has selected new IMS platform called Desire2Learn (D2L). This platform has been

determined to be the best solution to address the fast growing demand for universities to

offer better quality instruction and more courses via the internet.

The new IMS needs to be implemented at Metropolitan State University in a relatively short

timeframe and must address the following areas of concern:

Migrate existing courses from old IMS and create new course into the new IMS

Integrate various relevant technologies into the new IMS structure

Train existing faculty, student and staff on how to use the new IMS effectively

Setup a defined structure for campus-wide support and services

Define processes and procedures to ensure effective use by various user groups

such as faculty, students and staff.

Successful implementation of D2L will put Metropolitan State in a position to be competitive

with the best higher-education institutions in its online course offerings nation-wide. This will

in turn allow Metropolitan State more effectively meet its institutional missions of providing

accessible high quality education to its students.




Goal Statement



GOAL STATEMENT

Achieve successful implementation new IMS Desire2Learn at

Metropolitan State University by August 1st, 2004 within a budget

of $100,000.




Definition of Objectives



PROJECT OBJECTIVES

1. Complete project to specifications by August 1st, 2004.

2. Complete project to specifications within total budget of $100,000.

3. Migrate all existing courses from old IMS and create new courses into new IMS.

4. Train faculty student and support staff how to effectively use tools within the

structure of the new IMS.

5. Develop dependable and proactive support structure to assist in migration,

communication, on-going training and maintenance of new IMS once it has been

implemented.

6. Develop processes for both faculty and student end-users to effectively use the

IMS.

7. Create a fully-integrated seamless system with stable and secure system

environment.




Task Descriptions



TASK DESCRIPTIONS

Objective 1:

o Complete project to specifications by August 15th, 2004

Objective 2:

o Complete project to specifications within total budget of $100,000

Objective 3:

1) Create Courses

o Create naming convention for courses that closely matches course schedule

and is most useful (includes as much information as needed).

o Create hierarchy for courses in order to keep track of courses in Colleges,

Schools and Departments.

o Enable the tools necessary for University use and disable tools that are not

going to be used.

o Produce and label different access rights to different layers of users.

o Produce template for University portal level and use Cascading Style Sheet

(CSS) for general formatting (i.e. Text, layout, and media).

o Produce templates for each level of organization (i.e. Department, College

etc.). Use CSS to enhance the different designs for each level.

o Produce useful widgets such as RSS feeds for University and organization level

(e.g. Widgets for campus-wide news, weather-related news, and content-

related material).

2) Course Content Migration

o Set up process to migrate content after deciding how to approach transfer of

content from WebCT to D2L. The options available were to use special IMS

export tools or use regular proprietary IMS tools.

o Train Graduate Assistants (GA) to migrate content.

o Track and document GA workload and course migration.

o Track type of courses (i.e. New courses, Master courses, courses in live in

WebCT, courses archived in WebCT), course categories, instructors and

migration status.

o Crosscheck courses and their content after migration is complete.



o Get material from faculty for new courses and enter into courses.

3) Migrate Other Tools (Quiz/ Exam) specific materials

o Select migration tool for most efficient and effective transfer of quiz content

from previous IMS to new.

o Transfer questions per course.

o Crosscheck content after migration is complete.

4) Integrated Student Registration System Integration with D2L system.

o Receive final product for Course Schedule offered by University. (This is a

task conducted by the respective college departments in University)

o Set up screen to migrate course Integration so that necessary courses in ISRS

are integrated with D2L courses automatically.

o Run automated process for course shell.

o Run system integration automated process for courses.

o Populate students through automated process making sure they are in the

correct access right.

Objective 4:

5) Create Demo Course

o Create a course and include the main tools for demonstration.

o Prepare the Navigation and D2L environment for demonstration.

o Create Content for demonstration.

6) Conduct Demo

o Set up Demonstrations by education departments.

o Prepare feedback form.

o Get feedback from faculty for the D2L demo and D2L use in general. Material

from the feedback can be used for FAQ.

o Prepare worksheet forms for faculty to fill out.

o Get worksheet per faculty per course.

7) User Guide

o Create user guide/ reference for faculty.

o Create user guide/ reference for Staff.

o Create user guide/ reference for Students.

o Include in website.



8) Student Training

o Conduct D2L Overview training.

o Conduct Tools training.

o Handout user guide including registration process.

9) Faculty Training

o Conduct D2L Overview training.

o Conduct Tools training.

o Conduct advanced training

o Handout user guide including registration process.

10) Train Support staff

o Create user accounts with specific rights.

o Train basic D2L and FAQ.

o Give support documentations (guide, FAQ, and website URLs).

11) Rich Media Training

o Get general consensus for rich media demand and style.

o Choose format for delivering rich media (i.e. Flash, Shockwave, videos,

screenshots, photos, screenshots)

o Create and conduct Demos (For each method chosen).

o Create a process for requesting and a request Form. Include in website.

Objective 5:

12) Set up FAQ

o Collect Question and divide into topics from demo and training sessions.

Answer questions and refer (link) to user guide.

o Set up user accounts FAQ.

o Set up Metropolitan State Policy for Use of IMS FAQ.

13) Create Website

o Information and Layout Design

o Build the website as a part of the existing Center For Online Learning website.

Include necessary forms.

o Include support, training, and user guide material.

o Test development for functionality, usability and accessibility.



Objective 6:

14) Create Faculty/ Student User Process

o Create a process for course account. This process will allow a d2l domain for

valid courses.

o Create a process for faculty account. This process will allow a faculty member

to use d2l domain with proper access for valid courses.

o Create a process for student user account. This process will allow students to

be registered for valid courses offered online.

o Create Instructions for the above user process.

Objective 7:

15) Outsource/Contract IT Tasks

o House D2L applications

o Setup Windows server

o Configure network

o Configure systems

o Integrate other utilities

o Integrate email client

o Portal integration




Project Hierarchy(Work Breakdown

Structure)




Project Priorities



PROJECT PRIORITIES

Comparative Prioritization of Tasks and Objectives

Objectives Priorities Chart

The objectives defined above are prioritized with a number from 1 through 5 corresponding to

increasing priority. The objectives are prioritized for the main goal as defined in goal

statement. The objectives summarized are as follows:

Objective 1: Complete project by August 15th, 2004.

Objective 2: Complete project within total budget of $100,000.

Objective 3: Migrate existing courses and create new ones.

Objective 4: Train faculty, student and support staff.

Objective 5: Develop support structure for Campus-wide needs.

Objective 6: Create user processes.

Objective 7: Create a fully integrated seamless system.



Project Tasks Priorities Chart

The project tasks defined above are prioritized with a number from 1 through 5 corresponding

to increasing priority. The objectives are prioritized for each objectives defined above. The

tasks descriptions are labeled in the following graphical representations:

Project Priorities Form

Project Priorities

Objectives Obj 1 Obj 2 Obj 3 Obj 4 Obj 5 Obj 6 Obj 7

Priorities 5 3 2 4 4 3 3

Task

#

Task Description Task

Priority

Obj 1

Task

Priority

Obj 2

Task

Priority

Obj 3

Task

Priority

Obj 4

Task

Priority

Obj 5

Task

Priority

Obj 6

Task

Priority

Obj 7

Overall

Task

Priority

Relativ

e

Task

Priority

%

1 Create courses 5 2 5 3 1 0 0 57 9

2 Course content

migration

4 3 5 2 1 0 0 51 8

3 Migrate other

tools

3 2 3 1 2 0 0 39 6

4 ISRS/D2L 1 2 3 2 2 5 5 48 7

5 Create demo

course

3 2 1 4 2 1 0 50 7

6 Demo 3 3 2 5 4 1 0 67 10

7 User guide 4 3 1 5 4 2 0 73 11

8 Student training 2 1 0 3 1 1 0 32 5

9 Faculty training 4 3 2 5 3 1 0 68 10

10 Train support

staff

3 2 1 4 5 2 0 65 10

11 Rich media

training

1 2 0 2 2 0 0 27 4

12 Setup FAQ 2 1 3 3 2 1 0 42 6

13 Create website 3 2 2 2 3 1 0 48 7

14 Create

faculty/student

user process

2 2 0 2 3 0 5 36 5

Project Priorities Cont.

The project priorities table does not include technical outsourcing since it is assumed that

the contract has begun prior to the implementation. Therefore, the task prioritization is DSCI 620: Project Management (Nezhad), Spring 2003 Page: 20


focused on the tasks implemented by the Metropolitan State University D2L implementation

team.

Overall Relevancy of Tasks with Objectives

The training and timeline being the highest priority objectives in the project, relevancy of

the tasks per objective are illustrated above. Highest relevancy of the training is seen with

the training tasks and other tasks that relate with training.




Risk Assessment



RISK ASSESSMENT

The following data is our analysis of the primary risks involved with the project.

1. Unexpected decrease in personnel resources.

Likely Causes and Consequences:The project may find itself lacking in personnel resources due to various unforeseen circumstances such as sickness, employee turnover and/or changes within the university. Although this risk is potential throughout the project tasks, it is a bigger threat to project tasks in the critical path.

Tasks: All

Preventive Action:Identify key personnel and critical task to discuss availability of the resource through the project. Assign backup resources to critical tasks. Keep resumes ready for new hire.

Contingent Action:Hire new personnel or shift resources from other tasks.

Trigger:Any member of the project team leaves the project.

2. Technical difficulties lead to incomplete/delayed tasks.

Likely Causes and Consequences:Most tasks in the project that use technological resources are open to technical problems. They can be caused by equipment failure, disruptions in the campus-wide computer network, incompatible systems and/or inadequate technical knowledge.

Tasks: 2, 3, 4, 5, 7, 16

Preventive Actions:Plan for adequate technical training, ensure maximum possible redundancy of the critical technological equipment, conduct compatibility tests and keep technical support staff on the standby.

Contingent Actions:Call technical support. Purchase new equipment.

Trigger:Task progress decreases due to technological malfunctions

Risks cont.



3. Courses incompletely/incorrectly populated.

Likely Causes and Consequences:This can be caused by an error in the automated ISRS-D2L integration process. The probability of this risk factor increases with the number of courses and students in the system.

Tasks: 5

Preventive Actions:Test automated process several times. Check populated courses thoroughly.

Contingent Actions:Manually populate courses

Trigger:Student or Faculty reports discrepancies in the converted courses.

4. Course complexity, lack of material or instructor co-operation leads to delayed course conversion

Likely Causes and Consequences:Although all the resources are available and there are no technical difficulties, the project may still face some course conversion setbacks. This could be attributed to several reasons including unforeseen course complexity, lack of material or simple unavailability of the instructors to discuss the problem with.

Tasks: 3

Preventive Actions:Setup a general meeting with all the instructors to discuss their courses prior to the start of the conversion task, thus identifying potentially risky courses. Get the instructor’s tentative schedule and their commitment.

Contingent Action:Add additional resource (such as more GAs working on the conversion) or leave the course in WebCT until the problem is taken are of.

Trigger:Assigned GA reports conversion difficulty with a course.

Risks cont.

5. Insufficient Faculty/Staff training resulting in delayed/inaccurate course sites



Likely Causes and Consequences:Even with the training sessions completed, we may find that the training was not sufficient for some of the instructors. This could be due to poorly planned training session, complexity in some of the courses or in D2L itself, the absence of the instructor in the sessions or even their retention capacity for technical trainings. This could lead to the instructors facing difficulty in modifying/maintaining their courses in D2L, resulting in inaccurate course sites.

Task: 10, 11, 12

Preventive Actions:Identify training requirements early on and establish an accurate feedback system after the training session. Ensure attendance in the training sessions. Provide an option for repeated training sessions. Plan for providing a one-on-one help support.

Contingent Actions:Assign a GA to the faculty/staff for a one-on-one support.

Trigger:Faculty/Staff expresses difficulty in modifying/maintaining courses

6. Lack of co-operation from the existing IMS (WebCT) in the transition process.

Likely Causes and Consequences:The availability and co-operation of WebCT is important in the project. However, as WebCT is losing a customer, it may not be their priority to facilitate the transition. This could result in difficulties when a situation arises that requires their participation.

Tasks: 3, 4

Preventive Actions:Review their contract terms carefully and explicitly state their roles and responsibilities in the process. Establish a contact point on both sides. Keep lawyer standby incase enforcing contract terms become necessary.

Contingent Actions:Legally enforce contract terms and liability issues.

Risks cont.

7. Outsourced/contracted work delivered not to specification.DSCI 620: Project Management (Nezhad), Spring 2003 Page: 25


Likely Causes and Consequences:There is a chance that tasks that are outsourced to external agents (D2L, MnSCU, IT department) are not delivered up to the required specification. This can be caused by inaccuracy in laying out requirements, misunderstanding of the expectations, and even the incompetence of the external agents. This could seriously jeopardize the project as a lot the tasks are dependent on these outsourced tasks.

Tasks: Objective 7

Preventive Actions:Thoroughly examine requirements and lay out the expectations explicitly in writing. Establish influential contact points on both sides. Incorporate insurance terms into the contract with the IMS vendor transferring part of the risk to the external agent.

Contingent Action:Take legal action to recuperate the loss. Extend project timeline and switch vendors if possible.

Trigger:Discrepancy found when examining the specification of the delivered products against the requirements.



Risk Assessment Probability Table

Project Risk AssessmentRisk Factor Probabilit

y%

Impact Overall

Impact

Relative

Impact %

Tasks Affected by the

Risk Factor

Risk Response

Unexpected decrease in personnel resources

25 4 100 14 All Hire or shift

resourcesTechnical difficulties lead to incomplete/delayed tasks

75 2 150 21 2, 3, 4, 5, 7, 16

Seek technical

support or purchase

equipmentCourses incompletely/incorrectly populated

20 4 80 11 5 Manually populate courses

Delay in some courses due to course complexity, lack of material or instructor co-operation

45 2 90 13 3 Add additional resources (Graduate Assistants)

Faculty/Staff training is insufficient resulting in delayed/inaccurate course sites

45 4 180 25 10, 11, 12

One-on-one

support

Lack of co-operation from old IMS (WebCT) in the transition to new IMS

12 3 36 5 3, 4 Legally enforce contract terms

Outsourced/contracted work delivered incomplete or not to specification or late

15 5 75 11 15 Legal action to

recuperate loss

Risk Factors Graph



Priorities of Risk Factors

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Faculty training is recognized as the largest risk as illustrated above. Variances of tasks

relating to this objective is high. Some faculty may need more time to get used to the new

system environment due to retention capacity or insufficient training.




Task Assignments



PROJECT RESPONSIBILITIES

The below matrix includes task implementers for the project and their hourly rate for implementation as human resources costs. It also includes other costs produced by the other resources (described below in other resources section). The total task costs is the sum of Human resources and Other Costs.

Responsibility MatrixTask Implementers Task Costs

Task #

Task Description

Proj. Mgr.

P S S Hour per

Task

HR Budget $

Other Cost $

Total Budget $

1 Create courses

PM IMSA DA ASPREG

40 2950.00 781.00 3731.00

2 Course content

migration

PM IMSA GA 240 9300.00 4687.00 13987.00

3 Migrate tools

materials

PM IMSA GA 40 1550.00 781.00 2331.00

4 ISRS/D2L integration

PM DA IMSA 40 2350.00 781.00 3131.00

5 Create demo course

PM ID 40 1150.00 781.00 1931.00

6 Demo PM ID GA 40 1550.00 781.00 2331.007 User guide PM ID GA 80 3100.00 1562.00 4662.008 Student

trainingPM GA ID 16 592.00 312.00 904.00

9 Faculty training

PM ID GA 120 4650.00 2344.00 6994.00

10 Train support

staff

PM ID GA 80 2960.00 1562.00 4522.00

11 Rich media training

PM ID GA 80 2960.00 1562.00 4522.00

12 Setup FAQ PM ID GA 80 3100.00 1562.00 4662.0013 Update

websitePM WM GA ID 24 1290.00 469.00 1759.00

14 Create user processes

PM IMSA DA REG 24 1770.00 469.00 2239.00

15 Outsource IT tasks

PM ASP 41300.00

Total Project Budget: $99008.00

P = Primary Responsibility (Task Leader) S = Secondary Responsibility (Task Member)




Resources



PROJECT RESOURCES

The principal resources required for this project are of human resources based. These

personnel will include managerial, IT professionals and administrative staff. The positions

are described as follow:

Human Resources

TITLE

Project Manager

Web Master

Application Service Provider

Registrars

Database Administrator

IMS Administrator

Instructional Developer/Trainer

Graduate Assistant

Other Resources

Hardware

Computers (15)

Standard Software

Adobe Acrobat Reader 6.0

Adobe FrameMaker 6

Adobe Photoshop 7

Conversion Tool (Respondus)

Decide 2000

Macromedia Dreamweaver MX

Macromedia Flash MX

Microsoft Access XP

Microsoft Excel XP

Microsoft Front Page 2000

Microsoft Powerpoint XP

Microsoft Project XP

Microsoft Publisher 2002

Microsoft SQL

Microsoft Visio 2002

Microsoft Word XP

Office Supplies

Xerox Services

Facsimile Services

Phone Services

Internet Services

Stationery Supplies




Scheduling



PROJECT SCHEDULING

Task Scheduling/Duration

Task Duration Formula:

Duration=(Optimistic Duration + 4*Expected Duration + Pessimistic Duration)/6

Task Duration

Task

ID

Task Name (O)

Unit

(P)

Unit

(E)

Unit

Derive

d

Unit

Varianc

e

SD Slack Variance

of

Critical

Task

1 Create Course 32 60 40 42.00 21.78 4.67 0.00 21.78

2 Course content

migration

192 360 240 252.00 784.00 28.00 0.00 784.00

3 Migrate tools

materials

32 60 40 42.00 21.78 4.67 0.00 21.78

4 ISRS/D2L integration 32 60 40 42.00 21.78 4.67 0.00 21.78

5 Create demo course 32 60 40 42.00 21.78 4.67 0.00 21.78

6 Demo 32 60 40 42.00 21.78 4.67 0.00 21.78

7 User guide 64 120 80 84.00 87.11 9.33 0.00 87.11

8 Student training 13 24 16 16.80 3.36 1.83 0.00 3.36

9 Faculty training 96 180 120 126.00 196.00 14.00 0.00 196.00

10 Train support staff 64 20 80 84.00 87.11 9.33 0.00 87.11

11 Rich media training 64 120 80 84.00 87.11 9.33 0.00 87.11

12 Setup FAQ 64 120 80 84.00 87.11 9.33 0.00 87.11

13 Update website 19 36 24 25.20 8.03 2.83 0.00 8.03

14 Create user

processes

19 36 24 25.20 8.03 2.83 0.00 8.03


ΣVc 1456.75

бT 38.17



Critical Task Table

Critical Task

Task

ID

Task Name Duration

Unit

Immediat

e

Predecess

or

ES EF LS LF Slac

k

Critical

T/F?

1 Create Course 42.00 3-1-04 3-8-04 3-5-04 3-12-

04

0.00 True

2 Course content

migration

252.00 1 3-8-04 4-20-

04

3-12-

04

4-26-04

0.00 True

3 Migrate tools

materials

42.00 1 3-8-04 3-15-

04

5-14-

04

5-21-04

0.00 True

4 ISRS/D2L

integration

42.00 1 3-8-04 3-15-

04

5-11-

04

5-18-04

0.00 True

5 Create demo

course

42.00 3-1-04 3-8-04 3-1-04 3-8-04 0.00 True

6 Demo 42.00 5 3-8-04 3-15-

04

3-8-04 3-15-04

0.00 True

7 User guide 84.00 6 3-15-04 3-29-

04

3-15-

04

3-29-04

0.00 True

8 Student training 16.80 7 3-30-04 4-1-04 5-14-

04

5-18-04

0.00 True

9 Faculty training 126.00 2,7 4-20-04 5-12-

04

4-26-

04

5-18-04

0.00 True

10 Train support

staff

84.00 7 3-30-04 4-15-

04

5-7-04 5-21-04

0.00 True

11 Rich media

training

84.00 7 3-30-04 5-21-

04

4-15-

04

5-21-04

0.00 True

12 Setup FAQ 84.00 7 3-30-04 4-13-

04

5-7-04 5-21-04

0.00 True

13 Update website 25.20 7 3-30-04 4-6-04 5-18-

04

5-21-04

0.00 True

14 Create user

processes

25.20 4,8,9 5-12-04 5-17-

04

5-18-

04

5-21-04

0.00 True

15 Outsource IT

tasks

3-1-04 4-27-

04

3-24-

04

5-21-

04

0.00 True




Gantt Chart/Network



GRANTT CHART/NETWORK DIAGRAM

Project start date is on March 1st, 2004 and project completion on May 21st,2004. Critical

path reflects on only the sequence of tasks in relation to predecessors but also the resource



allocated to various tasks in that some tasks can not begin until a resource is freed from

another class.

Network Diagram

The network diagram illustrates the sequence of tasks in relation to one another. Some

tasks start at the same time as others where as other tasks are interpedently related.




Budgeting



PROJECT BUDGET

Position Salary Per Hour or Per Piece

Human Resources

Project Manager 35.00

Web Master 15.00

Application Service Outsource

Registrars 15.00

Database Administrator 30.00

IMS Administrator 20.00

Instructional Developer 20.00

Instructional Technology Trainer 20.00

Graduate Assistant (8) 10.00

Other Resources

Computers (15) @ $500.00 7500.00

Adobe Acrobat Reader 6.0 400.00

Adobe FrameMaker 6 640.00

Adobe Photoshop 7 1200.00

Respondus – Conversion Tool 800.00

Decide 2000 800.00

Macromedia Dreamweaver MX 400.00

Macromedia Flash MX 400.00

Microsoft Access XP 796.00

Microsoft Excel XP 796.00

Microsoft Front Page 2000 396.00

Microsoft Powerpoint XP 796.00

Microsoft Project XP 796.00

Microsoft Publisher 2002 396.00

Microsoft SQL 280.00

Microsoft Visio 2002 280.00

Microsoft Word XP 760.00

Office Supplies 1000.00

Sub Total $18,436.00



Budget-Task Table

BudgetTask Implementers Task Costs

Task #

Task Descriptio

n

Proj. Mgr.

P S S Hour per

Task

HR Budget $

Other Cost $

Total Budget $

1 Create courses

PM IMSA DA ASPREG

40 2950.00 781.00 3731.00

2 Course content

migration

PM IMSA GA 240 9300.00 4687.00 13987.00

3 Migrate tools

materials

PM IMSA GA 40 1550.00 781.00 2331.00

4 ISRS/D2L integration

PM DA IMSA 40 2350.00 781.00 3131.00

5 Create demo course

PM ID 40 1150.00 781.00 1931.00

6 Demo PM ID GA 40 1550.00 781.00 2331.007 User guide PM ID GA 80 3100.00 1562.00 4662.008 Student

trainingPM GA ID 16 592.00 312.00 904.00

9 Faculty training

PM ID GA 120 4650.00 2344.00 6994.00

10 Train support

staff

PM ID GA 80 2960.00 1562.00 4522.00

11 Rich media training

PM ID GA 80 2960.00 1562.00 4522.00

12 Setup FAQ PM ID GA 80 3100.00 1562.00 4662.0013 Update

websitePM WM GA ID 24 1290.00 469.00 1759.00

14 Create user

processes

PM IMSA DA REG 24 1770.00 469.00 2239.00


PM ASP 41300.00

Subtotals: 39272.00 40216.00 99008.00Total Project Budget: $99,008.00




Simulation



PROJECT SIMULATION

For our simulation we selected our two most probably risks and realized those risks. The

risks, what caused the risk to be realized and the results are listed in the table below.

RISK CAUSE RESULT

Unexpected decrease in

personnel resources.

Instructional designer (ID)

raised hourly rate.

The cost of this resource

increased from $20/hr to

$30/hr which increased

the overall cost of the

project by $11,708.30.

Technical difficulties lead

to incomplete/delayed

tasks.

Task number 6, ISRS

integration takes longer

than planned.

The duration of this tasks

is increased from 1 week

to 3 weeks.

Insufficient Faculty/Staff

training resulting in

delayed/inaccurate course

sites

Task number 12, training

faculty member took

longer than planned.

The duration of this task is

increased from 3 weeks,

day 1 to 5 weeks. This

task is in the critical path.

The overall effect of these risks being realized were a cost increase of $11,708.30 and total

project duration increase of 14 days.

The graphics on the following page illustrate the effects of the simulation on the project.



Tracking Gantt

The simulation was run on April 1st which is aprox. one third of the way from the projected

completion date. The project completion date of the simulation was pushed out to June 4th

from May 21st.

Earned Value Table



Earned Value Report

Earned Value Graph

Analysis of the simulation data illustrates our conclusion that the project is over budget and

on schedule (BCWS < BCWP < ACWP).




Probability of Completion on Time



PROJECT COMPLETION PROBABILITY

We can calculate the probability of project completion using formula Z=(LF-EF)/T and

reference of Z-values, which can be found in Successful Project Management by Gido &

Clemens. For the LF value we chose to use the project deadline date.

Z = (5/21 – 7/31)/5.7393 = 1.8602

Using the table for Z-value we determined that probability of the project accomplishment

between EF and LF is 0.3668. By adding 50% to this value we calculated the probability of

the project completion on time: 0.3668 + 0.5 = 0.96875

Overall Probability 97%


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