project report

Team Chameleon (u3099737, u3063244, u308995, u3123689, u3140857)Project: Enhancing QILT

SYSTEMS PROJECT & QUALITY MANAGEMENT (7173)

ENHANCING QILT

Team Chameleon (u3099737, u3063244, u308995, u3123689, u3140857)

u3099737, u3063244, u3089935, u3123689, u3140857

This report is prepared for 13 May, 2016.

This report is prepareTd

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TABLE OF CONTENTS

1 Executive Summary......................................................................................................................................5

2 Project Charter.............................................................................................................................................52.1 Background and Rationale....................................................................................................................................52.2 Alignment................................................................................................................................................................62.3 Project Outcomes...................................................................................................................................................6

2.3.1 Benefits for QILT..............................................................................................................................................62.3.2 Benefits for Higher-Education Providers..........................................................................................................62.3.3 Benefits for Students.........................................................................................................................................7

2.4 Project Outputs Overview.....................................................................................................................................72.5 Project Scope..........................................................................................................................................................7

2.5.1 Included Within Project Scope..........................................................................................................................72.5.2 Excluded From Project Scope...........................................................................................................................7

2.6 Major Project Risks...............................................................................................................................................82.7 Major Clients & Stakeholders..............................................................................................................................82.8 Measuring Success..................................................................................................................................................82.9 Time.........................................................................................................................................................................9

2.9.1 Project Proposal Time.......................................................................................................................................92.9.2 Project Implementation Time............................................................................................................................9

2.10 Budget & STaff Resources................................................................................................................................102.11 Governance Agreements....................................................................................................................................10

2.11.1 Major Roles and Responsibilities..................................................................................................................102.11.2 Reporting Arrangements................................................................................................................................12

3 Proposals......................................................................................................................................................133.1 ‘Career Path’ Quiz...............................................................................................................................................13

3.1.1 Functionality....................................................................................................................................................133.1.2 Logic Design....................................................................................................................................................133.1.3 Marketability...................................................................................................................................................133.1.4 Further Research..............................................................................................................................................133.1.5 Prototypes........................................................................................................................................................13

3.2 Blog........................................................................................................................................................................143.2.1 Functionality....................................................................................................................................................143.2.2 Marketability...................................................................................................................................................143.2.3 Further Research..............................................................................................................................................143.2.4 Prototypes........................................................................................................................................................15

3.3 Events Calendar...................................................................................................................................................153.3.1 Functionality....................................................................................................................................................153.3.2 Marketability...................................................................................................................................................153.3.3 Prototypes........................................................................................................................................................15

3.4 Login Function......................................................................................................................................................153.4.1 Functionality....................................................................................................................................................15

3.5 Gamification.........................................................................................................................................................163.5.1 Functionality....................................................................................................................................................163.5.2 Prototypes........................................................................................................................................................16

3.6 Website Re-Design................................................................................................................................................163.6.1 Website Layout................................................................................................................................................17

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3.6.2 Accessibility Options.......................................................................................................................................173.6.3 Prototypes........................................................................................................................................................18

4 Time Management Plan..............................................................................................................................184.1 Project Proposal...................................................................................................................................................18

4.1.1 Project Schedule..............................................................................................................................................184.2 Project Implementation.......................................................................................................................................20

4.2.1 Project Implementation Schedule....................................................................................................................20

5 Communications Plan.................................................................................................................................355.1 Stakeholder Analysis............................................................................................................................................35

5.1.1 Current State....................................................................................................................................................355.1.2 Future State......................................................................................................................................................355.1.3 Key Messages..................................................................................................................................................355.1.4 Stakeholder Analysis Table.............................................................................................................................36

5.2 Stakeholder Communications Plan....................................................................................................................36

6 Risk Management Plan...............................................................................................................................376.1 Purpose of Risk Management.............................................................................................................................376.2 Risk Management Procedure..............................................................................................................................37

6.2.1 Risk Identification...........................................................................................................................................376.2.2 Analysis & Evaluation.....................................................................................................................................386.2.3 Risk Mitigation................................................................................................................................................406.2.4 Risk Monitoring...............................................................................................................................................40

6.3 Roles and Responsibilities...................................................................................................................................406.4 Risk Register.........................................................................................................................................................406.5 Issues Register......................................................................................................................................................40

7 Quality Management Plan..........................................................................................................................417.1 Project Quality Procedures.................................................................................................................................417.2 Quality Control Procedures................................................................................................................................437.3 Quality Assurance Procedures............................................................................................................................447.4 Roles and Responsibilities...................................................................................................................................45

8 Cost Management Plan...............................................................................................................................458.1 Cost Management approach...............................................................................................................................458.2 Estimated Costs....................................................................................................................................................45

8.2.1 Overhead Costs................................................................................................................................................468.2.2 Proposal Costs.................................................................................................................................................478.2.3 On-going Costs................................................................................................................................................508.2.4 Total Project Costs...........................................................................................................................................51

8.3 Cost Control..........................................................................................................................................................528.4 Cost Baseline.........................................................................................................................................................528.5 Cost Reporting......................................................................................................................................................538.6 Cost Change..........................................................................................................................................................538.7 Roles and Responsibilities...................................................................................................................................53

9 Conclusion....................................................................................................................................................53

10 Assumptions...............................................................................................................................................54

11 Glossary......................................................................................................................................................54

12 References..................................................................................................................................................543


13 Appendix....................................................................................................................................................5513.1 Prototypes...........................................................................................................................................................55

13.1.1 ‘Career Path’ Quiz.........................................................................................................................................5513.1.2 Blog...............................................................................................................................................................5713.1.3 Events Calendar.............................................................................................................................................6113.1.4 Gamification..................................................................................................................................................6213.1.5 Website Redesign..........................................................................................................................................63

13.2 Risk......................................................................................................................................................................6513.2.1 RIsk Register.................................................................................................................................................6513.2.2 Issues Register...............................................................................................................................................69

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1 EXECUTIVE SUMMARY

This project looks into the improvement of user attraction and retention for the Department of Education’s QILT website. The QILT website serves as a quality indicator tool for prospective students in providing learning and teaching for students and graduates with relevant and transparent information to make informed decisions about their study options.

This project team will improve the given functionality provided by the QILT website in suggesting researched beneficial design and function enhancements to the QILT website developed in conjunction with members of QILT and project sponsors.

These website enhancements include:

A student ‘Career Path’ Quiz based on attributing personalities to their prospective job qualifications; Blogs to post educational information beneficial for students; Events Calendar for users to search and subscribe to upcoming events on; An interactive system based on ‘gamification’ with website achievements, progress bar and leader boards; and Website redesign of content, with added social media feed integration with accessibility features.

The estimated time and cost of implementing all suggested website enhancements was based on the project team’s experiences along with IT professionals and rates from specific ACT contracting firm. The project totals to 155 days and a cost of $511,000 to complete.

These documentations involve the various core project tasks of risk, time, cost, scope and quality of successfully completing the desired website enhancements to stakeholder expectation.

2 PROJECT CHARTER

The project charter briefly explores all aspects of the project to ensure the project participants have a shared understanding about why the project is needed, what it is intended to achieve and how it will be delivered.

2.1 BACKGROUND AND RATIONALE

Quality Indicators for Learning and Teaching (QILT) was established in 2015 to create an online platform that allows students to access survey results relating to satisfaction levels of higher education institutions. The organisation’s website currently offers students the ability to compare institutions based on a set of quality indicators. Due to additional funding, QILT is looking to improve the website, create a mobile application, and invest in marketing. Currently, QILT is experiencing issues with brand awareness, user numbers and user retention. With the new development of a mobile application, QILT is also experiencing issues finding incentives for users to download the application and use it on a frequent basis. This project aims to propose solutions in aims of raising brand awareness, bringing new users to the site, and improving user retention. The proposed outputs will focus on the website improvement aspect, with aims of providing incentives for users to also download the mobile application and use it on a frequent basis.

In this day and age, technology is heavily used by a large majority of people, with a strong emphasis on teenagers and young adults. QILT can harness the power of technology-dependent services to improve not only its website but its offerings to its target market.

The proposals within this project will be based off a wide range of research which supports the use of social media, informative content, gamification and website usability. These aspects will be the main focus for achieving more brand awareness, a larger user base, and more frequent visits from each user.

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2.2 ALIGNMENT

This project has aligned its outcomes and outputs to the Department of Education and Training, QILT, and the WCAG 2.0 Level AA Standard. The table below involves this project’s level of contribution to the respective strategic objectives.

Figure 2.1: Alignment with Strategic Priorities

Strategic Priorities Project’s Level of Contribution to Strategic Objectives

Department of Education and Training

Provide learning opportunities for everyone Low

Deliver quality, value for money education services to the Australian community

Low

Deliver the Australian Government’s policies and programmes

High

Provide evidence-based, well informed and highly regarded advice to support ministers and stakeholders

High

Give students the skills they need for future success High

Improve quality and transparency in higher education High

QILT

Reduce the significant burden on institutions and students to partake in surveys

Medium

Provide student experience information online High

Create international benchmarking High

Publish the graduate outcomes information for students High

WCAG 2.0 Level AA Standard

Perceivable information and interface High

Operable interface and navigation High

Understandable information and interface High

Robust content High

2.3 PROJECT OUTCOMES

Project outcomes are the results that are expected from the end of project activity. The proposed outcome of the project is to expand the scope of the QILT website to improve the attraction and retention of users by offering more personal, social and insightful learning experience.

2.3.1 BENEFITS FOR QILT Increased brand awareness Increased user attraction Increased user retention

2.3.2 BENEFITS FOR HIGHER-EDUCATION PROVIDERS

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Institutions are held accountable for the standard of quality and satisfaction offered to students Institutions are made visible to a national audience

2.3.3 BENEFITS FOR STUDENTS More realised opportunities for learning A broader range of resources that enable students to make well-informed decisions A more interactive and engaging environment to discover career options

2.4 PROJECT OUTPUTS OVERVIEW

The project outputs are deliverables that are produced from the project that are intended to achieve the project outcome. This project will deliver several website enhancement proposals along with prototypes, implementation schedules, cost estimates, potential risks of implementation, and quality assurance methods. These proposals have been thoroughly researched and explored to achieve the specific outcomes of the project. Following is a list of the website enhancement proposals:

‘Career Path’ Quiz Blog Events Calendar Login Function Gamification Website Redesign

2.5 PROJECT SCOPE

The project scope defines the barriers of which the project entails within.

2.5.1 INCLUDED WITHIN PROJECT SCOPE Website enhancement proposals

o Descriptionso Prototypeso Implementation cost estimateso Quality assurance methodso Potential implementation riskso Implementation schedule

2.5.2 EXCLUDED FROM PROJECT SCOPE Production of project outputs Implementation of project outputs

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2.6 MAJOR PROJECT RISKS

The table below outlines the major risks of the project.

Figure 2.2: Major Project Risks

Risk Description Mitigation Strategies

Team members finding issues working together, communicating and collating ideas

Project manager to assess situation and develop a plan forward to not let this issue hinder the completion of the project successfully.

Misrepresent client’s requirements of the project Post questions on Moodle forum, communicate with the client, and reconfirm and test ideas with the client.

Incomplete proposals, gaps in project plans, scope not well defined, which is identified during implementation phase

Thoroughly research proposals, communicate with clients on anything that is unclear, conduct regular peer reviews, and include all relevant detailed information in documentation.

Change of government and project no longer supported

Ensure all documents are up to date should the project be resumed at a later stage.

2.7 MAJOR CLIENTS & STAKEHOLDERS

The table below outlines the major clients and stakeholders of the project.

Figure 2.3: Major Clients and Stakeholders

Stakeholder Attitude Towards Project and Support Obtainment

Project Team The project team is enthusiastic towards the project and the development of its outputs. Support from the project team can be obtained through constant motivation and effective management.

Project Sponsor The project sponsor is enthusiastic towards the project but levels of enthusiasm will vary depending on the project team’s proposed outputs. Support from the project sponsor can be obtained through consultations.

Client The client is enthusiastic towards the project but levels of enthusiasm will vary depending on the project team’s proposed outputs. The client’s buy-in can be obtained by producing project outputs that are guaranteed to achieve the project outcomes.

Potential QILT Users Potential QILT users are indifferent towards the project and its outputs. Attitudes will not be evident until the implementation of the project outputs. Potential QILT users’ support can be obtained through market research.

2.8 MEASURING SUCCESS

Success can be measured by comparing a set of performance standards to their measures and strategies. The table below outlines the measures of success.

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Figure 2.4: Success Measures

Performance Standards Measures and Strategies

Outcomes and Outputs: Expected outcomes realised and outputs achieved

Project outputs achieve project outcome Project outcome is desired by the client

Clients and Stakeholders: Clients satisfied and stakeholders engaged and supportive

QILT is satisfied that the project outputs meet their needs and expectations

Potential QILT users find the new implementations engaging and effective

Timelines: Project delivered on time

Project is delivered by 13 May, 2016, 11:55pm Project implementation is delivered within 155 days

Budget: Delivered within budget Cost estimations are accurate Project is delivered within $550,000

Quality: Outputs developed to required quality standards

‘Career Path’ Quiz’s logic is scientifically accurate Blog has informative content and is designed appealingly Event calendar functions properly Login functions properly and provides user with unique experience Gamification functions properly and provides user with unique

experience All proposals adhere to the WCAG 2.0 Level AA Standard

2.9 TIME

2.9.1 PROJECT PROPOSAL TIME

The time to complete the project was 12 weeks. The table below outlines the major project milestones.

Figure 2.5: Major Project Milestones

Project Milestones Time & Timeframe

Planning Week 2 – Week 6

Intermediate Presentation Week 6

Document Brainstorming Phase Week 6 – Week 9

Document Drafting Phase Week 9 – Week 11

Document Finalising Phase Week 11 – Week 13

Final Presentation Week 13

2.9.2 PROJECT IMPLEMENTATION TIME

The initial estimate of time to implement the project is 155 days. The table below outlines the major project implementation milestones.

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Figure 2.6: Major Project Implementation Milestones

Project Milestones Timeframe

Planning Day 1 – Day 6

‘Career Path’ Quiz Day 7 – Day 68

Blog Day 69– Day 84

Events Calendar Day 85 – Day 95

Gamification Day 96 – Day 111

Login Function Day 112 – Day 125

Website Redesign Day 126 – Day 155

2.10 BUDGET & STAFF RESOURCES

The initial estimate of budget required is $511,000.

The initial estimate of staffing resources required is 20. This number can be reduced to 12 but will extend the time of the project implementation schedule.

The table below outlines the staff resources required, their critical capabilities and where they will be obtained.

Figure 2.7: Staff Resources

Staff Resource Critical Capability Obtainment

Project Executive Clear vision of the project outputs. Internal

Project Manager Manages team. Internal

IT Consultant Intermediary between developers and executive. Internal

Developer × 3 Develops software. Internal

Software Tester × 3 Tests software for bugs and inefficiencies. Internal

Psychologist Provides psychology information. External

Career Advisor Provides career information. Internal/External

Database Developer × 2 Develops and implements databases. Internal

Web Developer Develops websites. Internal

Accountant Monitors budget. Internal/External

Researcher × 4 Market research. Internal/External

Graphics Designer Designs graphics. Internal/External

2.11 GOVERNANCE AGREEMENTS

Governance agreements concern the key roles, responsibilities and decision-making rights of those involved in the project proposal.

2.11.1 MAJOR ROLES AND RESPONSIBILITIES

The table below outlines the major roles and responsibilities for the project proposal.10


Figure 2.8: Roles & Responsibilities

Name(s) Responsibilities & Accountabilities

QILT Project Board Endorses the Project Charter Provides strategic guidance and input into the project at key stages and ‘steers’

the project Monitors and reviews project progress by assisting in steering the project Approves any changes to the project scope Formally accepts and endorse the project outputs including the Transition Plan Helps resolve issues and champions the project outside the Project Board Ensures the full realisation of outcomes and business benefits after the completion

of the project

Raymond Young & Sabrina Ligeros

Project Sponsor Sets the broad direction and scope of the project Actively engages in the project planning phase and endorses the Project Charter Manages and mentors the business Project Manager Negotiates and provides sufficient resources to ensure the successful completion

of the project Sustains business and stakeholder commitment and support for the project Manages and monitors the factors critical to the success of the project Stopping or suspending the project, if necessary

Julie Vinh Project Manager Defines all aspects of the project Manages the project to successfully deliver the project outputs to the agreed

performance standards Leads and manages the project officers Engages with stakeholders to build their understanding and support for the project

outputs and outcomes Manages the project risks by putting strategies to prevent them from occurring Resolving the project issues as they occur Undertake ongoing planning activities throughout the project’s lifecycle

Tegan Abbott Project Officer Assist the Project Manager to produce project outputs in line with agreed

performance standards Manage the project’s risks and issues Engages with stakeholders to build their understanding and support for the project

outputs and outcomes Manages the project risks by putting strategies to prevent them from occurring Resolves the project issues as they occur Manages the review of cost

Sunny Wong Project Officer Assist the Project Manager to produce project outputs in line with agreed

performance standards Manage the project’s costs Engages with stakeholders to build their understanding and support for the project

outputs and outcomes Manages the review of quality

George Hocart Project Officer Assist the Project Manager to produce project outputs in line with agreed

performance standards Manage the project’s quality assurance Engages with stakeholders to build their understanding and support for the project

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outputs and outcomes Manages the review of risks and issues Documents meeting minutes

Flossie Li Project Officer Assist the Project Manager to produce project outputs in line with agreed

performance standards Manage the project’s implementation schedule Engages with stakeholders to build their understanding and support for the project

outputs and outcomes Manages the review of goals

2.11.2 REPORTING ARRANGEMENTS

The reporting arrangement entails the communication arrangements made to update appropriate stakeholders with progress reports.

2.11.2.1 PROJECT PROPOSAL REPORTING ARRANGEMENTS

The table below outlines the reporting arrangements for the project proposal.

Figure 2.9: Project Proposal Reporting Arrangements

Reporting Mechanism Audience Frequency

‘Status Report’ Presentation

Project Sponsor, Peer Project Teams Weekly

Weekly Team Meetings Project Team Every Tuesday, Thursday, Sunday. Mondays, Fridays, Saturdays when necessary.

Project Sponsor & Project Board Briefing

Project Sponsor, Project Board, Peer Project Teams Week 6, Week 13

Feedback Project Team, Project Sponsor When necessary

2.11.2.2 PROJECT IMPLEMENTATION REPORTING ARRANGEMENTS

The table below outlines the reporting arrangements for the project implementation.

Figure 2.10: Project Implementation Reporting Arrangements

Reporting Mechanism Audience Frequency

Team Meeting Project Team After every task milestone

QILT Meeting Project Manager, IT Consultant, QILT After every task milestone

Cost audit Project Manager, QILT Fortnightly

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3 PROPOSALS

3.1 ‘CAREER PATH’ QUIZ

According to research, 1 in 5 students will fail to complete their chosen course. This occurrence can be explained by a number of reasons. Firstly, students find that they cannot meet the required standard of the course, usually from the lack of academic skills. Secondly, students find that the contents of the course are different to what they expected. Thirdly, students lose interest or find that they do not enjoy their chosen course. Fourthly, students are not sure of their specific areas of interests until they start their course. Finally, students who do not know what they wish to study may enrol in any course, one they may not necessarily be interested in, to secure a place in an institution (Tims 2010).

The ‘Career Path’ Quiz is an interactive and engaging way of presenting information that helps students choose a course that is best for them. The ‘Career Path’ Quiz aims to reduce the likelihood of students dropping out of their chosen course due to the reasons mentioned above.

3.1.1 FUNCTIONALITY

The ‘Career Path’ Quiz’s purpose is to recommend students with career options based on the students’ demographics, personality type, and hobbies. The quiz asks the student a series of carefully formulated questions to determine the most accurate result. Once the students receive their results, they are then prompted to compare universities – connecting the quiz proposal to QILT’s current offerings.

The functionality of the quiz is based off the Myers Brigg’s personality test, and the Benziger’s personality test. These two tests have been scientifically established to correctly identify a person’s personality type. According to these areas of research, particular personality types and traits are more suited to particular career paths.

3.1.2 LOGIC DESIGN

The quiz will work with the use of a database. The database will contain occupations with their respective traits. As students answer the questions from the quiz, the system will filter out occupations that no longer suit the students’ traits. Once the quiz has been completed, the occupations that have not been filtered out will be recommended to the student.

3.1.3 MARKETABILITY

Students have the option of sharing their quiz result on a range of social media platforms. This increases QILT’s brand awareness, brand exposure and increases the likelihood of attracting new users as it invites new users to also take the ‘Career Path’ Quiz.

3.1.4 FURTHER RESEARCH

Further research will need to be conducted on careers and their associated personality types and traits. Additional research will need to be conducted to discover the differentiating traits, which will form the basis for the questions in the ‘Career Path’ Quiz.

3.1.5 PROTOTYPES

Refer to Section 13.1.1.

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3.2 BLOG

There is a plethora of information available to students that will help them in deciding many major decisions post-college, however finding useful information is not always the easiest task. Very particular information students need to find is often hidden amongst related but irrelevant topics, which require large amounts of effort to discover.

The blog is an engaging and informative way for students to find information specific to their needs. According to research, blogs are an effective alternative to presenting formal information, as they are perceived to be more entertaining than hard news (Saycocie 2005).

3.2.1 FUNCTIONALITY

The blog’s purpose is to provide students with a large range of engaging information that will assist them in not only choosing the most appropriate career, but also assist them in choosing the right institution to conduct their study, and provide on-going assistance while they are undertaking their study. The information provided in the blogs can range anywhere from scholarship and internship opportunities, to new courses being offered in institutions, to study tips, to graduate information.

The information to be posted in blogs could be sourced from the news, journal articles, web research, or through post recommendations sent in via third parties.

QILT users who are logged in would be able to subscribe to particular types of blog posts. Depending on their device, notifications would either be sent to users of new posts via e-mail, web notification or mobile push notification. This prompts users to re-visit the website, improving user retention rates. Additionally, if the information in the blogs are considered meaningful and engaging, this also provides an incentive for users to return to the site.

The comments section promotes open dialogue, and encourages community building, allowing students to communicate with each other as another means of gaining insightful information.

3.2.2 MARKETABILITY

Because the implementation of a blog would improve search engine optimisation, users would be more likely to discover the QILT website if the blog contained information that is in demand. As QILT’s search engine ranking increases, the likelihood of QILT appearing on the first page of search engines would also increase – resulting in a higher likelihood of potential users finding the site.

If implemented into the mobile application, the power of push notifications can be harnessed to optimise the effectiveness of the blog. According to mobile commerce experts, push notifications are the most powerful form of marketing for mobile applications. They result in up to 26% higher mobile open rates, and 92% higher user retention rates (Mofluid 2015).

The Blog’s social media share options would also give users the opportunity to share a blog post onto any given social media platform, extending the barriers of exposure for the website.

3.2.3 FURTHER RESEARCH

Further market research will need to be conducted on what information users would be interested in reading, as well as the what the most effective techniques are in writing engaging material.

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3.2.4 PROTOTYPES


3.3 EVENTS CALENDAR

Attending campus events allows students to gain a real feel of how institutions are ran, and what they are like. Higher-education institutions not only have differing courses, but also differing cultures, that also affect a student’s choice in deciding what and where to study.

The events calendar provides students with a platform that allows them to search all relevant higher-education events from a single place.

3.3.1 FUNCTIONALITY

The purpose of the events calendar is to allow students to access education oriented events and opportunities from one single application. The events calendar works as a tool for students from secondary to post-graduate education to identify events occurring in their area. These events have brief summarising details of the event with location and time, and provide an original source for users to click onto for more information. Users can view and search for events by using a number of categories including institution, event type, or by using related tags for events.

The events listed in the events calendar are derived from institutes, or researched by members of QILT, from educational sources that are related to educational services and opportunities for students.

Users who log into the site can then subscribe to events of their choosing, which will send an email notification, or a mobile push notification, as events are to take place.

Posting relevant and engaging events will encourage users to return to the events calendar to view more, improving the retention rate.

3.3.2 MARKETABILITY

Users can share events to a range of social media feeds on the events they are going to or are interested in. This exposure increases the likelihood of the users’ friends also attending the event, which would prompt them to visit the QILT website to RSVP.

3.3.3 PROTOTYPES


3.4 LOGIN FUNCTION

3.4.1 FUNCTIONALITY

Providing a login function enables the user to have a more personalised experience on the QILT website, and will provide QILT with a reliable indicator of the amount of unique users on the site. A secure login is also required to avoid malicious activity being performed on these tasks where comments can be posted.

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The login function will allow users to log in securely to the QILT website and will verify a user’s identify to perform several tasks within the website, such as:

Comment on blog articles; Subscribe to blog posts; Gain points in the gamification function; Interact directly through the social media feed that is integrated on the website; and Subscribe to events on the events calendar.

The login function will allow a user to login through an existing Facebook account, which will help verify a users’ authenticity, and will also provide a faster, easier alternative than creating an account from scratch. There will also be an option for those without a Facebook login to create an account through QILT, which will require personal details, an email address, and CAPTCHA verification, to prevent spambots.

3.5 GAMIFICATION

Gamification is a unique feature that provides incentives for users to become more engaged in a website, as well as have some fun. It is an online marketing technique that involves typical elements of game playing. Gamification works on the premise that achievements are expressed as mini rewards in users’ brains, triggering the release of dopamine, which is a neurochemical involved in addiction. Dopamine plays a crucial role in promoting positive behaviour and training people to form habits (Smith 2014). If users form the habit of frequently checking the QILT website for recent posts and events, it will not only benefit the user in that they are gaining useful information, but it also benefits QILT as user retention and satisfaction rates will rise.

3.5.1 FUNCTIONALITY

The main purpose of gamification is to reward users for engaging with the QILT website. The gamification proposal consists of four main elements:

Achievement page: The achievement page provides various methods of engaging with the QILT website to earn points. The QILT website then rewards the user for successfully completing an achievement, activating the rewards centre in the brain, forming positive habits.

Progress bar: The progress bar is a visual presentation of the progress a student has made in relation to earning the next achievement. These achievements can range from intangible rewards that simply provide a positive feeling to users, or can be tangible rewards, such as coffee and bookshop discounts.

Titles: Titles work similarly to achievements, however offer a more permanent form of reward, a title. Titles would range from QILT Beginner, to QILT Rookie, to QILT Expert, to QILT Master.

Leader board: Leader boards provide incentives for more competitive users to engage more, and earn points. Leader boards can also be used by QILT to measure the levels of activity between users, and what aspect of the website is being used most.

3.5.2 PROTOTYPES


3.6 WEBSITE RE-DESIGN

To support the project outcome of user attraction and retention, a redesign of the website is proposed. Research suggests that disorganised website layouts will not retain users but will increase the bounce rate as their attention is diminished where they are required to scan too much content or if they cannot easily locate what they are after (Oberoi 2016). Hence, a greater simplified, modern and appealing design will be created, in which the existing colour scheme will be recreated and will strongly support the project objectives.

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3.6.1 WEBSITE LAYOUT

3.6.1.1 ISSUES IDENTIFIED WITH CURRENT DESIGN AND LAYOUT Instructional video taking up prime real estate: An informal survey amongst peers showed that brand new

users to this site did not feel it was necessary to click on this video when first entering the site. Most first time users prefer to browse the site to form their own opinion before reaching for help. This was an indication that even for new users, it was not a high priority to have the instructional video taking up valuable real estate on the homepage. Returning users were even more unlikely to reach out to view this video.

Blurry and outdated background images: These make the site feel outdated, dull, and having two images was overwhelming to the user.

Colour schemes in menu bars and footers: The existing scheme looks overwhelming and the colours are not being utilised together in a way that looks in sync.

Two search bars: Confusing to the user and unclear on which one they should use and what to search by.

3.6.1.2 NEW PROPOSALS DEVELOPED FOR THIS PROJECT New and strategic layout of homepage items to better utilise the prime real estate and grab the interest of users

quickly, keeping them on the page – “What appears at the top of the page vs. what’s hidden will always influence the user experience – regardless of screen size. The average difference in how users treat info above vs. below the fold is 84%” (Schade 2016). This shows that users are more likely to lose interest immediately and leave the site if they cannot see any key or interesting information at first glance without scrolling or navigating to another page. We have used this knowledge by occupying the prime real estate with QILT’s most significant and useful features and functions. It will grab the interest of more users which will achieve the project outcome.

Modernisation of website design will be achieved by creating a neutral background and utilising the attractive colour scheme in a variety of ways for different functions, such as menu bars, borders and text boxes. Redesigning the existing colour scheme in terms of where the colours are used to ensure they are visually working well together.

Unified search bar – Having one unified search bar will make it clearer and simpler for the user as to where they perform their search. It has radio button options to quickly refine a search if they are unsure what they might need to search for, as well as an advanced option should they wish to refine the search even further.

3.6.2 ACCESSIBILITY OPTIONS

All of the proposed upgrades and prototypes for the website design have been assessed against the Web Content Accessibility Guidelines (WCAG) to the AA level of conformance. Reviewing the WCAG against the site redesign prototypes ensures that all functions will be accessible and also helps development of extra functionality to improve the website where it was lacking in accessibility.

In addition to the site redesign meeting these WCAG, there had been additional extras which help the user: Text increase/decrease toggle button: Should the user wish to easily zoom in or out when viewing the site A ‘listen to this page’ function – for users who wish to listen to the page being displayed rather than reading it

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3.6.3 PROTOTYPES


4 TIME MANAGEMENT PLAN

The time management plan is a crucial tool in estimating the duration of the project. The project involves two stages: the proposal and the implementation. The proposal stage consisted of identifying project goals and objectives, and developing their respective outputs. The implementation stage involves the tasks that need to be completed to deliver the outputs. A work breakdown structure was created for both the project proposal and project implementation to identify the tasks needed to be completed. The project and all its tasks were divided to each team member, based on the project deadlines in order to complete the tasks within the given time frame.

4.1 PROJECT PROPOSAL

The proposal stage was split into five main stages, starting with the planning stage, then moving onto the documentation stage which includes the brainstorming phase, the drafting phase, the finalising phase, and the revision phase. These phases were given a time frame of 12 weeks to complete. The table below outlines the work breakdown structure of the tasks required to complete the project proposal stage.

4.1.1 PROJECT SCHEDULE

Figure 4.1: Project Schedule

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19


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4.2 PROJECT IMPLEMENTATION

The project implementation stage is split into seven stages, including: Planning stage; ‘Career Path’ Quiz; Blog; Events Calendar; Gamification; Login function; and Website redesign.

The thorough work breakdown structure of the project implementation allowed the project team to identify the very hours required for a task to be completed. These hours were based off a combination of the project team’s experience, web research, and consultations with various people in the field of IT. Times were consulted with an IT company director, a database designer, a project manager, and a web developer. These sources also assisted the project team in identifying any tasks that were missed in forming the work breakdown structure.

4.2.1 PROJECT IMPLEMENTATION SCHEDULE

Figure 4.4: Project Implementation Schedule (High Level)

Task Duration (days) Contingency (days)

Planning Stage 4 5.2

‘Career Path’ Quiz 47 61.1

Blog 12 15.6

Events Calendar 8 10.4

Gamification 12 15.6

Login Function 10 13

Website Redesign 23 29.9

21


Total Days 116 155

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Figure 4.5: Project Implementation Schedule (Planning Stage)

Start Day

End Day

Duration

Task Prerequisite

Task ID Task Name Hours Responsibility Description

1 Planning Stage

1 1 1 1.1 Revise proposals 7 QILTQILT project team to revise the proposals specified in the project proposal documentation to revise in detail of what upgrades are proposed. QILT to make changes if required.

2 2 1 1.2 Revise budget 3.5 QILTQILT project team to revise the estimated budget provided to ensure estimates are correct and reasonable. QILT to make changes if required.

2 2 1 1.3 Revise implementation plan 3.5 QILT QILT project team to revise the schedule and assigning actual

dates for the implementation

3 3 1 1.4 Revise risks 3.5 QILTQILT project team to revise initial risks identified in risk register and make changes and additions if required. Also to revise risk management plan and issues register.

3 3 1 1.5 Revise quality 3.5 QILT QILT project team to revise the quality plan and make changes if required.

4 4 1 1.1, 1.2, 1.3, 1.4, 1.5 1.6 Implement Schedule 7 QILT, Project

Manager

Assign actual dates to project schedule, set up project cost centres, allocate tasks and responsibilities to human resources.

Duration (days) 4

Contingency (days) 5.2

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Figure 4.6: Project Implementation Schedule (‘Career Path’ Quiz)

2 ‘Career Path’ Quiz

5 5 1 2.1 Initial Consultation 5QILT, Project Manager, IT Consultant

Reviewing what tasks are involved with the proposal and discussing the complexities.

6 7 2 2.1 2.2

Consultation with psychologist and careers advisor on quiz

14

IT Consultant, Project Manager, Psychologist, Careers Advisor

Discuss with psychologist the type of quiz questions proposed and how they will map to personality types and course areas to ensure the quiz recommendations are valid and legitimate.

8 8 1 2.2 2.3 Team meeting 2Project Manager, IT Consultant, Researcher

Team meeting to allocate work.

8 22 15 2.3 2.4 Quiz research 105 Researcher*4

Research on careers/course areas and attributes of each - typical personality types, level of involvement with people, work environments, etc.Task also involves developing the quiz questions based on the research.

23 23 1 2.5 Monitor Costs 2 Accountant Monitor costs to ensure budgets are being adhered to.

23 27 5 2.4 2.6 Technical documentation 35 IT Consultant Developing technical specifications document, software

modelling for quiz, technical instructions for developer.

28 28 1 2.6 2.7 QILT meeting 2QILT, Project Manager, IT Consultant

Meeting with QILT representatives to update on progress of project tasks.

28 28 1 2.7 2.8 Team meeting 2Project Manager, IT Consultant, Developer, Tester

Team meeting to update on progress of project tasks and allocate work.

28 31 4 2.6 2.9 Develop pseudo code for quiz logic 28 Developer Developing how the quiz will be calculated and what results

will be provided based on quiz questions answered.

32 34 3 2.9 2.10 Quiz logic testing 21 Tester Test quiz logic and pseudo code to ensure it provides logical and accurate quiz results.



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35 35 1 2.11 2.12 Team meeting 2

Project Manager, IT Consultant, Developer, Tester, Database Developer, Web Developer



35 36 2 2.12 2.14 Review, update, retest of quiz logic 14 Tester Revise and review test cases, update test cases, perform

resetting on use cases if required.

37 41 5 2.14 2.15 Develop database and input data 35 Database

Developer*2

Quiz database development and input the quiz data such as questions and recommendations and the linkages between these attributes in the database.

37 39 3 2.14 2.16 Develop user interface 21 Developer Develop User Interface for the quiz.

37 46 10 2.14 2.17 Code algorithm 70 Developer*2 Develop the quiz algorithm based off the pseudo code for the quiz logic to provide the accurate results in the quiz.

47 47 1 2.14, 2.15, 2.16, 2.17 2.18 Team Meeting 2



47 47 1 2.18 2.19 Implement in testing environment 4 Developer All changes put into test environment so it can all work

together and be tested on.

47 49 3 2.19 2.20 User interface testing 14 Tester Test all parts work correctly together - UI, database, quiz logic, results.




49 49 1 2.21 2.23 Team meeting 2



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49 51 3 2.22 2.24 Review, update and retest user interface 14


Revise and review test cases, update test cases, perform retesting if required.

Duration (days) 47


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Figure 4.7: Project Implementation Schedule (Blog)

3 Blog

52 52 1 3.1 Initial Consultation 4 QILT, Project Manager, IT Consultant


52 53 2 3.1 3.2 Technical documentation 7 IT ConsultantDeveloping technical specifications document, technical instructions for developer.

53 53 1 3.2 3.3 Team meeting 2Project Manager, IT Consultant, Developer, Web Developer


53 57 5 3.3 3.4 Market Research 28 Researcher*2

Research on what blog articles students find interesting and helpful, what topics students need more information on, the frequency of blog posts etc.

53 57 5 3.3 3.5 Develop user interface 35 Developer*2 Develop User Interface for the blog including archived blog posts.

58 58 1 3.4, 3.5 3.6 Team meeting 2Project Manager, IT Consultant, Developer, Tester, Web Developer


58 58 1 3.6 3.7 Implement in testing environment 4 DeveloperAll changes put into test environment so it can all work together and be tested on.

59 60 2 3.7 3.8 User interface testing 14 Tester Test all parts of blog - viewing posts, archived posts, tags etc.


61 61 1 3.8 3.10 QILT meeting 2 QILT, Project Manager, IT Consultant


61 61 1 3.10 3.11 Team meeting 2Project Manager, IT Consultant, Developer, Tester, Web Developer


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Project Manager, IT Consultant, Developer, Tester, Web Developer


Duration (days) 12


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Figure 4.8: Project Implementation Schedule (Events Calendar)

4 Events Calendar

64 64 1 4.1 Initial Consultation 3QILT, Project Manager, IT Consultant


64 65 2 4.1 4.2 Technical documentation 7 IT Consultant

Developing technical specifications document, software modelling for events calendar, technical instructions for developer, designing the push notifications for the events and subscription service for events.

65 65 1 4.2 4.3 Team meeting 2

Project Manager, IT Consultant, Developer, Database Developer, Web Developer


65 67 3 4.3 4.4 Develop database 14 Database Developer

Events calendar database development and input events coming up

65 66 2 4.3 4.5 Develop user interface 7 Developer Develop User Interface for the events calendar

67 67 1 4.4, 4.5 4.6 Team meeting 2





68 70 3 4.7 4.8 User interface testing 14 Tester Test all parts of events calendar such as database, UI changes, subscription and push notification.




70 70 1 4.10 4.11 Team meeting 2 Project Manager, Team meeting to update on progress of project tasks.29


IT Consultant, Developer, Tester, Database Developer, Web Developer




Duration (days) 8


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Figure 4.9: Project Implementation Schedule (Gamification)

5 Gamification

72 72 1 5.1 Initial Consultation (Gamification) 5

QILT, Project Manager, IT Consultant


72 77 6 5.1 5.2Technical documentation (Gamification)

35 IT Consultant

Developing technical specifications document, software modelling for gamification, technical instructions for developer, designing the push notifications for the gamification.

78 78 1 5.2 5.3 Team meeting 2

Project Manager, IT Consultant, Developer, Database Developer, Web Developer, Graphics Designer


78 82 5 5.3 5.4 Design graphics 35 Graphic Designer Design all graphics needed for gamification such as design emblems, banners, progress bar etc.


Gamification database development and input data and logic for different user levels

78 81 4 5.3 5.6 Develop user interface 28 Developer*3 Develop User Interface segments for gamification

79 79 1 5.4, 5.5, 5.6 5.7 Team meeting 2

Project Manager, IT Consultant, Developer, Tester, Database Developer, Web Developer, Graphics Designer




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80 82 3 5.8 5.9 User interface testing 14 Tester*3 Test all parts of gamification such as database, UI changes, gaining of points/credits and push notification.




81 81 1 5.11 5.12 Team meeting 2






Duration (days) 12


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Figure 4.10: Project Implementation Schedule (Login Function)

6 Login Function

84 84 1 6.1 Initial Consultation (Login Function) 4



84 85 2 6.1 6.2Technical documentation (Login Function)

7 IT Consultant Developing technical specifications document, technical instructions for developer.

85 85 1 6.2 6.3 Team meeting 2

Project Manager, IT Consultant, Developer, Database Developer, Web Developer



Login account database development and input data and logic for logins and registering new users.

85 89 5 6.3 6.5 Develop user interface 35 Developer Develop User Interface for user account page and

login/register page

90 90 1 6.4, 6.5 6.6 Team meeting 2

Project Manager, IT Consultant, Tester, Developer, Database Developer, Web Developer




90 92 3 6.7 6.8 User interface testing 14 Tester Test all parts of login function such as database for login and registration, UI changes.

91 91 1 6.9 Monitor Costs Accountant Monitor costs to ensure budgets are being adhered to.



92 92 1 6.10 6.11 Team meeting 2 Project Manager, Team meeting to update on progress of project tasks and

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IT Consultant, Tester, Developer, Database Developer, Web Developer

allocate work.


Project Manager, IT Consultant, Tester, Developer, Database Developer, Web Developer

Revise and review test cases, update test cases, perform resetting if required.

Duration (days) 10

Contingency (days) 13

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Figure 4.11: Project Implementation Schedule (Website Redesign)

7 Website Redesign

94 94 1 7.1 Initial Consultation (Redesign) 7



95 98 4 7.1 7.2Technical documentation (Redesign)

28 IT Consultant Developing technical specifications document, technical instructions for developer.

99 99 1 7.2 7.3 Team meeting 2

Project Manager, IT Consultant, Web Developer, Graphic Designer

Team meeting to update on progress of project tasks.

99 102 4 7.3 7.4 Design graphics 28 Graphic Designer Design all graphics and colour scheme for new website layout including formatting, menu bars, images, logos etc.

99 105 7 7.3 7.5 Develop user interface 49 Developer*2

Develop social media feed implementation, add new proposals in menus, develop and implement new web page layout and design to all pages, redevelop search bar.

106 108 3 7.4 7.6 Review UI against WCAG guidelines 21 Developer Make sure all changes to website comply with Web Content

Accessibility Guidelines to the AA level of conformance.

109 109 1 7.4, 7.5, 7.6 7.7 Team meeting 2

Project Manager, IT Consultant, Tester, Web Developer, Graphic Designer




111 113 3 7.8 7.9 User interface testing 21 TesterTest all parts of website redesign including menus, search bar, layouts on different sized devices, links, social media feed integration if working.

112 112 1 7.10 Monitor Costs Accountant Monitor costs to ensure budgets are being adhered to.

114 114 1 7.9 7.11 QILT meeting 2

Project Manager, IT Consultant, Tester, Web Developer,


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Graphic Designer

114 114 1 7.11 7.12 Team meeting 2

Project Manager, IT Consultant, Tester, Web Developer, Graphic Designer


114 116 3 7.12 7.13 Review, update and retest user interface 14 Tester Revise and review test cases, update test cases, perform

retesting if required.Duration (days) 23


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5 COMMUNICATIONS PLAN

The communications plan identifies the ways the project team intends to move its key stakeholders through the required changes from the current to the future state.

5.1 STAKEHOLDER ANALYSIS

5.1.1 CURRENT STATE

The client, ‘QILT’ are looking into website design and function enhancements to improve user attraction and retention. These enhancements must align to the Department of Education’s objective for the site and be within given budget and WCAG standards for website design.

5.1.2 FUTURE STATE

The client ‘QILT’, on completion of desired website design and function enhancements would like to be satisfied that the completed enhancements are sustainable to achieve their desired levels of retention and attraction.

5.1.3 KEY MESSAGES Harness the power of social media Expose yourself – invest in marketing and advertisement Understand the needs and wants of your target market Provide a unique experience to your users Do not underestimate the potential of exceptional website design

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5.1.4 STAKEHOLDER ANALYSIS TABLE

Figure 5.1: Stakeholder Analysis

5.2 STAKEHOLDER COMMUNICATIONS PLAN

Figure 5.2: Stakeholder Communications Plan

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6 RISK MANAGEMENT PLAN

The risk management plan details the risks identified in the project starting from the initial planning phases of the project proposal to the implementation of the project. Each risk has been assessed using qualitative and quantitative ratings with details on how these ratings were calculated. The risk management plan also specifies the risk mitigation and management strategies used to handle risks that have occurred, and thus have become issues.

6.1 PURPOSE OF RISK MANAGEMENT

The risk management plan was developed to identify and manage uncertainties associated with the project. It ensured that any risks encountered throughout the lifecycle of this project would not detrimentally affect the outcome and objectives. Risk identification and management was vital to the success of this project in all aspects, including but not limited to producing the project schedule, calculating costs, resourcing, and identifying project outcomes.

6.2 RISK MANAGEMENT PROCEDURE

The process of risk management involves the following steps:1. Identification of sizeable risks in all aspects of the project;2. Evaluation and analysis of each individual risk;3. Risk mitigation strategies such as avoidance, countermeasures and management;4. Risk response practices in the event a risk is encountered; and5. Ongoing risk monitoring.

6.2.1 RISK IDENTIFICATION

Identifying the project risks before they occur enabled a plan to be developed to avoid and/or manage risks, so that in the event that a risk did occur, it was not detrimental to the success of the project.

The identification of the initial project risks was collaboratively discovered by the project team during a facilitated brain storming session early in the project.

6.2.1.1 RISK CATEGORIES

Identifying the main categories of risks helped the project team to brainstorm and analyse each category to ensure the main risks for each aspect would be identified. Applying this strategy also meant that no aspects of the project were disregarded or forgotten about; this is an important facet as particular aspects of the project receive less attention or resources when compared to others. The categories of risks were identified as being:

General project riskso Cost riskso Outcome riskso Quality riskso Time riskso Resourcing riskso Documentation risks

Project proposal team risks Project implementation risks

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After the categories had been identified, project milestones were brainstormed to assist in recognising what types of events or activities would trigger risks to occur. Additionally, countermeasures and/or avoidance strategies were brainstormed to mitigate the severity of the risks identified.

6.2.1.2 RISK DETAILS

The information required to manage each risk were used to form the project risk register. The following table specifies the details that were provided for each identified risk; such details enabled the team to brainstorm relevant information that would assist in comprehensively managing each risk.

Figure 6.1: Risk Details

Detail Description

Risk ID An assigned unique identifier so the risk can easily be identified and referred to.

Date Identified The date the risk was first identified by the project team.

Description The details of the risk, the circumstances of when it may occur, and why it will be detrimental to the success of the project.

Risk Category Defines what aspect of the project the risk affects.

Likelihood of Occurrence How likely the risk is to occur based on the following percentages: ≥ 70% = Almost Certain 35% - 69% = Likely ≤ 34% = Unlikely

Severity of Effect The level of effect the risk would have on the project success based on the following percentages:

≥ 70% = High 35% - 69% = Medium ≤ 34% = Low

Overall Risk Rating The quantitative rating of the risk calculated by the likelihood and severity of effect, using the risk matrix.

Mitigation The strategies and countermeasures the project team will implement in order to avoid, control, accept or transfer the risk.

Comments Additional details of the risk.

Owner Defines who is responsible for the risk in regards to prevention and management.

Status The current status of the risk: Open – A risk that has been identified and could potentially occur. Moved – A risk that has occurred and has been moved to the issues

register. Closed – A risk that is no longer able to occur as the phase of project of

when it could have occurred has passed.

Last Updated Date in which the risk was last revised.

6.2.2 ANALYSIS & EVALUATION

Analysing and evaluating the identified risks involved determining which aspect of the project the risk would have a negative impact on, and how they may have affected the success of the project.

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6.2.2.1 QUALITATIVE & QUANTITATIVE ANALYSIS

The analysis process involved assigning two qualitative ratings to the risk: the likelihood of the risk occurring in the current environment, and the severity of the risk if it did occur. Giving each risk two qualitative ratings enabled the project team to source an overall quantitative rating for the risk, which helped better manage the levels of risk.

Each risk has been evaluated to determine the likelihood using the following quantitative ratings: Almost Certain (≥ 70%) = 3 Likely (35% - 69%) = 2 Unlikely (≤ 34%) = 1

Each risk has been evaluated to determine the severity using the following quantitative ratings: Almost Certain (≥ 70%) = 3 Likely (35% - 69%) = 2 Unlikely (≤ 34%) = 1

To gain the overall quantitative rating for each task, the following calculation was made:

Likelihood of occurrence × Severity of effect = Overall risk rating

The following matrix had been used to display both the qualitative and quantitative ratings:

Figure 6.2: Risk Matrix

Severity of Effect

Low1

Medium2

High3

Lik

elih

ood

of O

ccur

renc

e

Unl

ikel

y1

Risk Rating:1 – Low

7 risks


4 risks

Risk Rating:3 – Medium

10 risks

Like

ly2


4 risks


7 risks

Risk Rating:6 – High

4 risks

Alm

ost

Cer

tain

3


2 risks


0 risks


0 risks

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Figure 6.3: Project Risks Identified as ‘High’

Risk ID Risk Description

11 Team members finding issues working together, communicating and collating ideas

12 Misrepresent client’s requirements of the project

25 Incomplete proposals, gaps in project plans, scope not well defined, which is identified during implementation phase

34 Change of government and project no longer supported

6.2.3 RISK MITIGATION

Risk mitigations had been strategically developed to reduce the impact on all aspects of the project that the risk affected. Implementing these mitigation strategies not only helped at the time the risks occurred so that the project team could avoid making spontaneous decisions, but also helped preventing unwanted surprises.

This project develops a mix of preventative and contingency measures which are specified in the risk register. The main types of mitigation strategies are:

Avoidance: Specify different ways to complete tasks that will not trigger the risk; Controlling: Using countermeasures to minimise the severity of impact; Acceptance: Mange the risk should it occur (usually has budget and schedule impacts); and Transfer: Risk to be managed by another party such as an external company (usually has a budget impact).

6.2.4 RISK MONITORING

The project risks were constantly monitored by the assigned risk manager of the project team. Reviewing the risks on a regular basis ensured the risks were kept up-to-date and relevant throughout the entire project. Ensuring that regular status reports of high risks were communicated to the project team and relevant stakeholders guaranteed that risks were expected, managed, and/or avoided. Amendments to the original project scope were monitored to ensure these changes did not create any risks or increase the severity of existing risks.

6.3 ROLES AND RESPONSIBILITIES

The risks have been revised and additional risks added on a weekly basis during the project team meeting.

It was the responsibility of the Risk Manager to ensure that risks were properly identified and documented in the project risk register. The project team and relevant stakeholders were engaged in risk awareness activities and communications so all parties involved in the project could assist in risk prevention.

6.4 RISK REGISTER


6.5 ISSUES REGISTER


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7 QUALITY MANAGEMENT PLAN

The quality management plan analyses the project’s processes for completing the deliverable product by the project team to the quality level expected by the client. Quality management planning is important for all kinds of projects and product development. Failure to follow and identify project risks and methods from a quality management plan can result in a project’s overall failure with serious negative implications toward the project’s stakeholders and clients.

For this project, an agile methodology was used. Repeated refinement of project ideas were reviewed through iterative audits of each project deliverable through presenting project ideas to as close to completed form as possible to the Project Sponsor and clients. The use of an ‘inspect and adapt’ method over a sequential methodology of project processes gives the best product return, as recurring opportunities to present to stakeholders ensures that the product that is produced is also the right product for the client and stakeholders.

This project quality plan will identify the main project quality procedures that the project team will be covering in documenting and developing project deliverables. The quality control procedures of each proposal with their desired output and quality metrics for each will be detailed in this plan. Finally, the quality assurance procedures of each phase in project development and their acceptance criteria assurance for each, will be detailed.

7.1 PROJECT QUALITY PROCEDURES

The project team discussed each proposal through a set of project quality procedures. These quality procedures cover the main concepts of successful project development by the project team to deliver the desired output to quality standard. Each project team member was assigned a managerial role in a project quality procedure. This involved auditing and documentation of the main ideas with their quality procedure from the project team’s discussion and research, to feedback from project sponsors and clients.

The following table lists the project quality procedures:

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Figure 7.1: Project Quality Procedures

Quality Process Responsibility Role Process Description

Scope Project ManagerJulie VinhSecondary ManagerFlossie Li

Lead and motivate project team Keep project in line with scope and

outcome Allocate team members with work

Reaching the overall goals of the project for each of the project’s deliverables as they are developed and presented. This involves following and listening to client and stakeholder feedback on proposal ideas and managing them to standards within the scope of the project’s overall goal.

Quality Quality ManagerGeorge HocartSecondary ManagerSunny Wong

Ensure project deliverables align to metrics

Ensure project phases pass criteria Quality of project is kept within scope

The quality of the project involves the auditing and documentation of project proposal ideas to client expectation and quality standards. This includes the quality management plan of the project documenting the quality control and quality assurance activities for each proposal throughout the development lifecycle.

Risks Risk ManagerTegan Abbott

Secondary ManagerGeorge Hocart

Project and team risks are documented Risks becoming issues are

documented Risks are categorised and put into a

matrix

The risks of the project are identified and updated as they become issues through auditing and documentation between project team members and project stakeholders. Identifying these risks to the project and project team provides assurance that the project team understand the potential risks and issues surrounding the project’s development.

Cost Cost ManagerSunny WongSecondary ManagerTegan Abbott

Cost of deliverables are within given budget

Costs for deliverables have a contingency plan

Costs are researched and well documented

The cost establishes the calculated cost of each of the project proposals through research from professional sources and realistic evaluations within the given client budget. Making sure that the cost of each proposal is well defined in the initial costs of purchase and hiring to estimations for the various on-going costs after the project’s implementation.

Time Flossie LiSunny WongSecondary ManagerJulie Vinh

Scheduling of project phases and completion is within time constraints

Keep track and monitor of the project team’s progress

The time of the project relates to the time spent on developing, delivering and finalizing each proposal to the desired completion date. This involves making sure project deliverables are timed within a reasonable schedule to be completed and that the given development time is well managed and not falling behind project phases of completion.

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7.2 QUALITY CONTROL PROCEDURES

Quality control looks to measure and report on the quality of the project’s deliverables. It ensures the project is upholding the desired quality metrics of correctness and completeness criteria and the clients’ expectations. These quality metrics are the desired completed measures for each proposal in project. Completing them relates directly to the project’s main outcome of obtaining attraction and retention to the QILT website.

Figure 7.2: Quality Control Procedures

Project Proposal

Description Output Quality Metric

‘Career Path’ Quiz

The quiz helps users determine their career path, by determining the user’s career choice and university course related to their answers.

Quiz personality questions Career results, listing

relating to personality traits

University courses related to career results

Psychology Consultant: quiz logic and questions

IT Consultant: Quiz logic and structure

Myer-Briggs & Benziger test adaptation

Blog The blog posts institution information and opportunities around education services.

Institution-created blogs Researched educational

blogs Blog user comment

section and rating system

Institution-written blog posts

Market research by QILT

Events Calendar

The events calendar lists upcoming events for institutions and other educational opportunities and events.

Institutions’’ upcoming events

Researched education-related events

Institution-verified events Researched events related

to educational services

Social Media Feed Integration

The social media feed is implemented as a public relation tool to market QILT and to give the QILT website a social media impact.

QILT site social media feed

Posts relevant information about education services and opportunities

Market research on relevant student information feed on education and QILT

Login Function

The login function makes sure that users on the site are verified to interact and have access to the website’s various functions.

Users register and login to receive access to site functions

IT Consultant on proper implementation of site login function

Gamification Gamification is the application of game playing techniques such as point scoring, ranks and achievements in website usage from users.

Rankings/points system for users

QILT achievement system User portraits and reward

bar Incentives, rankings,

textbooks and coffee discounts

Research on application of gamification

IT Consultant on implementation

Website Redesign

To host the various website proposal ideas, a redesign is needed to accommodate these additions to functionality

Website redesign of content and added functions

WCAG AA standards of web design

IT consultation on desired designs to WCAG

Testing proposal designs in website

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7.3 QUALITY ASSURANCE PROCEDURES

Quality assurance verifies that the project is adhering to the desired quality standards and client expectations throughout its development. By documenting each project phase from initial design to completion in the overall development cycle, the project team can ensure that the policies and expectations of the clients and stakeholders are met. This involves the acceptance criteria for the phase, the quality assurance activity done to achieve the acceptance criteria including the frequency of that activity.

Figure 7.3: Quality Assurance Procedures

Project Phase Phase Acceptance Criteria Quality Assurance Activity

Activity Frequency

1. Initial development of project plan and proposals

Initial draft of project proposals within client expectations and desires

Analyse current QILT site design, discuss and identify website enhancement ideas

Review initial drafts until designs are within project scope

2. Refine project plan/proposal ideas

Defined project proposals based on established set of goals for project development

Project plan and proposals meet client expectations and align to desired standards

Once per project client/handler meeting

3. Project prototype development

Research and development into project proposal prototype creation

Project proposal prototypes are within digital quality standards of WCAG AA standards of Web 2.0

Once per project meeting with project team and handler

4. Project plan and prototype approval

Revision of project plan and prototypes to client expectation and project standards

Audit of project deliverables, document changes in project plan and tasks to client approval

Once before project deliverables are finalized

5. Project proposals time and cost calculation

Time and cost calculated for project implementation meets realistic standards of the industry

Calculate time and cost in relation to researched and verified sources for each proposal idea

Reviewed until given time and cost calculations are acceptable to project sponsors

6. Close project development with overall project review and feedback

Final review of project plan and proposals to client expectations and standards

Complete project proposal ideas with post project review/feedback

Once before project completion is finalised

7. Project design Implementation

Research and analysis of current website to project plan and prototypes

Allocate roles to implement project prototypes to website design

Initiate after project development until implementation process and roles are finalized

8. Project design testing Test project designs in current system. New design and functions are compatible

Hire testers for implemented functions and take feedback from their review.

Testing weekends for implemented features until functionality criteria for design is met

9. Website roll out Website redesign and functionality roll out. New design and functionality aligns with desired proposal outputs.

Check list of desired proposal outputs with reference to project outcome and client expectations.

Run checklists for all implemented functions.

10. Maintenance N/A Out of Scope N/A Out of Scope N/A Out of Scope

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The quality assurance documentation has been updated on a weekly basis during the project team meeting.

It was the responsibility of the Quality Manager to ensure that quality was controlled throughout the project proposal and project documentation. The project team were engaged in quality control activities so all quality could be ensured throughout the entire project.

8 COST MANAGEMENT PLAN

The cost management plan analyses the initial budget associated with the project implementation. It provides an indication of whether the project is under-budget, over-budget, or the correct amount is being spent in the project. The cost management plan also provides the necessary information regarding the outputs that are being produced by the project, as well as overhead costs. The costs related in the cost management plan focuses on the output cost to deliver the desired outcome.

8.1 COST MANAGEMENT APPROACH

The cost management approach involved selecting the method of calculating costs for the project implementation. The most appropriate cost management approach for this project is the Definitive – Engineering (grass knot) approach (Schwalbe 2015, pp.272).

The benefit of using the Definitive – Engineering approach for budgeting activities is that it results in high accuracy of data. It provides a step-by-step implementation structure of each cost allocated to a specific task using a definitive generic type, and has a bottom-up work breakdown structure relationship. This approach ensures the costing has a -5 to +10% accuracy.

8.2 ESTIMATED COSTS

Estimating costs is the process of developing an approximation of the monetary resources needed to complete project activities. It explains the basis of cost estimation, and provides information on how accurate the estimation is, the units of measurements used, and the mitigation of potential risks (Arnecke 2015)

There were four main work break-down structures that were associated with estimating costs: overhead costs, proposal costs, on-going costs, and total costs.

Using the data provided by People Bank, the rate of the employee salaries was extracted to calculate the cost of the tasks for each component. With the potential risks involved with project implementation, an additional 30% was added to the proposals’ total costs as a means of contingency budgeting.

The factors that were considered in calculating the estimated costs of implementing the project were: Tasks: The output that produces the overheads and proposal ideas; Hours: The amount of hours it takes to complete the task; Rate: The hourly rate associated with the employee that is allocated to the task; Total: The total cost of each work package with added contingency costs.

To calculate the total cost of each task, the following calculation was made:Hours × Rate(employee/s) × 1.3 = Cost

To calculate the total cost of on-going activities, the following calculation was made:

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Daily Rate(employee) × Hours × Weeks × 1.3 = Cost

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8.2.1 OVERHEAD COSTS

Figure 8.1: WBS 1 – Overhead Costs

Work Breakdown Structure 1Overhead Task Hours Rate/Hour ($) Sub Total ($) Total ($)1.1 (Management)1.1.1 Revise entire project plan

Project Management 21 125 2,625 3,412.50 1.1.2 Project Budget

Monitor costs 35 100 3,500 4,550.00 1.1.3 Allocate human resources

Weekly project team meetings 2 125 250 487.50 Weekly meetings with stakeholders/clients 1 125 125

1.2 (IT Consulting)1.2.1 Initial Consultation of Project

Career Path Quiz 5 155 776

5,651.10

Blog 4 155 621Events Calendar 3 155 466Gamification 5 155 776Login function 4 155 621Redesign of website 7 155 1,087

1.2.2 Develop Technical Documentation for ProjectCareer Path Quiz 35 160 5,609

24,374.03

Blog 7 160 1,122Events Calendar 7 160 1,122Gamification 35 160 5,609Login function 5 160 801Redesign of website 28 160 4,487

WBS 1 Total 38,475.13

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8.2.2 PROPOSAL COSTS

Figure 8.2: WBS 2 – Proposal Costs

Work Breakdown Structure 2Proposals Task Hours Rate/Hour ($) Sub Total ($) Total ($)2.1 (‘Career Path’ Quiz)2.1.1 Initial consultation with psychologist

Consulting with psychologist/careers advisor 14 220 3080 4,004.002.1.2 Research

Quiz research 175 205 35875

53,917.50Software modelling 28 100 2800Develop pseudo for quiz logic 28 100 2800

2.1.3 Testing of quiz logicTest use cases 21 80 1680

3,640.00Review, update and retest use cases 14 80 11202.1.4 Development

Develop database and input data 70 90 6300

33,774.00

Develop User Interface 21 120 2520Code algorithm 140 120 16800Implement in testing environment 4 90 360

2.1.5 User Interface TestingTest 14 105 1470

3,822.00Review, update and retest 14 105 14702.2 (Blog)2.2.1 Market research

Research the industries, articles and area 56 120 6720 8,736.00

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2.2.2 DevelopmentDevelop User Interface 70 120 8400

13,104.00Implement in testing environment 14 120 16802.2.3 User interface testing

Test 14 105 14703,822.00Review, update and retest 14 105 1470

2.3 (Events Calendar)2.3.1 Software modelling

Design push notification for website 14 90 12602,411.50Design subscription for events 7 85 595

2.3.2 DevelopmentDevelop database 14 110 1540

4,095.00Develop User Interface 7 120 840Implement in testing environment 7 110 770

2.3.3 User interface testingTest 14 105 1470

2,866.50Review, update and retest 7 105 7352.4 (Gamification)2.4.1 Software modelling

Design push notification for website 28 90 2520 3,276.002.4.2 Graphics design

Design emblems and banners 28 85 23803,867.50Design progress bar 7 85 595

2.4.3 DevelopmentDevelop database 21 110 2310

20,111.00Develop User Interface 84 120 10080Implement in testing environment 28 110 3080

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7,644.00Review, update and retest 14 105 14702.5 (Login)2.5.1 Development

Develop database 28 110 3080

12,740.00

Develop user interface - Account page 14 120 1680Develop user interface - Login/register page 21 120 2520Implement in testing environment 21 120 2520


2,866.50Review, update and retest 7 105 7352.6 (Redesign)2.6.1 Develop user interface

Implement social media feed 14 120 1680

20,748.00

New proposals in menu bar 14 120 1680New page layout/design 49 120 5880Redevelop search bar 21 80 1680Review against WCAG standards 21 80 1680Implement in testing environment 28 120 3360

2.6.2 Graphics designFormatting, overall design 28 85 2380 3,094.00


4,777.50Review, update and retest 14 105 1470WBS 2 Total 213,317.00

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8.2.3 ON-GOING COSTS

Figure 8.3: WBS 3 – On-going Activities

Work Breakdown Structure 3On-going Activities Task Hours Rate/Hour ($) Weeks Total ($)3.1 Project Manager 35 120 22.2 121,212.003.2 QILT Meeting 42 45.75 - 1,921.503.3 IT Consultant 35 120 22.2 121,212.003.4 Monitor cost (Accountant) 7 85 24 14,280.00

WBS 3 Total 258,625.50

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8.2.4 TOTAL PROJECT COSTS

Figure 8.4: WBS 4 – Total Project Costs

WBS 4Project Sub Total ($) Total ($)1 (Total Cost of Overheads)1.1 (Management) 8,450.00

38,475.131.2 (IT Consulting) 30,025.132 (Total Cost of Proposals)2.1 ('Career Path' Quiz) 99,157.50

213,317.00

2.2 (Blog) 25,662.002.3 (Events Calendar) 9,373.002.4 (Gamification) 34,898.502.5 (Login Function) 15,606.502.6 (Website Redesign) 28,619.50Total Cost of On-going Activities3.1 (Project Manager) 121,212.00

258,625.50

3.2 (QILT Meeting) 1,921.503.3 (IT Consultant) 121,212.003.4 (Monitor Cost (Accountant)) 14,280.00

Grand Total Cost of Project 510,417.63

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8.3 COST CONTROL

The cost control entails how cost will be measured throughout the project life cycle. Through various stages of the project, there are two main cycles that this project will analyse: planning and operating.

In accordance to the project, the planning cycle allows flexibility upon implementation of the project and planning when contingencies arise. The planning cycle enables the clients to decide whether this project should be invested in before the project commences.

The operating cycle starts after the planning cycle has finished, and consists of four phases: Work authorisation and release; Data collection and reporting; Cost accounting; and Customer and management reporting.

Having a thorough work breakdown structure that includes what tasks are involved with their respective costs is a means of ensuring that actual implementation costs do not exceed the allocated budget (Kernzer 2013).

8.4 COST BASELINE

The estimated cost of individual activities or work packages in accordance with the work breakdown structure define control accounts, and provide information on how contingencies and management reserves are taken into consideration (if any).

The cost baseline is defined as a “time-phrase budget which project managers use to measure and monitor cost performance” (Loan 2012). Within this project, the views of cost baseline include on-going activities that produce the cost performances over time (Anabari 2003).

The diagram below provides the information that is relevant to the project cost performance with the planning and operating stage.

Figure 8.5: Cost Baseline Analysis

0

1

2

3

4

5

6

Cost Baseline Analysis

Expected Actual Contract

Time

($) C

ost

Expected: The expected line is the representation of the client’s expected budget for the project. Actual: The actual line is the representation of cost estimations of the project.

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Contract: The contract line is the representation of future cost changes and other cost issues such as contingency and restructure of time.

8.5 COST REPORTING

Cost reporting provides information on the format and frequency of costs being charged by the project, including variances outside the threshold, triggers of cost overrun, and options of preventive action (Arnecke 2015). During the extension of time, some proposals that are provided in this project will need on-going maintenance to ensure the budgets are being adhered to, which will require cost monitoring. Regular reporting to relevant stakeholders of costings will ensure all involved know how the project is progressing financially, and whether the project will encounter any financial issues. The cost reporting will be provided roughly on fortnightly basis to the project executives to ensure that the project will be delivered on time and on budget.

8.6 COST CHANGE

Cost changes are required when the project requires adjustments during the project execution. Cost changes could be required for a number reasons, such as scope changes, additional time or resources required to be spent on a task, and changes to product delivery. The main objective for cost change is to produce fewer cost buffers within the project to reach success. Changes to the project may be necessary to deliver a successful project and ensure client satisfaction.

Cost changes will be required in this documentation, due to the examination of costs in the project that may be incorrect, or need adjustment to meet satisfaction levels. Any cost changes to this project will most likely revolve around changes relating to salaries, tasks, and time management.


It was the responsibility of the Cost Manager to ensure that costs were interrelated with the project implementation schedule so accurate calculations were formed. It is also the responsibility of the Cost Manager to source staff salaries from reputable sources to ensure total costs were precise.

9 CONCLUSION

Maintaining website attraction and retention of users is paramount to sustaining a successful website of any kind. Making sure that your user base feels comfortable in accessing the site and are also enticed to return can have serious implications of website success or failure, with time and cost of implementing at risk of being wasted. The solution is to produce the appropriate website design and functionality for your users so they do not feel out of place or without desire to revisit. For developing the project’s website enhancements, the expectations and desires of the user base have been taken into account from researched sources that will encourage user attraction and retention to the website.

This document introduced a number of enhancements for the QILT website including:

A student ‘Career Path’ Quiz based on attributing personalities to their prospective job qualifications; Blogs to post education information that is beneficial to students; Events calendar for users to search and subscribe to upcoming events on; An interactive system based on ‘gamification’ with website achievements, progress bar and leader boards; and Website redesign of content, with added social media feed integration with accessibility features.

The suggested QILT website enhancements, implemented appropriately to satisfy user interaction will successfully improve user attraction and retention rate to the website. Satisfying the Department of Education’s QILT website goal of being an indicator for learning and teaching by providing prospective students with relevant and transparent information about Australian higher education institutions from the perspective of recent students and graduates.

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10 ASSUMPTIONS

Salary figures provided by People Bank will be similar to the salary rates of the project team who will be associated with implementing the project outputs

The majority of the staff resources will be sourced internally, with the exception of the psychologist and the careers advisor, which may have to be sources externally.

QILT will be the sponsor of the project implementation, and hence will also be the project executive.

11 GLOSSARY

BAU (Business as Usual) – “The tasks and requests that get made as part of normal business operations for websites and digital things.” (DOS 2008)

Contingency/Buffer – “Is money it hopes will not be expended but instead returned undeleted as profit at the end of the project.” (Jackson 2009)

Outcome – The goals and objectives that the project is trying accomplish.

Proposals – The outputs that will help produce the outcomes of the project.

SPQM Coordinators – Responsible for assigning project and reviewing documentation.

WBS (Work Breakdown Structure) – “Hierarchical decomposition of the deliverables needed to complete a project.” (Haughey 2014)

12 REFERENCES

Anabari, F. (2003). Earned Value Project Management Methods and Extensions. [online] marcoullis. Available at: http://www.marcoullis.com/PROJECTS/ANBARI/pdf/selected/Anbari_Research_EVM_Anbari_PMJ.pdf [Accessed 15 Apr. 2016].

Arnecke, M. (2015). Project Cost Management Plan Templates | PMBOK Guide5. [online] Project-management.magt.biz. Available at: http://project-management.magt.biz/templates/04-cost-mgmt/ [Accessed 24 Apr. 2016].

Hootsuite Social Media Management. (2015). Social media integration on your website: 5 ways to do it. [online] Available at: https://blog.hootsuite.com/social-media-integration-for-your-website/ [Accessed 18 Apr. 2016].

Ioan, L. (2012). Creating Budget Or Cost Baselines For Projects « Software And Articles On Project Management. [online] Rationalplan.com. Available at: http://www.rationalplan.com/projectmanagementblog/creating-budget-or-cost-baselines-for-projects/ [Accessed 24 Apr. 2016].

Iso.org. (2016). [online] Available at: https://www.iso.org/obp/ui/#iso:std:iso:31000:ed-1:v1:en [Accessed 14 Apr. 2016].

Jackson, G. (2012). Contingency for Cost Control in Project Management: A Case Study. AJCEB, [online] 3(1), p.1. Available at: https://epress.lib.uts.edu.au/journals/index.php/AJCEB/article/view/2906 [Accessed 24 Apr. 2016].

Kerzner, H. (2001). Project management workbook to accompany Project management, a systems approach to planning, scheduling and controlling, seventh edition. New York: Wiley.

Mar, A. (2016). 130 Project Risks (List). [online] Simplicable. Available at: http://management.simplicable.com/management/new/130-project-risks [Accessed 8 Apr. 2016].

Mofluid.com. (2015). How to use push notifications to increase your sales. [online] Available at: https://mofluid.com/blog/how-to-use-push-notifications-to-increase-your-sales/ [Accessed 29 Apr. 2016].

Oberoi, A. (2016). 5 Reasons Visitors Leave Your Website - 'Net Features - Website Magazine. [online] Available at: http://www.websitemagazine.com/content/blogs/posts/archive/2014/03/21/5-reasons-visitors-leave-your-website.aspx [Accessed 17 Apr. 2016].

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Onsafelines.com. (2016). www.onsafelines.com Meandering QHSE Advice and Support. [online] Available at: https://www.onsafelines.com/qhse/qhse-support/index.htm?context=47 [Accessed 14 Apr. 2016].

Peoplebank.com.au. (2016). ICT Salary & Employment Index Summer 2016 | Peoplebank Australia - IT Jobs and IT Recruitment. [online] Available at: https://www.peoplebank.com.au/media/peoplebank-australia/sei/peoplebank-ict-salary-employment-index-summer-2016.pdf [Accessed 24 Apr. 2016].

Project Smart. (2014). Work Breakdown Structure 101. [online] Available at: https://www.projectsmart.co.uk/work-breakdown-structure-101.php [Accessed 24 Apr. 2016].

Saycocie, T. (2005). Blogs Are a ‘Godsend’ to Busy College Students | This Is Not a Blog. [online] Journalism.nyu.edu. Available at: http://journalism.nyu.edu/publishing/archives/notablog/story/godsend/ [Accessed 29 Apr. 2016].

Schade, A. (2016). The Fold Manifesto: Why the Page Fold Still Matters. [online] Available at: https://www.nngroup.com/articles/page-fold-manifesto/ [Accessed 17 Apr. 2016].

Schwalbe, K. (2006). Information technology project management. Boston, Mass.: Thomson Course Technology.

Smith, D. (2014). s is what Candy Crush Saga does to your brain. [online] Available at: https://www.theguardian.com/science/blog/2014/apr/01/candy-crush-saga-app-brain [Accessed 6 May 2016]

Tims, A. (2010). What if you have chosen the wrong degree?. [online] the Guardian. Available at: http://www.theguardian.com/money/2010/nov/20/wrong-degree-switching-subjects [Accessed 29 Apr. 2016].

What Business As Usual (BAU) means to me. (2013). What Business As Usual (BAU) means to me. [online] Available at: http://blog.building-blocks.com/what-business-as-usual-bau-means-to-me [Accessed 24 Apr. 2016].

13 APPENDIX

13.1 PROTOTYPES

13.1.1 ‘CAREER PATH’ QUIZ

Figure 13.1: ‘Career Path’ Quiz Prototype

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13.1.2 BLOG

Figure 13.6: Blog Prototype

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62




63




64




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13.1.3 EVENTS CALENDAR

Figure 13.13: Events Calendar Prototype


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13.1.4 GAMIFICATION

Figure 13.16: Gamification Achievements Page Prototype

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Figure 13.17: Gamification Progress Bar & Titles Prototype

Figure 13.18: Gamification Leader Board Prototype

13.1.5 WEBSITE REDESIGN

Figure 13.19: Website Redesign Prototype

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13.2 RISK

13.2.1 RISK REGISTERRisk ID

Date Identified

Description Risk Category Likelihood of Occurrence

Severity of Effect

Overall Risk Rating

Mitigation Strategies Comments Owner Status Last Updated

1 28/02/16 Team member unable to attend meetings

SPQM Project Team

Likely Low Low Holding skype meetings, rescheduling meetings, distributing meeting minutes, backup team member assists in helping fill in, good management of team.

All Open 03/03/16

2 28/02/16 Team member unable to communicate or doesn't contribute

SPQM Project Team

Likely Medium Medium Implement team penalty rules such as coin deductions. All Open 03/03/16

3 28/02/16 Cloud storage failure such as drop box and team lose work

Documentation Unlikely Low Low All team members to perform periodic backup of all documents and save files locally.

All Open 03/03/16

4 28/02/16 New project team member SPQM Project Team

Unlikely Low Low Update new member on project, completed items and action items. Provide the new member with position and tasks for project which could mean reallocation of project tasks amongst other team members.

Project Manager

Moved/Closed

03/03/16

5 28/02/16 Lose an existing team member due to removing themselves from project/subject

SPQM Project Team

Unlikely Low Low Reallocation of project tasks, good team structure. All Open 03/03/16

6 28/02/16 Tasks are estimated under budget

Budget Likely Medium Medium Constant communication with team and project manager. Document each task and processes explicitly so it is known how much work is involved.

All Open 21/04/16

7 28/02/16 Tasks are estimated over budget

Budget Likely Medium Medium Constant communication with team and project manager. Document each task and processes explicitly so it is known how much work is involved. Remove low priority proposals if necessary.

All Open/Moved

21/04/16

8 28/02/16 Not meeting deadlines for tasks

SPQM Project Team

Likely Medium Medium Allowing extra time in gannt chart for work which may take longer to complete or address issues that arise. Other team members help to complete task.

All Open 03/03/16

9 29/02/16 Team member missing presentations

SPQM Project Team

Unlikely Low Low Backup team member to fill in for presentation. Team member that was not present makes it up the following week with allocation of extra tasks.

All Open 03/03/16

10 28/02/16 Documentation conflicts Documentation Almost Certain

Low Medium Each manager is the only one to modify their documents and if changes are required urgently by another team

All Open/Moved

03/03/16,12/04/16

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member, communicate this to the particular manager and the rest of the team.

11 01/03/16 Team members finding issues working together, communicating and collating ideas

SPQM Project Team

Likely High High Project manager to assess situation and develop plan forward to not let this issue hinder the completion of the project successfully.

Project Manager

Open 03/03/16

12 01/03/16 Misrepresent client's requirements of project

Project Likely High High Post questions on Moodle forum, communication with client, reconfirm and test ideas with client.

All Open 03/03/16

13 01/03/16 Overall project failure Project Unlikely High Medium Make sure deadlines are met, reviewing of work is completed by all, good communication within team, client and tutor.

All Open 03/03/16

14 01/03/16 Too many similar personality types in team (i.e. blue thinkers)

SPQM Project Team

Likely Low Low Each team member manages separate streams of work which they are to guide the rest of the team on.

All Open 03/03/16

15 03/03/16 Misunderstand SPQM tutor/lecturer feedback

SPQM Project Team

Unlikely Low Low Taking notes on ideas in class, sharing of notes within the team and discussing feedback as a group.

All Open 03/03/16

16 03/03/16 Team not generating a strong project outcome

SPQM Project Team

Unlikely High Medium Ensuring regular meetings with team, good communication, constant brainstorming and research by all.

All Open 03/03/16

17 06/03/16 Team members having conflicting ideas or proposals

SPQM Project Team

Likely Low Low Implementing a voting system within the team on ideas generated

All Open 06/03/16

18 08/03/16 Team members requiring assistance with project/technical skills for the particular role assigned

SPQM Project Team

Likely Low Low Other team members assisting and help researching, readjust role allocation and sharing

All Open 10/03/16

19 10/03/16 Plagiarism in documentation

Documentation Unlikely High Medium Reviewing each other’s and ensuring references are clearly stated, putting documentation through plagiarism checker.

All Open 10/03/16

20 24/03/16 Presentation going overtime

SPQM Project Team

Almost certain

Low Medium Practice presentations so they can be refined and make the speech more succinct.

All Open 29/03/16

21 24/03/16 Not communicating proposals strongly and clearly enough for the client to understand

SPQM Project Team

Unlikely High Medium Practicing proposals to third parties, challenging ourselves with questions to evaluate ourselves, checking in with tutor on ideas.

All Open 14/04/16

22 29/03/06 Proposals don’t comply with governance arrangements and best practices

Quality Unlikely High Medium Researching, ensuring all aspects are covered, properly implementing policies and practices.

All Open 29/03/16

23 03/04/16 Project members device or technology failure

SPQM Project Team

Likely Medium Medium Backup team members help fill void/share devices, print things out and work on paper

All Open/Moved

03/04/16

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24 09/04/16 Incomplete proposals, gaps in project plans, scope not well defined after finalisation of documentation

Documentation Unlikely Medium Low Clearly thought out proposals, communication with client on anything that is unclear, regular peer reviews, include all relevant detailed information in documentation

All Open 14/04/16

25 14/04/16 Incomplete proposals, gaps in project plans, scope not well defined which is identified during implementation phase

Documentation Likely High High Research to backup proposals, well defined and clearly communicated proposals, teamwork and collaboration to fill gaps in work, peer reviews

All Open 14/04/16

26 09/04/16 Proposals are altered too far along in project or there is scope creep

Project Unlikely Medium Low Re-refine proposals that require amendments and think through all impacts of change, document all modifications, allocate responsibilities for changes

Project manager

Open 14/04/16

27 09/04/16 Unavailability of resources required to build and implement project deliverables on time

Resourcing Early planning of roles and skills required of resource, advertise for positions sooner rather than later, look for people that are cross-skilled where possible.

Little experience in organisation resourcing.

QILT HR?

Open 14/04/16

28 09/04/16 Unavailability of adequate technology, software or hardware required to deliver project

Implementation Unlikely Low Low Thorough planning and research of what is required to deliver project, check availability of required items early, develop a backup plan if items can’t be sourced.

Open 14/04/16

29 09/04/16 Terms of use / policies required for project proposals aren’t properly developed

Implementation Unlikely High Medium Along with terms of use or policies, introduce functionality to manage what the functionality will accept or not accept i.e. won’t accept a forum post containing explicit words.

QILT executives

Open 14/04/16

30 09/04/16 Stakeholders become disinterested and disengaged in project

Project Unlikely High Medium Ensure ideas are reasonable and enticing, proposals align with their requirements, attention to detail, constant communication and feedback with client

All Open 14/04/16

31 09/04/16 Project team morale is low which effects the project

SPQM Project Team

Unlikely High Medium Team activities to resume motivation levels, revision of work achieved so far, revise positive feedback received from client, reallocation of tasks where necessary.

All Open 14/04/16

32 09/04/16 Project deliverables fail to integrate well with existing website functionality

Implementation Unlikely High Medium Research proposals to ensure the implementation won’t negatively affect existing functionality, communication with technical resources, refine or change proposals if they aren’t feasible.

Project Manager, Developers

Open 14/04/16

33 09/04/16 Third party providers delay in services which affects project schedule:- Recruitment of

resources- Approvals of

documentation

Schedule, Budget

Unlikely Low Low Engage with third parties early to get time frames, ensure a backup plan is in place should these items not be available on time

Cost manager, time manager, project manager

Open 14/04/16

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- Software and technology procurement

- Financial approvals and grants

- Training

34 09/04/16 Change of Government and project no longer supported

Project, Budget Likely High High Ensure all documents are up to date should the project be resumed at a later stage.

Little experience in estimating this event occurring.

All Open 14/04/16

35 09/04/16 Project management methodology doesn’t work well or isn’t followed

Implementation Likely Medium Medium Thorough research on methodology and evidence that it is the best fit for the project.

Project Manager

Open 14/04/16

36 09/04/16 End users, clients or stakeholders don’t like the end product or result

Implementation, Quality

Unlikely Medium Low Make sure changes are of high quality and appealing, easy to understand, modify product later on if required.

All, Quality Manager

Open 14/04/16

37 14/04/16 Staff delivering project not familiar with changes and new functionality

Implementation Unlikely Medium Low Training documentation, transition plan, clear project outcome.

QILT Executives, staff at QILT

Open 14/04/16

38 14/04/16 Requirements are changed during implementation of project

Implementation Unlikely High Medium Make sure as much thought has gone into planning and proposals as possible, allowing time and budget for such events occurring

Could potentially occur for our Quiz proposal as it will be suggested a designer and researcher completes the design of the quiz.

Project Manager

Open 14/04/16

39 28/04/16 Time estimates not accurate which has implications on budget

SPQM Project Team

Likely Medium Medium Consult with people working in industry to try and get an accurate estimate of time, communicate all possible scenarios with project team to collate tasks that may have been missed. Time and cost manager to collaborate.

Time Manager

Open/Moved

28/04/16

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13.2.2 ISSUES REGISTER

Risk ID

Issue ID

Issue Description Priority Assigned To Status Date Resolved

Resolution

4 1 New project team member

A new team member was assigned to project group 2 weeks into the commencement of the project

High Project Manager Resolved 30/02/16 New team member was introduced to the team, and arrangements were made for the new team member to be updated and allocated with work

1 2 Team member unable to attend meetings

Team member unable to attend meeting Low Backup manager for that team member

Ongoing - Team member was quickly updated with what had been discussed so far and that they can review the work that was done and the meeting minutes to ensure they agree with what was discussed.Backup manager for that role to assist in the work.

10 3 Documentation conflicts

Two team members modified document at same time and created two different versions.

High Team members involved

Resolved 3/03/16 & 12/04/16

Team members needed to identify changes and merged with one another to create one current version.

23 4 Project team technology failure

Project members device or technology failure

Medium Team member involved

Resolved 31/03/16 Effected team member took notes, worked with others on their devices.

7 5 Tasks are estimated over budget

After completing initial estimate of budget, entire project was estimated over budget.

Medium Cost Manager, Time Manager

Resolved 21/04/16 Decision was made by project team to remove a low priority and complex project proposal. Significantly decreased project cost and complexity.

18 6 Team members requiring assistance with project/technical skills for the particular role assigned

Time and cost manager requiring extra assistance from other team members to complete estimates for project

Low All Resolved Ongoing Readjusted backup roles, team members assist in helping time and cost manager

9 7 Team member missing presentations

Risk manager will not be present for week 12 presentation.

Low All Resolved 28/04/16 Backup team members to help with covering any cost aspects needing to be presented.

39 8 Time estimates not accurate which has implications on budget

Initial time estimates were not accurate and under estimated which meant the estimates for budget were incorrect

Medium Time Manager, Cost Manager

Resolved 28/04/16 Time manager and cost manager collaborated, revised time and cost estimates to a very detailed level, team assistance with sourcing legitimate estimates.

8 9 Not meeting deadlines for tasks

SPQM project team misunderstood final due date so now have 5 days less than originally planned for completion.

Medium All Resolved 03/05/16 Pushed deadlines closer which means quicker reviews and updates to be made to documents, plan of who will review what documents and who will take on outstanding tasks to deliver on time.

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