sibona computer repair network installation...

Sibona Computer Repair

Network Installation Project

DeVry University

MGMT404, Project Management

Phillip Sibona

December 16, 2014

Sibona Computer Repair Network Installation Project 1

Table of Contents

Project Charter........................................................................................................................................2

Project Scope Statement.........................................................................................................................9

Work Breakdown Structure...................................................................................................................16

Risk Management Matrix......................................................................................................................23

Resource Management.........................................................................................................................25

Communication Management Plan.......................................................................................................29

Lessons Learned....................................................................................................................................31

1 WBS Entry Table, pg 1.............................................................................................................................16



4 WBS Schedule Table...............................................................................................................................19

5 WBS Network Diagram, pg 1..................................................................................................................20



8 WBS Resource Sheet...............................................................................................................................22

9 Resource Entry Table, pg 1.....................................................................................................................25

10 Resource Entry Table, pg 2...................................................................................................................26

11 Resource Entry Table, pg 3...................................................................................................................26

12 Resource Cost Table, pg 1.....................................................................................................................27




Project Charter

Project Name Network Installation – Sibona Computer Repair

Project Number 001

Project Manager

Phillip Sibona Prioritization High

Owner(s) Phillip Sibona Start Date: 12/1/2014

Scheduled Completion Date:

2/2/2015

Mission/ Purpose

Sibona Computer Repair is in need of a new network infrastructure that will connect all devices in the office with high-speed services, create an intranetwork to share files, and facilitate communication between end users. A hybrid wired/wireless network will be implemented so that workstations and mobile devices can access the full potential of the new network.

SOW The new network will consist of updated cabling, termination points at workstations, updated wireless access devices located throughout the office and updated networking equipment in the telecommunications closet.

New equipment will consist of:

New desktop workstations for 25 service personnel and management IP telephones at every workstation and in every office 3 802.11ac wireless routers Cat6 Ethernet cabling throughout the office space with wall plate dual

termination points at each network device One Cisco Gigabit router (located in telecommunications closet) Three Cisco Gigabit 48-port Smart Switches (located in telecommunications

closet) One web server, one database/print server, one VoIP server and one

backup combination server (all located in telecommunications closet) Cloud storage backup service for servers


Deliverables for this project will include, but not limited to:

Network hardware delivery and installation Network wiring Network configuration and testing Software installation, testing and training Network cutover from old to new

Objectives To install Cat6 Ethernet wiring throughout the office space, terminating cables with dual-port wall plates at each device location.

To install all network hardware devices at appropriate locations.

To install new network software applications on each device, configure for use, train personnel on use and go live with network services.

Configure network devices in telecommunication closet, test network by performing baseline tests, load tests and simulate “disaster” situations for recovery training.

To improve the overall performance of the network in order to deliver higher quality services to customers and clients while maintaining high productivity.

Business Need

The purpose of this project is to improve the productivity and performance of the existing network. As more customers and clients request repair and support services the need for a more reliable and robust network is increasing. Implementing an IP telephone system that is linked to the customer/client database will allow service personnel to access information relevant to that particular customer, increasing response times and improving the customer satisfaction experience.


Milestones Install new wiring 12/5/2014

Install TC equipment 12/10/2014

Install end user devices 12/19/2014

Configure network devices 12/26/2014

Install and configure software packages

1/1/2015

Test new system 1/5/2015

User training 1/16/2015

Disaster recovery training for IT staff 1/18/2015

Network cutover/ go live 1/19/2015

Removal of old wiring 1/30/2015

Final evaluation of network 2/2/2015

Budget Estimated materials $3,000

Estimated Labor $40,000

Estimated Equipment and Software $100,000

Estimated Training $2,000

Total Estimated Costs $145,000


User Acceptance Criteria/Quality

The project will be considered successful if the following goals are accomplished:

The installed wiring will meet industry standards and be installed correctly

Each wall plate is terminated with two (2) ports each Network equipment in the telecommunication closet is installed on

racks and configured properly All end user devices are installed and configured correctly All equipment is delivered on time and in new condition All software packages are installed and configured correctly Training for service personnel is completed with a 90% passing

rate The network is tested for high load, low load, common use and

disaster situation and passes Network cutover is performed and the new system goes live

without any issues All old wiring is removed and disposed of properly A time period of one (1) week is allowed before the project is

formally closed to allow for unexpected issues Management is satisfied with the performance of the network and

has no further questions or issues

This project is to follow a rather strict timeline and budget. Any variance from either will result in a reevaluation of the project and adjustments will be made as needed. It is expected that network staff will work after regular hours and on weekends as necessary to reach milestones in a timely manner and to avoid network interruption if possible.

Each of the deliverables and milestones has been agreed to by both the Project Manager and the Supervising Manager of the business. The Supervising Manager will receive periodic updates to the progress of the project aside from the stated milestones and will offer suggestions or voice concerns at those times. Any suggestions and/or concerns will be taken into consideration and any changes to the timeline or budget of the project must be approved by both the Project Manager and the Supervising Manager.

The Project Manager will oversee all operations of the project, ensuring that time and budget limits are met. The Project Manager identifies all risks and will determine relief strategies as well as identifying any issues that might impede the progress of the project.


High-Level Project Assumptions

Resource Assumptions

All resources will be available when and as they are required Project staff members will be available when and as needed All equipment will be delivered on time and in acceptable condition

Delivery Assumptions

Deliverables will be subject to periodic review, not to exceed a specific number of review cycles

Equipment order lead times are known and can be expected to be met Supply order lead times are known and can be expected to be met

Budget Assumptions

The cost estimates are accurate within a certain percent Any changes to the budget will be approved by two parties Training will be presented by an outside consultation company

Functional Assumptions

The scope of the project is limited to the description in the project charter

Formal charter and scope change procedures will be followed

High-Level Project Constraints

The budget is a major constraint that would affect the project. The cost projected here is an estimate only and may vary by only a certain amount. Coming over or under the budget must be reviewed and evaluated prior to proceeding to the next milestone.While going over budget is a source of concern because it can inflate the cost of the overall project, coming under budget can also be a concern depending on how much. If the amount is significant it may indicate that shortcuts were taken or that things were hurried along to save time. Quality is just as important as time and money.

The timeline is just as important a constraint as the budget, as the business must remain operational during the project cycle. Any interruption in network availability must be avoided when possible. This project will carry over the holiday season when the office will be closed for approximately 1 ½ weeks. It is expected that most of the network testing will be performed at this time.


Exclusions and Boundaries

To stay within the budget guideline, it may be necessary to evaluate less expensive models of network equipment, desktop workstations and/or telephone sets.

Plenum rated Cat6 Ethernet cabling is to be used in the ceiling and wall spaces.

Additional cooling may need to be installed in the telecommunication closet in order to maintain an operational temperature.

Current equipment and wiring will be removed and either recycled or disposed of properly.

When possible, in-house personnel will participate in the installation, configuration and removal of equipment and software.

All personnel will undergo training on how to properly use the new system software and applications. This process will last for two (2) weeks and all personnel must pass a competency test with a score of at least 90%. Continual training will be in effect afterward to supplement new personnel and new applications as they are implemented.

Major Risks

Equipment that arrives damaged can create a problem with the timeline of the project, causing delays while replacement equipment is delivered.

Improper configuration of network devices and software could cause issues during the testing and cutover phases that would delay the project significantly.

Personnel not passing the competency test with a score of at least 90% could delay the training phase.

Change in quoted prices for equipment could change causing an inflation of the budget.

Network availability could be compromised during testing and configuration phases if not performed at the correct times causing a loss in business.

Improper installation of wiring could result in network performance issues which could delay the project and cause an overage of the budget.


KEY STAKEHOLDERS

Project Manager Authority Level

Phillip Sibona, Project Manager

Project Core Team

Phillip Sibona, Team Lead

Subject Matter Experts (SMEs) (include company and channel designations if applicable)

Ethernet wiring contractor

Software installation technicians (in-house and vendor contractor)

Hardware installation technicians (in-house and vendor contractor)

System trainers (outside consultant)

APPROVALS

Type Name Signature DateProject Manager Approval: Phillip Sibona 12/16/14

Customer/Sponsor Approval: Isabelle Tait Pending Approval


Project Scope Statement

Project Name Network Installation – Sibona Computer Repair

Project Number

001

Project Manager Phillip Sibona Prioritization High

Owner(s) Phillip Sibona


Statement of Work—Project Description andProject Product

This project is intended to increase the productivity and availability of the network services used and offered by Sibona Computer Repair. In order to accomplish this there are several steps that must be taken and tasks to be completed before it can be considered successful. These steps and tasks are as follows:

Update current network cabling – The current cabling used for the network is old and outdated, and has been evaluated as being unfit for future network needs. In order to achieve the required performance from the network, the cabling plant within the office will be upgraded to Category 6 Ethernet cabling. This will involve running cabling along the same path, or creating new paths as needed, as the existing cabling. Once all new cabling has been installed the old cabling will be removed to eliminate any confusion in future projects and potential safety hazards.

Terminate all network cabling using dual-port wall plates – Each cabling run will be run in pairs and be terminated at wall plates that accommodate two jacks per plate. This will allow for connections to workstations, telephones, peripheral devices and other end-user devices without having to reconfigure wiring schemes to connect all devices.

New networking equipment in the telecommunications closet – The telco closet will be updated with new equipment to reflect the higher standard required of the updated network. The equipment will be purchased and delivered early in the project lifecycle so that any shortages or damaged equipment can be replaced without too much of an impact on the timeline of the project. Once delivered and confirmed to be in acceptable condition, the equipment will be installed and configured by in-house technicians.

Upgrade wireless network – In order to take advantage of the increased performance of the network, new wireless routers will be purchased and installed throughout the office. These routers will extend the range and performance of all wireless devices on the network. These routers will be purchased and delivered early in the lifecycle of the project so that any damaged or shorted equipment can be replaced without a significant impact to the timeline of the project.

Upgrade computers and telephones at all workstations and offices – All workstations will be installed with new computers and IP telephones to take advantage of the increased performance of the network. Each computer and telephone will be purchased and delivered early in the project lifecycle, as with all other equipment. This new equipment will be installed and configured for


each user by a member of the in-house IT staff.

New software installed and configured – All new equipment will be installed and configured with preset software applications that will allow each user to use the network to its fullest potential. This will be done only after all equipment has been delivered, inspected for acceptable condition and installed at the proper locations. Software installation and device configuration will be handled by in-house technicians.

Train all users on new features offered by software packages – Toward the end of the project there will be a training session for all employees and managers in the company. This training will have a timespan of approximately 1 ½ to 2 weeks and cover all aspects of the use of the new software. The training will be administered by an outside consulting company in conjunction with the software vendor, and the trainers will be subject matter experts. It is expected that each employee will pass a final training evaluation with a score of 90% or better.

Test new network under a variety of situations – The network, once implemented, will undergo a series of tests designed to give network administrators an idea of how it will perform under certain circumstances. The first test will be a baseline test, where the system is monitored and various readings are recorded during normal use. Next will be a high-load test which will monitor the system under near capacity usage. Next will be a low-load test which monitors the network under a no-use or low-use situation. Lastly will be a disaster test which places the system in a simulated disaster situation and tests the network staff on how to mitigate, resolve, and recover from such a situation.

Cutover to new network system and go live – Once all equipment and software packages have been installed and configured, all office personnel have completed training, all new wiring has been installed and old wiring been removed, and all testing has been completed the old system will be turned off and the new system will be turned on. This is what is called a ‘cutover’. The network will be divided into segments and each segment will be cutover in progression. Once each segment has been determined to be running satisfactorily and without issue, the next segment will be done. Once all segments have been cutover the new system will be monitored for a period of two (2) weeks to make sure that the system is stable.


Project Deliverables

All new cabling will be installed following industry standards and protocols, terminated as requested using dual-port wall plates, and old cabling will be removed.

Network equipment will be delivered in new condition, ready to install, without delay to the project.

All network equipment will be installed and configured properly and applicable personnel will be trained on its use.

All new software will be installed and configured for each device and all personnel will be properly trained on its use.

New system will undergo extensive testing prior to being cutover.

New system will be cutover in stages while old system is turned off.

New system will be monitored for a prerequisite amount of time before project is signed off.

Project Objectives

Cost Objective: All deliverables will be obtained with a maximum of 10% over the estimated budget.

Schedule Objective: The project will be completed in a timely manner, and will not exceed more than 2 weeks over the estimated completion date.

Quality Objective: The quality of the core networking equipment (that equipment that is housed within the telecommunications closet) will not be sacrificed to maintain either the cost or the schedule objectives. If either of those objectives need to be adjusted the end-user equipment (computer workstations, telephones, wireless routers) will be reevaluated to determine cheaper alternatives or the amount of time scheduled for personnel training may be reduced. Additionally, the amount of time scheduled for post-cutover monitoring may be reduced if necessary.

Project Assumptions

Resource Assumptions

All resources will be available when and as they are required Project staff members will be available when and as needed All equipment will be delivered on time and in acceptable condition


Delivery Assumptions

Deliverables will be subject to periodic review, not to exceed a specific number of review cycles

Equipment order lead times are known and can be expected to be met Supply order lead times are known and can be expected to be met

Budget Assumptions

The cost estimates are accurate within a certain percent Any changes to the budget will be approved by two parties Training will be presented by an outside consultation company

Functional Assumptions

The scope of the project is limited to the description in the project charter

Formal charter and scope change procedures will be followed

Project Constraints

The budget is a major constraint that would affect the project. The cost projected here is an estimate only and may vary by only a certain amount. Coming over or under the budget must be reviewed and evaluated prior to proceeding to the next milestone.

While going over budget is a source of concern because it can inflate the cost of the overall project, coming under budget can also be a concern depending on how much. If the amount is significant it may indicate that shortcuts were taken or that things were hurried along to save time. Quality is just as important as time and money.

The timeline is just as important a constraint as the budget, as the business must remain operational during the project cycle. Any interruption in network availability must be avoided when possible. This project will carry over the holiday season when the office will be closed for approximately 1 ½ weeks. It is expected that most of the network testing will be performed at this time.

Exclusions To stay within the budget guideline, it may be necessary to evaluate less expensive models of network equipment, desktop workstations and/or telephone sets.

Plenum rated Cat6 Ethernet cabling is to be used in the ceiling and wall spaces.

Additional cooling may need to be installed in the telecommunication closet in order to maintain an operational temperature.

Current equipment and wiring will be removed and either recycled or disposed of properly.

When possible, in-house personnel will participate in the installation, configuration and removal of equipment and software.

All personnel will undergo training on how to properly use the new system software and applications. This process will last for two (2)


weeks and all personnel must pass a competency test with a score of at least 90%. Continual training will be in effect afterward to supplement new personnel and new applications as they are implemented.

Acceptance Criteria

The project will be considered successful if the following goals are accomplished:

The installed wiring will meet industry standards and be installed correctly

Each wall plate is terminated with two (2) ports each Network equipment in the telecommunication closet is installed on

racks and configured properly All end user devices are installed and configured correctly All equipment is delivered on time and in new condition All software packages are installed and configured correctly Training for service personnel is completed with a 90% passing rate The network is tested for high load, low load, common use and

disaster situation and passes Network cutover is performed and the new system goes live without

any issues All old wiring is removed and disposed of properly A time period of one (1) week is allowed before the project is formally

closed to allow for unexpected issues Management is satisfied with the performance of the network and has

no further questions or issues

This project is to follow a rather strict timeline and budget. Any variance from either will result in a reevaluation of the project and adjustments will be made as needed. It is expected that network staff will work after regular hours and on weekends as necessary to reach milestones in a timely manner and to avoid network interruption if possible.

Each of the deliverables and milestones has been agreed to by both the Project Manager and the Supervising Manager of the business. The Supervising Manager will receive periodic updates to the progress of the project aside from the stated milestones and will offer suggestions or voice concerns at those times. Any suggestions and/or concerns will be taken into consideration and any changes to the timeline or budget of the project must be approved by both the Project Manager and the Supervising Manager.

The Project Manager will oversee all operations of the project, ensuring that time and budget limits are met. The Project Manager identifies all risks and will determine relief strategies as well as identifying any issues that might impede the progress of the project.


Technical Requirements

The following technical requirements must be met: All new networking equipment must be installed and perform as

described All end user equipment must be installed and be operational All wiring must follow industry standards and be terminated as

requested New network system will perform at a higher productivity than the

current system and be stable All IP telephones will be linked to the network database to provide an

enhanced customer service experience All wireless routers will be configured with maximum security

parameters to control access to the network All personnel will have a working knowledge of the features and

operation of the new system New system will be able to handle high use, low use, standard use and

disaster situations

APPROVALS

Type Name Signature DateProject Manager Approval: Phillip Sibona 11/16/14

Customer/Sponsor Approval: Professor Isabelle Tait Pending


Work Breakdown Structure1 WBS Entry Table, pg 1


2 WBS Entry Table, pg 2


3 WBS Entry Table, pg 3


4 WBS Schedule Table


5 WBS Network Diagram, pg 1



8 WBS Resource Sheet


Risk Management Matrix

ID Risk Title Dat

eRan

kPhas

eProb

Impact

Exp Effect

1New cabling is not identified and tagged

11/30 2 1 40

% 6 2.40Unidentified cables decrease troubleshooting efficiency and cause confusion.

2Old cabling is not removed by final project inspection

11/30 1 1 30

% 3 0.90Old cabling can cause possible fire issues as well as create confusion during troubleshooting.

3Equipment is not delivered in a timely manner

11/30 3 1 35

% 6 2.10Delayed equipment delivery will impact the timeline of the project.

4

Delivered equipment does not meet required specifications

11/30 4 1 20

% 7 1.40Wrong equipment will not deliver services and perform on the new system as needed. This can cause serious delays to the project.

5Software packages do not configure correctly

11/30 3 1 25

% 5 1.25

Improperly configured software packages can lead to applications not performing as desired, or some applications not working at all.

6

Telephone directories do not load to database correctly

11/30 4 1 30

% 8 2.40

Telephone directories not loaded into database properly will cause a problem with support staff accessing client and in-house personnel information during calls.

7System fails one or more load tests

11/30 5 1 40

% 9 3.60If the system fails a load test this could indicate a problem with system configuration, either on the software or hardware end.

8Personnel do not pass training with <90% scores

11/30 2 1 30

% 2 0.60Personnel not passing with at least a 90% on training tests might not have enough knowledge to properly work with new features.

9System fails one or more disaster tests

11/30 5 1 45

% 9 4.05

If the system fails one or more of the disaster tests it could indicate a problem with the network security configuration or with the automatic backup system.

10

Network cutover fails on one or more segments

11/30 5 1 40

% 9 3.60If the network cutover fails on any segment this could significantly delay the project while the network is properly configured.


Mitigation Trigger Event ContingencyStress importance to wiring technician of labeling and identifying each cable.

Inspection of telecommunications closet.

Immediately task wiring technician with completion of cable identification.

Use different colored cabling for new wiring runs and make sure technician removes old cabling.

Final project inspection.

Identify which cabling is old and which is new through colored cables used, immediately task technician with removal of old wiring.

Get firm delivery dates with updates to any delays from each equipment vendor

Equipment is not delivered by requested date

Search for local suppliers and/or secondary global suppliers

Ensure purchasing agent is aware of the exact specifications for each piece of equipment.

Equipment is delivered and inspected.

If time permits, reorder equipment with rush shipping. Otherwise attempt to reconfigure network to accommodate the specifications.

Follow all installation and configuration instructions exactly. Any problem with installation or configuration will be reported to IT Manager immediately.

Software packages are installed, configured and tested.

Reinstall and reconfigure packages to meet required specifications.

Ensure telephone directories are properly built and migrate over to database server correctly.

Telephone directories are migrated to database server and tested.

Rewrite telephone directories and reload to database server.

Check all software and hardware configuration settings prior to testing the system.

System test in Phase I, II, or III.

Immediately examine all configuration settings and reconfigure as necessary.

Focus on training and stress the importance of knowing the new system and all new features.

Personnel training tests are scored.

Personnel not passing will be required to retake the test.

Check security settings, anti-virus and firewall settings and ensure that remote backup is operational prior to testing the system.

Disaster simulation test.

Immediately examine all configuration settings and reconfigure as necessary.

Cutover one segment at a time to ensure that everything is working properly.

Network cutover

Stop cutover immediately, repair/reconfigure affected segment, continue with cutover only after segment is confirmed to be operational.


Resource Management

9 Resource Entry Table, pg 1


12 Resource Cost Table, pg 1


Communication Management Plan

Verbal CommunicationWHAT WHEN WHERE OWNER ATTENDEES

Status Meetings Every WeekMonday8:00 AM

ConferenceRoom

Project Manager Supervising ManagerProject ManagerIT Manager

Called Meetings As Needed/Requested

To Be Determined

Manager calling meeting

Applicable Contractors / Technicians

Conference Calls Every Other WeekThursday2:00 PM

Conference Room

Project Manager All Project Participants

Final Project Inspection

Project Completion

Sibona Computer Repair Offices

Project Manager Project ManagerSupervising ManagerIT Manager

Written CommunicationWHAT WHEN METHOD OF

DELIVERYSENDER RECEIVER

Weekly Meeting Minutes

Every WeekWednesday

Email/Attachment

Project Manager Supervising ManagerIT Manager

Weekly Meeting Agenda

Every WeekFriday

Email Project Manager Supervising ManagerIT Manager

Status Report- Budget

Every WeekMonday

Email/Attachment

Project Manager Supervising Manager

Status Report- Schedule

Every WeekMonday

Email/Attachment

Project Manager Supervising Manager

Final Evaluation Report

Project Completion Email Project Manager All Project Participants


Memorandum

To: Supervising Manager, Sibona Computer Repair

From: Phillip Sibona, Project Manager

Date: 5/8/23

Re: Sibona Computer Repair Network Installation

This memo is intended to set the schedule of communication between us. Attached you will find a schedule of verbal and written communication dates designed to keep all interested parties informed and up to date with the progress of the current project. The verbal communication is outlined as to what the communication is, when it will occur, where it will take place, who will be in charge of the communication, and who will take part.The written communication is outlined to show what the communication is, when it will be sent, how it will be sent, who will send it, and who will receive it.

Essentially, there will be a status meeting each week on Monday morning,8 o’clock. The minutes of that meeting will be emailed to each participant on Wednesday. The agenda for the next weekly meeting will be emailed to each participant on the Friday before. There will be a conference call every other Thursday at 2 o’clock in the afternoon. Those people working on current tasks and upcoming tasks will be part of these calls. If need arises throughout the project, you or I may need to call impromptu meetings to discuss any issues that might come up. The participants for these unscheduled meetings will vary based on the issue at hand.Each week on Monday, status reports for the budget and schedule will be emailed to you. These reports will detail where the project stands in respect to cost and time. Any issues with either will be addressed immediately.Upon project completion, all management personnel will do a final walk-through of all network systems to verify acceptance criteria. Once everything is checked off and the project is verified complete, one final communication will be sent to all project personnel thanking them for their hard work and dedication.


Lessons Learned

This project provided some valuable insight into how to not only put together a project and track activities and tasks, but also how to manage resources and costs along the way. Overall the project went smoothly without too much in the way of issues. The only problem I encountered was an over-allocation of project resources and trying to level them afterward. I had trouble doing the automatic leveling that MS Project wanted to put in place so I had to manually level each over-allocated resource myself. While this took time it afforded me the opportunity to examine how and why each resource was over-allocated and how to properly allocate each one.

It would be difficult to say if there would be anything that would have made this a better learning experience. I gained the knowledge of writing a project charter and scope statement, preparing a work breakdown structure and resource allocation sheet, how to examine a network diagram as it is shown in MS Project, and how to compile a risk management matrix to assess risks and their mitigation. Together with actually working on MS Project and seeing how to create and manage an actual project, these tools have shown the benefits of using such a program to effectively manage a project of any size.

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