PROJECT MANAGEMENT PLAN

MANHOOD TRAINING WEEKEND CONFERENCE

MAN INC. 51 PALMER ST. DAYTON, OH 45405

04/23/2013

Introduction The purpose of the Manhood Training Weekend Conference is to kickoff and launch Man Inc., which is a mentoring and training program that caters to inner city young men. The weekend conference will introduce Man Inc., to the youth of inner city Dayton, and equip them with some tools to start with on their journey to manhood. This project addresses a social need for guidance, job training, etiquette, and study tools. The project deliverables will be passing grades on students test on information covered during the conference along with a higher graduation rate than standard rates in the area. The objectives of the Project will be to teach young men what to do, and how to behave in social, work, community, and school settings. Along with teaching them interviewing, and work skills. High level risks for this project include acquiring a venue, and gaining interest among the young men to participate voluntarily in the conference. Success will be determined by the Project Sponsor once the weekend has ended and it has been determined that over 80% of participants have taken the pledge to actively participate in the program for no less than 1 year. Project Management Approach The Project Manager, Demarcus Calhoun, is hereby authorized to interface with management as required, negotiate for resources, delegate responsibilities within the framework of the project, and to communicate with all contractors and management, as required, to ensure successful and timely completion of the project. The Project Manager is responsible for developing the project plan, monitoring the schedule, cost, and scope of the project during implementation, and maintaining control over the project by measuring performance and taking corrective action. Project Scope This project includes the teaching young men, interviewing skills, public speaking, proper etiquette, how to select proper attire, what it means to be a man, and goal setting. The deliverables for this project are a 70% passing grade on the final test and a commitment and pledge from the young men to use the tools they were given and continue to attend a monthly meeting. This project will be accepted once it has been show to address all the necessary deficiencies of the young men. This project includes ongoing operations and maintenance if the form of follow up with the goals of the young men who committed. Both internal and external personnel and resources will be needed for this project. Additionally, the project is not to exceed $10,000 in spending. Assumptions for this project are that support will be provided by the project sponsor and all department managers and those adequate internal resources are available for the successful completion of this project. Milestone List Milestone List Project: Man Inc. Weekend Conference Date: 04/01/2013

Milestone No. 001 002 003 004 005 006 007

Milestone Project Start

Mandatory/Optional Mandatory

Completion Date 2/22/2013 3/10/2013 4/14/2013 5/9/2013 6/10/2013 7/1/2013 8/31/2013

Verification Sponsor Approval Sponsor Approval Sponsor Approval Sponsor Approval Sponsor Approval Sponsor Approval Sponsor Approval

Complete Gathering Mandatory Requirements Complete Fundraising Mandatory Complete Securing Venue Complete Securing Speakers Mandatory Mandatory

Complete Conference Mandatory Project End Mandatory

Work Breakdown Structure In order to effectively manage the work required to complete this project, it will be subdivided into individual work packages which will not exceed 40 hours of work. This will allow the Project Manager to more effectively manage the projects scope as the project team works on the tasks necessary for project completion. The project is broken down into three phases: the program development phase; the program structuring phase; and the testing phase. Each of these phases is then subdivided further down to work packages which will require no more than 40 hours of work and no less than 4 hours of work Change Management Plan The Change Management approach for the Man Inc. Project will ensure that all proposed changes are defined, reviewed, and agreed upon so they can be properly implemented and communicated to all stakeholders. This approach will also ensure that only changes within the scope of this project are approved and implemented. The Change Management approach is not to be confused with the Change Management Process which will be detailed later in this plan. The Change Management approach consists of three areas: Ensure changes are within scope and beneficial to the project Determine how the change will be implemented Manage the change as it is implemented The Change Management process has been designed to make sure this approach is followed for all changes. By using this approach methodology, the Man Inc. Project Team will prevent

unnecessary change from occurring and focus its resources only on beneficial changes within the project scope. Communications Management Plan Effective communications will be a staple of the Project manager, and he will be proactive in ensuring positive communication takes place. The Communications Matrix shows the communications requirements presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate. Update or changes might periodically be needed as the project moves forward or changes are approved. Changes in personnel, scope, budget or other reasons might make a change or update necessary. Additionally, updates may be required as the project matures and additional requirements are needed. The responsibility for managing all proposed and approved changes to the communications plan will fall on the shoulders of the Project Manager. Once the change is approved, project manager will update the plan and supporting documentation and will distribute the updates to the project team and all stakeholders. Cost Management Plan Managing and reporting on the projects cost will be the responsibility of the Project Manager, and he/she will be expected to do this for the duration of the project. The Project Manager will meet with the management monthly during the project status meeting and present and review the projects cost performance for the preceding month. Earned value will be used to measure performance. The Project Manager well be held responsible for accounting for cost deviations and presenting the Project Sponsor with options for getting the project back on budget. Authority to make changes to the project and to bring it back within budget will be given to the Project Sponsor. Cost for this project will be managed at the fourth level of the WBS. Cost will be tracked by the control accounts that will be created. Earned Value calculations for the CAs will measure and manage the financial performance of the project. Although activity cost estimates are detailed in the work packages, the level of accuracy for cost management is at the fourth level of the WBS. Credit for work will be assigned at the work package level. Work started on work packages will grant that work package with 50% credit; whereas, the remaining 50% is credited upon completion of all work defined in that work package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole hour. Cost variances of +/- 0.1 in the cost and schedule performance indexes will change the status of the cost to cautionary; as such, those values will be changed to yellow in the project status reports. Cost variances of +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to an alert stage; as such, those values will be changed to red in the project status reports. This will require corrective action from the Project Manager in order to bring the cost and/or schedule performance indexes below the alert level. Corrective actions will require a

project change request and be must approved by the Project Sponsor before it can become within the scope of the project. The framework for this project will be set by this Procurement Management plan. It will guide the managing of the procurement throughout the life of the project and will be updated as acquisition needs changing. This plan identifies and defines the items to be procured, the types of contracts to be used in support of this project, the contract approval process, and decision criteria. The importance of coordinating procurement activities, establishing firm contract deliverables, and metrics in measuring procurement activities is included. Other items included in the procurement management plan include: procurement risks and procurement risk management considerations; how costs will be determined; how standard procurement documentation will be used; and procurement constraints. Oversight and management for all procurement activities of this project will be provided by the Project Manager. The Project Manager and project team will work to identify all items to be procured for the successful completion of the project. The Project Management Office will then review the procurement list prior to submitting it to the contracts and purchasing department. The contracts and purchasing department will review the procurement items, determine whether it is advantageous to make or buy the items, and begin the vendor selection, purchasing and the contracting process. Project Scope Management Plan The Scope management plan provides scope structure for this project. This plan spells out the scope management approach, roles and responsibilities as they concern project scope, scope definition, verification and control measures, scope change control, and the projects work breakdown structure. Any communication about the project that is concerning the projects scope should follow the scope management plan. This project is for kicking off a new organization that will teach, shape, lead and motivates, young men from inner city Dayton and assists them in becoming successful, productive, members of their communities and country. This will include various types of training such as, job training, proper social etiquette, interviewing skills, resume writing, selecting proper attire, public speaking, and various character building exercises. External resources will be donated by local area churches, and businesses Schedule Management Plan The project schedule determines how the project will be carried out. Project schedules are vital to all projects as they inform the entire project team of the project's status at any given time. The approach the project team will use should be spelled out in the schedule management plan. The plan should also include monitoring of project schedule and changes made after the baseline schedule has been approved. This includes identifying, analyzing, documenting, prioritizing, approving or rejecting, and publishing all schedule-related changes. The Planning Pro app for iPad will be used to create project schedules starting with the deliverables shown in the project's WBS. Activity definition will identify the specific work,

which must be performed to complete each deliverable. Activity sequencing will choose the order of work and assigned relationships between project activities. The number of work sessions required to complete work packages will be determined by estimating activity duration. Resource estimating will be used to assign resources to work packages in order to complete schedule development. After a tentative schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. All proposed the project team and resources must agree upon work package assignments, durations, and schedules. After which the project sponsor will review and approve the schedule and it will then be base lined. The following will be designates as milestones for the project schedule: Completion of scope statement and WBS/WBS Dictionary Base lined project schedule Approval of final project budget Project kick-off Approval of roles and responsibilities Requirements definition approval Completion of data mapping/inventory Project implementation Acceptance of final deliverables

Roles and responsibilities for schedule development are as follows: Facilitating work package definition, sequencing, and estimating resources with the project team will be the sole responsibility of the project manager. The project manager will also create the project schedule using Planning Pro for iPad and validate the schedule with the project team, stakeholders, and the project sponsor. The project manager will obtain schedule approval from the project sponsor and baseline the schedule. Work package definition, sequencing, and duration, and resource estimating will the responsibility of the project team. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved. The project sponsor will participate in reviews of the proposed schedule and approve the final schedule before it is base lined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation. Quality Management Plan The Quality Management Plan for the Man Inc. Weekend Conference project will establish the activities, processes, and procedures for ensuring a quality product upon the conclusion of the project. The purpose of this plan is to:

Ensure quality is planned Define how quality will be managed Define quality assurance activities Define quality control activities Define acceptable quality standards

The quality management approach for the Man Inc. project will ensure quality is planned for both the product and processes. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, measure quality and continuously improve quality. Event quality for the Man Inc. project will be defined by standards set forth by the Project Sponsor and Project Manager. The focus is on the projects deliverable and the standards and criteria being used will ensure the event meets established quality standards and customer satisfaction. Process quality for the Man Inc. project will focus on the processes by which the project deliverable will be manufactured. Establishing process quality standards will ensure that all activities conform to an organizational standard which results in the successful delivery of the product. The project team will work with the Quality Group to define and document all organizational and project specific quality standards for both product and processes. All quality documentation will become part of the Man Inc. Project Plan and will be transitioned to operations upon the successful completion of the project. Metrics will be established and used to measure quality throughout the project life cycle for the product and processes. The Quality Group Manager will be responsible for working with the project team to define these metrics, conduct measurements, and analyze results. These product and process measurements will be used as one criterion in determining the success of the project and must be reviewed by the project sponsor. Metrics will include: Schedule Resources Cost Process performance Customer Satisfaction Quality improvements will be identified by any member of the project team or quality group. Each recommendation will be reviewed to determine the cost versus benefit of implementing the improvement and how the improvement will impact the processes. If an improvement is implemented the project manager will update all project documentation to include the improvement and the quality manager will update the organizational documentation the improvement affects. Risk Management Plan

As organizations begin new projects they begin operating in an area of uncertainty that comes along with developing new and unique products or services. By doing so, these organizations take chances which results in risk playing a significant part in any project. The purpose of the risk management plan is to establish the framework in which the project team will identify risks and develop strategies to mitigate or avoid those risks. However, before risks can be identified and managed, there are preliminary project elements which must be completed. These elements are outlined in the risk management approach. This project is considered a medium risk project as it has an overall risk score of 24 on a scale from 0 to 100. The project risk score is the average of the risk scores of the most significant risks to this project. A risk score below 16 is low risk project, a score between 16 and 45 is a medium risk project and a score above 45 is a high risk project. Before risk management begins it is imperative that a foundation is established for providing structured project information, thus, the following project elements were completed and defined prior to developing this Risk Management Plan: Define work scope, schedule, resources, and cost elements o Develop project WBS/WBS dictionary o Develop master schedule and detailed schedules o Estimate project cost and finalize budget o Identify required and available resources o Establish performance measurement metrics Define minimum and maximum baseline thresholds o Schedule o Resources o Cost Baseline reporting requirements o Format o Frequency of distribution o Distribution list Define Risk Management Roles and Responsibilities o Project Manager chairs the risk assessment meetings o Project team participates in risk assessment meetings and members serve as meeting recorder and timekeeper o Key stakeholders participate in risk assessment meetings o Project Sponsor may participate in risk assessment meetings

Risk Register The Risk Register for this project is a log of all identified risks, their probability and impact to the project, the category they belong to, mitigation strategy, and when the risk will occur. The

register was created through the initial project risk management meeting led by the project manager. During this meeting, the project team identified and categorized each risk. Additionally, the team assigned each risk a score based on the probability of it occurring and the impact it could potentially have. The Risk Register also contains the mitigation strategy for each risk as well as when the risk is likely to occur. Based on the identified risks and timeframes in the risk register, each risk has been added to the project plan. At the appropriate time in the planprior to when the risk is most likely to occurthe project manager will assign a risk manager to ensure adherence to the agreed upon mitigation strategy. The each risk manager will provide the status of their assigned risk at the biweekly project team meeting for their risks planned timeframe. Staffing Management Plan Essential to the success of the Man Inc. Project is the roles and responsibilities. Everyone involved must fully and clearly understand their roles and responsibilities in order to successfully perform their portion of the project. The following project team roles and responsibilities have been established for the Man Inc. Project. Project Manager (PM), (1 position): responsible for the overall success of the Man Inc. Project. The PM must authorize and approve all project expenditures. The PM is also responsible for approving that work activities meet established acceptability criteria and fall within acceptable variances. The PM will be responsible for reporting project status in accordance with the communications management plan. The PM will evaluate the performance of all project team members and communicate their performance to functional managers. The PM is also responsible for acquiring human resources for the project through coordination with functional managers. The PM must possess the following skills: leadership/management, budgeting, scheduling, and effective communication.

Functional Managers (FM), (2 positions): While not part of the project team, functional managers are responsible for providing resources for the project in accordance with the projectstaffing plan. Functional managers are responsible for working with the PM to determine skill sets required and approving resource assignments. Functional managers are also responsible for conducting performance appraisals of assigned resources based, in part, on the PMs feedback regarding project performance. For the Man Inc. Project the project staff will consist mostly of internal resources, with a few outside resources. The Project Manager will negotiate with functional and department managers in order to identify and assign resources in accordance with the project organizational structure. The appropriate functional/department manager must approve all resources before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace. Cost Baseline

The cost baseline for the Man Inc. project includes all budgeted costs for the successful completion of the project. Project Phase Planning Budgeted Total $2,000 Comments Includes work hours for all project team members for gathering requirements and planning project Includes work hours for all project team members for work on conceptual design Includes all giveaway items Includes all accommodations for speakers

Design

$2,000

Materials Speakers

$4,000 $2,000

Quality The quality control of the Man Inc. project focuses primarily on the Man Inc. event and the acceptable standards and performance. The quality performance standards for the Man Inc. Project are in accordance with the organizational standards of performance of all Man Inc. events. The Project Manager will schedule regularly occurring project, management, and document reviews. In these reviews, an agenda item will include a review of event plan, any discrepancies and/or audit findings from the quality manager, and a discussion on product improvement initiatives. It is imperative to the success of the project that all of the established physical and performance standards are met. By doing so, the Man Inc. Project Team will ensure that the product achieves the high level of customer satisfaction anticipated and that future events will be in line with budget and resource allocations.

SPONSOR ACCEPTANCE
Approved by the Project Sponsor:

__________________________________________ <Project Sponsor> <Project Sponsor Title>

Date: ___________________