Implementing IMS for Project Management

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Implementing IMS for Project Management

  1. 1. Instructional Management System Implementation Project Plan Prepared By: Sachin Bajracharya Paul Michalek Ruben Shrestha Laikun Tang
  2. 2. Instructional Management System Implementation Project TABLE OF CONTENTS Overall Relevancy of Tasks with Objectives.........................................21 47 DSCI 620: Project Management (Nezhad), Spring 2003 Page: 2
  3. 3. Instructional Management System Implementation Project Instructional Management System Conversion Executive Summary DSCI 620: Project Management (Nezhad), Spring 2003 Page: 3
  4. 4. Instructional Management System Implementation Project EXECUTIVE SUMMARY In 1999, Minnesota State Colleges and Universities (MnSCU) campuses and the Office of the Chancellor completed an RFP evaluation process to select an instructional management system (IMS). Though a single statewide IMS platform was preferred at that time, the decision was made to contract with three vendors (Anlon, Blackboard, and WebCT). As the three system contracts were nearing expiration, an IMS of the Future Task Force was established. Three years ago, multiple choices were given because there did not seem to be any product that was a leader. As the result of the RFP process, the Evaluation Team and the Academic Software/Systems Committee recommended Desire2Learn (D2L) as the e- Learning platform for the single IMS platform to be hosted and supported by the Office of the Chancellor. The Leadership Council endorsed these recommendations and October 13, 2003, a software License Agreement was signed with Desire2Learn. Metropolitan State University has chosen to be at the forefront of the MnSCU institutions that are moving to the D2L platform. This purpose of this project is to rollout the successful delivery of D2L at Metropolitan State University to meet the Web-based learning needs of the students system-wide. The goal is to have a fully developed and tested D2L learning platform available by the start of fall term 2004. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 4
  5. 5. Instructional Management System Implementation Project Instructional Management System Implementation Statement of Opportunity DSCI 620: Project Management (Nezhad), Spring 2003 Page: 5
  6. 6. Instructional Management System Implementation Project STATEMENT OF PROBLEM/OPPORTUNITY After a careful and lengthy evaluation of various instructional management systems (IMS) Metropolitan State University’s parent institution (Minnesota State Colleges and Universities, MnSCU) has selected new IMS platform called Desire2Learn (D2L). This platform has been determined to be the best solution to address the fast growing demand for universities to offer better quality instruction and more courses via the internet. The new IMS needs to be implemented at Metropolitan State University in a relatively short timeframe and must address the following areas of concern: • Migrate existing courses from old IMS and create new course into the new IMS • Integrate various relevant technologies into the new IMS structure • Train existing faculty, student and staff on how to use the new IMS effectively • Setup a defined structure for campus-wide support and services • Define processes and procedures to ensure effective use by various user groups such as faculty, students and staff. Successful implementation of D2L will put Metropolitan State in a position to be competitive with the best higher-education institutions in its online course offerings nation-wide. This will in turn allow Metropolitan State more effectively meet its institutional missions of providing accessible high quality education to its students. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 6
  7. 7. Instructional Management System Implementation Project Instructional Management System Implementation Goal Statement DSCI 620: Project Management (Nezhad), Spring 2003 Page: 7
  8. 8. Instructional Management System Implementation Project GOAL STATEMENT Achieve successful implementation new IMS Desire2Learn at Metropolitan State University by August 1st, 2004 within a budget of $100,000. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 8
  9. 9. Instructional Management System Implementation Project Instructional Management System Implementation Definition of Objectives DSCI 620: Project Management (Nezhad), Spring 2003 Page: 9
  10. 10. Instructional Management System Implementation Project PROJECT OBJECTIVES 1. Complete project to specifications by August 1st, 2004. 2. Complete project to specifications within total budget of $100,000. 3. Migrate all existing courses from old IMS and create new courses into new IMS. 4. Train faculty student and support staff how to effectively use tools within the structure of the new IMS. 5. Develop dependable and proactive support structure to assist in migration, communication, on-going training and maintenance of new IMS once it has been implemented. 6. Develop processes for both faculty and student end-users to effectively use the IMS. 7. Create a fully-integrated seamless system with stable and secure system environment. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 10
  11. 11. Instructional Management System Implementation Project Instructional Management System Implementation Task Descriptions DSCI 620: Project Management (Nezhad), Spring 2003 Page: 11
  12. 12. Instructional Management System Implementation Project TASK DESCRIPTIONS  Objective 1: o Complete project to specifications by August 15th, 2004  Objective 2: o Complete project to specifications within total budget of $100,000  Objective 3: 1) Create Courses o Create naming convention for courses that closely matches course schedule and is most useful (includes as much information as needed). o Create hierarchy for courses in order to keep track of courses in Colleges, Schools and Departments. o Enable the tools necessary for University use and disable tools that are not going to be used. o Produce and label different access rights to different layers of users. o Produce template for University portal level and use Cascading Style Sheet (CSS) for general formatting (i.e. Text, layout, and media). o Produce templates for each level of organization (i.e. Department, College etc.). Use CSS to enhance the different designs for each level. o Produce useful widgets such as RSS feeds for University and organization level (e.g. Widgets for campus-wide news, weather-related news, and content-related material). 2) Course Content Migration o Set up process to migrate content after deciding how to approach transfer of content from WebCT to D2L. The options available were to use special IMS export tools or use regular proprietary IMS tools. o Train Graduate Assistants (GA) to migrate content. o Track and document GA workload and course migration. o Track type of courses (i.e. New courses, Master courses, courses in live in WebCT, courses archived in WebCT), course categories, instructors and migration status. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 12
  13. 13. Instructional Management System Implementation Project o Crosscheck courses and their content after migration is complete. o Get material from faculty for new courses and enter into courses. 3) Migrate Other Tools (Quiz/ Exam) specific materials o Select migration tool for most efficient and effective transfer of quiz content from previous IMS to new. o Transfer questions per course. o Crosscheck content after migration is complete. 4) Integrated Student Registration System Integration with D2L system. o Receive final product for Course Schedule offered by University. (This is a task conducted by the respective college departments in University) o Set up screen to migrate course Integration so that necessary courses in ISRS are integrated with D2L courses automatically. o Run automated process for course shell. o Run system integration automated process for courses. o Populate students through automated process making sure they are in the correct access right.  Objective 4: 5) Create Demo Course o Create a course and include the main tools for demonstration. o Prepare the Navigation and D2L environment for demonstration. o Create Content for demonstration. 6) Conduct Demo o Set up Demonstrations by education departments. o Prepare feedback form. o Get feedback from faculty for the D2L demo and D2L use in general. Material from the feedback can be used for FAQ. o Prepare worksheet forms for faculty to fill out. o Get worksheet per faculty per course. 7) User Guide o Create user guide/ reference for faculty. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 13
  14. 14. Instructional Management System Implementation Project o Create user guide/ reference for Staff. o Create user guide/ reference for Students. o Include in website. 8) Student Training o Conduct D2L Overview training. o Conduct Tools training. o Handout user guide including registration process. 9) Faculty Training o Conduct D2L Overview training. o Conduct Tools training. o Conduct advanced training o Handout user guide including registration process. 10)Train Support staff o Create user accounts with specific rights. o Train basic D2L and FAQ. o Give support documentations (guide, FAQ, and website URLs). 11) Rich Media Training o Get general consensus for rich media demand and style. o Choose format for delivering rich media (i.e. Flash, Shockwave, videos, screenshots, photos, screenshots) o Create and conduct Demos (For each method chosen). o Create a process for requesting and a request Form. Include in website.  Objective 5: 12)Set up FAQ o Collect Question and divide into topics from demo and training sessions. Answer questions and refer (link) to user guide. o Set up user accounts FAQ. o Set up Metropolitan State Policy for Use of IMS FAQ. 13)Create Website DSCI 620: Project Management (Nezhad), Spring 2003 Page: 14
  15. 15. Instructional Management System Implementation Project o Information and Layout Design o Build the website as a part of the existing Center For Online Learning website. Include necessary forms. o Include support, training, and user guide material. o Test development for functionality, usability and accessibility.  Objective 6: 14)Create Faculty/ Student User Process o Create a process for course account. This process will allow a d2l domain for valid courses. o Create a process for faculty account. This process will allow a faculty member to use d2l domain with proper access for valid courses. o Create a process for student user account. This process will allow students to be registered for valid courses offered online. o Create Instructions for the above user process.  Objective 7: 15)Outsource/Contract IT Tasks o House D2L applications o Setup Windows server o Configure network o Configure systems o Integrate other utilities o Integrate email client o Portal integration DSCI 620: Project Management (Nezhad), Spring 2003 Page: 15
  16. 16. Instructional Management System Implementation Project Instructional Management System Implementation Project Hierarchy (Work Breakdown Structure) DSCI 620: Project Management (Nezhad), Spring 2003 Page: 16
  17. 17. Instructional Management System Implementation Project DSCI 620: Project Management (Nezhad), Spring 2003 Page: 17
  18. 18. Instructional Management System Implementation Project Instructional Management System Implementation Project Priorities DSCI 620: Project Management (Nezhad), Spring 2003 Page: 18
  19. 19. Instructional Management System Implementation Project PROJECT PRIORITIES Comparative Prioritization of Tasks and Objectives Objectives Priorities Chart The objectives defined above are prioritized with a number from 1 through 5 corresponding to increasing priority. The objectives are prioritized for the main goal as defined in goal statement. The objectives summarized are as follows: Objective 1: Complete project by August 15th, 2004. Objective 2: Complete project within total budget of $100,000. Objective 3: Migrate existing courses and create new ones. Objective 4: Train faculty, student and support staff. Objective 5: Develop support structure for Campus-wide needs. Objective 6: Create user processes. Objective 7: Create a fully integrated seamless system. Obj.7 Obj. 1 13% 20% Obj.6 Obj. 1 13% Obj. 2 Obj.3 Obj. 4 Obj. 5 Obj. 2 13% Obj.6 Obj. 5 Obj.7 17% Obj.3 Obj. 4 8% 16% DSCI 620: Project Management (Nezhad), Spring 2003 Page: 19
  20. 20. Instructional Management System Implementation Project Project Tasks Priorities Chart The project tasks defined above are prioritized with a number from 1 through 5 corresponding to increasing priority. The objectives are prioritized for each objectives defined above. The tasks descriptions are labeled in the following graphical representations: Project Priorities Form Project Priorities Objectives Obj 1 Obj 2 Obj 3 Obj 4 Obj 5 Obj 6 Obj 7 Priorities 5 3 2 4 4 3 3 Task Task Description Task Task Task Task Task Task Task Overall Relative # Priority Priority Priority Priority Priority Priority Priority Task Task Obj 1 Obj 2 Obj 3 Obj 4 Obj 5 Obj 6 Obj 7 Priority Priority % 1 Create courses 5 2 5 3 1 0 0 57 9 2 Course content 4 3 5 2 1 0 0 51 8 migration 3 Migrate other 3 2 3 1 2 0 0 39 6 tools 4 ISRS/D2L 1 2 3 2 2 5 5 48 7 5 Create demo 3 2 1 4 2 1 0 50 7 course 6 Demo 3 3 2 5 4 1 0 67 10 7 User guide 4 3 1 5 4 2 0 73 11 8 Student training 2 1 0 3 1 1 0 32 5 9 Faculty training 4 3 2 5 3 1 0 68 10 10 Train support 3 2 1 4 5 2 0 65 10 staff 11 Rich media 1 2 0 2 2 0 0 27 4 training 12 Setup FAQ 2 1 3 3 2 1 0 42 6 13 Create website 3 2 2 2 3 1 0 48 7 14 Create 2 2 0 2 3 0 5 36 5 faculty/student user process Project Priorities Cont. The project priorities table does not include technical outsourcing since it is assumed that the contract has begun prior to the implementation. Therefore, the task prioritization is focused on the tasks implemented by the Metropolitan State University D2L implementation team. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 20
  21. 21. Instructional Management System Implementation Project Overall Relevancy of Tasks with Objectives The training and timeline being the highest priority objectives in the project, relevancy of the tasks per objective are illustrated above. Highest relevancy of the training is seen with the training tasks and other tasks that relate with training. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 21
  22. 22. Instructional Management System Implementation Project Instructional Management System Implementation Risk Assessment DSCI 620: Project Management (Nezhad), Spring 2003 Page: 22
  23. 23. Instructional Management System Implementation Project RISK ASSESSMENT The following data is our analysis of the primary risks involved with the project. 1. Unexpected decrease in personnel resources. Likely Causes and Consequences: The project may find itself lacking in personnel resources due to various unforeseen circumstances such as sickness, employee turnover and/or changes within the university. Although this risk is potential throughout the project tasks, it is a bigger threat to project tasks in the critical path. Tasks: All Preventive Action: Identify key personnel and critical task to discuss availability of the resource through the project. Assign backup resources to critical tasks. Keep resumes ready for new hire. Contingent Action: Hire new personnel or shift resources from other tasks. Trigger: Any member of the project team leaves the project. 2. Technical difficulties lead to incomplete/delayed tasks. Likely Causes and Consequences: Most tasks in the project that use technological resources are open to technical problems. They can be caused by equipment failure, disruptions in the campus-wide computer network, incompatible systems and/or inadequate technical knowledge. Tasks: 2, 3, 4, 5, 7, 16 Preventive Actions: Plan for adequate technical training, ensure maximum possible redundancy of the critical technological equipment, conduct compatibility tests and keep technical support staff on the standby. Contingent Actions: Call technical support. Purchase new equipment. Trigger: Task progress decreases due to technological malfunctions DSCI 620: Project Management (Nezhad), Spring 2003 Page: 23
  24. 24. Instructional Management System Implementation Project Risks cont. 3. Courses incompletely/incorrectly populated. Likely Causes and Consequences: This can be caused by an error in the automated ISRS-D2L integration process. The probability of this risk factor increases with the number of courses and students in the system. Tasks: 5 Preventive Actions: Test automated process several times. Check populated courses thoroughly. Contingent Actions: Manually populate courses Trigger: Student or Faculty reports discrepancies in the converted courses. 4. Course complexity, lack of material or instructor co- operation leads to delayed course conversion Likely Causes and Consequences: Although all the resources are available and there are no technical difficulties, the project may still face some course conversion setbacks. This could be attributed to several reasons including unforeseen course complexity, lack of material or simple unavailability of the instructors to discuss the problem with. Tasks: 3 Preventive Actions: Setup a general meeting with all the instructors to discuss their courses prior to the start of the conversion task, thus identifying potentially risky courses. Get the instructor’s tentative schedule and their commitment. Contingent Action: Add additional resource (such as more GAs working on the conversion) or leave the course in WebCT until the problem is taken are of. Trigger: Assigned GA reports conversion difficulty with a course. Risks cont. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 24
  25. 25. Instructional Management System Implementation Project 5. Insufficient Faculty/Staff training resulting in delayed/inaccurate course sites Likely Causes and Consequences: Even with the training sessions completed, we may find that the training was not sufficient for some of the instructors. This could be due to poorly planned training session, complexity in some of the courses or in D2L itself, the absence of the instructor in the sessions or even their retention capacity for technical trainings. This could lead to the instructors facing difficulty in modifying/maintaining their courses in D2L, resulting in inaccurate course sites. Task: 10, 11, 12 Preventive Actions: Identify training requirements early on and establish an accurate feedback system after the training session. Ensure attendance in the training sessions. Provide an option for repeated training sessions. Plan for providing a one-on- one help support. Contingent Actions: Assign a GA to the faculty/staff for a one-on-one support. Trigger: Faculty/Staff expresses difficulty in modifying/maintaining courses 6. Lack of co-operation from the existing IMS (WebCT) in the transition process. Likely Causes and Consequences: The availability and co-operation of WebCT is important in the project. However, as WebCT is losing a customer, it may not be their priority to facilitate the transition. This could result in difficulties when a situation arises that requires their participation. Tasks: 3, 4 Preventive Actions: Review their contract terms carefully and explicitly state their roles and responsibilities in the process. Establish a contact point on both sides. Keep lawyer standby incase enforcing contract terms become necessary. Contingent Actions: Legally enforce contract terms and liability issues. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 25
  26. 26. Instructional Management System Implementation Project Risks cont. 7. Outsourced/contracted work delivered not to specification. Likely Causes and Consequences: There is a chance that tasks that are outsourced to external agents (D2L, MnSCU, IT department) are not delivered up to the required specification. This can be caused by inaccuracy in laying out requirements, misunderstanding of the expectations, and even the incompetence of the external agents. This could seriously jeopardize the project as a lot the tasks are dependent on these outsourced tasks. Tasks: Objective 7 Preventive Actions: Thoroughly examine requirements and lay out the expectations explicitly in writing. Establish influential contact points on both sides. Incorporate insurance terms into the contract with the IMS vendor transferring part of the risk to the external agent. Contingent Action: Take legal action to recuperate the loss. Extend project timeline and switch vendors if possible. Trigger: Discrepancy found when examining the specification of the delivered products against the requirements. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 26
  27. 27. Instructional Management System Implementation Project Risk Assessment Probability Table Project Risk Assessment Risk Factor Probabilit Impact Overall Relative Tasks Risk y Impact Impact Affected Response % % by the Risk Factor Unexpected decrease in 25 4 100 14 All Hire or personnel resources shift resources Technical difficulties 75 2 150 21 2, 3, 4, Seek lead to 5, 7, 16 technical incomplete/delayed support or tasks purchase equipment Courses 20 4 80 11 5 Manually incompletely/incorrectly populate populated courses Delay in some courses 45 2 90 13 3 Add due to course additional complexity, lack of resources material or instructor (Graduate co-operation Assistants) Faculty/Staff training is 45 4 180 25 10, 11, One-on- insufficient resulting in 12 one delayed/inaccurate support course sites Lack of co-operation 12 3 36 5 3, 4 Legally from old IMS (WebCT) enforce in the transition to new contract IMS terms Outsourced/contracted 15 5 75 11 15 Legal work delivered action to incomplete or not to recuperate specification or late loss DSCI 620: Project Management (Nezhad), Spring 2003 Page: 27
  28. 28. Instructional Management System Implementation Project Risk Factors Graph Priorities of Risk Factors Priorities (%) 30 20 10 0 Faculty/Staff training Unexpected Outsourced/contract incomplete or not to decrease in incompletely/incorre personnel ed work delivered ctly populated is insufficient resulting in Courses Faculty training is recognized as the largest risk as illustrated above. Variances of tasks relating to this objective is high. Some faculty may need more time to get used to the new system environment due to retention capacity or insufficient training. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 28
  29. 29. Instructional Management System Implementation Project Instructional Management System Implementation Task Assignments DSCI 620: Project Management (Nezhad), Spring 2003 Page: 29
  30. 30. Instructional Management System Implementation Project PROJECT RESPONSIBILITIES The below matrix includes task implementers for the project and their hourly rate for implementation as human resources costs. It also includes other costs produced by the other resources (described below in other resources section). The total task costs is the sum of Human resources and Other Costs. Responsibility Matrix Task Implementers Task Costs Task Task Proj. P S S Hour HR Other Total # Description Mgr. per Budget $ Cost $ Budget $ Task 1 Create PM IMSA DA ASP 40 2950.00 781.00 3731.00 courses REG 2 Course PM IMSA GA 240 9300.00 4687.00 13987.00 content migration 3 Migrate PM IMSA GA 40 1550.00 781.00 2331.00 tools materials 4 ISRS/D2L PM DA IMSA 40 2350.00 781.00 3131.00 integration 5 Create PM ID 40 1150.00 781.00 1931.00 demo course 6 Demo PM ID GA 40 1550.00 781.00 2331.00 7 User guide PM ID GA 80 3100.00 1562.00 4662.00 8 Student PM GA ID 16 592.00 312.00 904.00 training 9 Faculty PM ID GA 120 4650.00 2344.00 6994.00 training 10 Train PM ID GA 80 2960.00 1562.00 4522.00 support staff 11 Rich media PM ID GA 80 2960.00 1562.00 4522.00 training 12 Setup FAQ PM ID GA 80 3100.00 1562.00 4662.00 13 Update PM WM GA ID 24 1290.00 469.00 1759.00 website 14 Create user PM IMSA DA REG 24 1770.00 469.00 2239.00 processes 15 Outsource PM ASP 41300.00 IT tasks Total Project Budget: $99008.00 P = Primary Responsibility (Task Leader) S = Secondary Responsibility (Task Member) DSCI 620: Project Management (Nezhad), Spring 2003 Page: 30
  31. 31. Instructional Management System Implementation Project Instructional Management System Implementation Resources DSCI 620: Project Management (Nezhad), Spring 2003 Page: 31
  32. 32. Instructional Management System Implementation Project PROJECT RESOURCES The principal resources required for this project are of human resources based. These personnel will include managerial, IT professionals and administrative staff. The positions are described as follow: Human Resources Other Resources TITLE Hardware Project Manager • Computers (15) Web Master Application Service Provider Standard Software Registrars • Adobe Acrobat Reader 6.0 Database Administrator • Adobe FrameMaker 6 IMS Administrator • Adobe Photoshop 7 Instructional • Conversion Tool (Respondus) Developer/Trainer • Decide 2000 Graduate Assistant • Macromedia Dreamweaver MX • Macromedia Flash MX • Microsoft Access XP • Microsoft Excel XP • Microsoft Front Page 2000 • Microsoft Powerpoint XP • Microsoft Project XP • Microsoft Publisher 2002 • Microsoft SQL • Microsoft Visio 2002 • Microsoft Word XP Office Supplies • Xerox Services • Facsimile Services • Phone Services • Internet Services Stationery Supplies DSCI 620: Project Management (Nezhad), Spring 2003 Page: 32
  33. 33. Instructional Management System Implementation Project Instructional Management System Implementation Scheduling DSCI 620: Project Management (Nezhad), Spring 2003 Page: 33
  34. 34. Instructional Management System Implementation Project PROJECT SCHEDULING Task Scheduling/Duration Task Duration Formula: Duration=(Optimistic Duration + 4*Expected Duration + Pessimistic Duration)/6 Task Duration Task Task Name (O) (P) (E) Derived Variance SD Slack Variance ID Unit Unit Unit Unit of Critical Task 1 Create Course 32 60 40 42.00 21.78 4.67 0.00 21.78 2 Course content 192 360 240 252.00 784.00 28.00 0.00 784.00 migration 3 Migrate tools 32 60 40 42.00 21.78 4.67 0.00 21.78 materials 4 ISRS/D2L 32 60 40 42.00 21.78 4.67 0.00 21.78 integration 5 Create demo course 32 60 40 42.00 21.78 4.67 0.00 21.78 6 Demo 32 60 40 42.00 21.78 4.67 0.00 21.78 7 User guide 64 120 80 84.00 87.11 9.33 0.00 87.11 8 Student training 13 24 16 16.80 3.36 1.83 0.00 3.36 9 Faculty training 96 180 120 126.00 196.00 14.00 0.00 196.00 10 Train support staff 64 20 80 84.00 87.11 9.33 0.00 87.11 11 Rich media training 64 120 80 84.00 87.11 9.33 0.00 87.11 12 Setup FAQ 64 120 80 84.00 87.11 9.33 0.00 87.11 13 Update website 19 36 24 25.20 8.03 2.83 0.00 8.03 14 Create user 19 36 24 25.20 8.03 2.83 0.00 8.03 processes 15 Outsource IT tasks ΣVc 1456.75 бT 38.17 DSCI 620: Project Management (Nezhad), Spring 2003 Page: 34
  35. 35. Instructional Management System Implementation Project Critical Task Table Critical Task Task Task Name Duration Immediat ES EF LS LF Slac Critical ID Unit e k T/F? Predecess or 1 Create Course 42.00 3-1-04 3-8-0 3-5-04 3-12-0 0.00 True 4 4 2 Course content 252.00 1 3-8-04 4-20- 3-12-0 4-26-0 0.00 True 4 migration 04 4 3 Migrate tools 42.00 1 3-8-04 3-15- 5-14-0 5-21-0 0.00 True 4 materials 04 4 4 ISRS/D2L 42.00 1 3-8-04 3-15- 5-11-0 5-18-0 0.00 True 4 integration 04 4 5 Create demo 42.00 3-1-04 3-8-0 3-1-04 3-8-04 0.00 True course 4 6 Demo 42.00 5 3-8-04 3-15- 3-8-04 3-15-0 0.00 True 4 04 7 User guide 84.00 6 3-15-04 3-29- 3-15-0 3-29-0 0.00 True 4 04 4 8 Student training 16.80 7 3-30-04 4-1-0 5-14-0 5-18-0 0.00 True 4 4 4 9 Faculty training 126.00 2,7 4-20-04 5-12- 4-26-0 5-18-0 0.00 True 4 04 4 10 Train support 84.00 7 3-30-04 4-15- 5-7-04 5-21-0 0.00 True 4 staff 04 11 Rich media 84.00 7 3-30-04 5-21- 4-15-0 5-21-0 0.00 True 4 training 04 4 12 Setup FAQ 84.00 7 3-30-04 4-13- 5-7-04 5-21-0 0.00 True 4 04 13 Update website 25.20 7 3-30-04 4-6-0 5-18-0 5-21-0 0.00 True 4 4 4 14 Create user 25.20 4,8,9 5-12-04 5-17- 5-18-0 5-21-0 0.00 True 4 processes 04 4 15 Outsource IT 3-1-04 4-27- 3-24-0 5-21-0 0.00 True tasks 04 4 4 DSCI 620: Project Management (Nezhad), Spring 2003 Page: 35
  36. 36. Instructional Management System Implementation Project Instructional Management System Implementation Gantt Chart/Network DSCI 620: Project Management (Nezhad), Spring 2003 Page: 36
  37. 37. Instructional Management System Implementation Project GRANTT CHART/NETWORK DIAGRAM Project start date is on March 1st, 2004 and project completion on May 21st,2004. Critical path reflects on only the sequence of tasks in relation to predecessors but also the resource allocated to various tasks in that some tasks can not begin until a resource is freed from another class. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 37
  38. 38. Instructional Management System Implementation Project Network Diagram The network diagram illustrates the sequence of tasks in relation to one another. Some tasks start at the same time as others where as other tasks are interpedently related. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 38
  39. 39. Instructional Management System Implementation Project Instructional Management System Implementation Budgeting DSCI 620: Project Management (Nezhad), Spring 2003 Page: 39
  40. 40. Instructional Management System Implementation Project PROJECT BUDGET Position Salary Per Hour or Per Piece Human Resources Project Manager 35.00 Web Master 15.00 Application Service Outsource Registrars 15.00 Database Administrator 30.00 IMS Administrator 20.00 Instructional Developer 20.00 Instructional Technology Trainer 20.00 Graduate Assistant (8) 10.00 Other Resources Computers (15) @ $500.00 7500.00 Adobe Acrobat Reader 6.0 400.00 Adobe FrameMaker 6 640.00 Adobe Photoshop 7 1200.00 Respondus – Conversion Tool 800.00 Decide 2000 800.00 Macromedia Dreamweaver MX 400.00 Macromedia Flash MX 400.00 Microsoft Access XP 796.00 Microsoft Excel XP 796.00 Microsoft Front Page 2000 396.00 Microsoft Powerpoint XP 796.00 Microsoft Project XP 796.00 Microsoft Publisher 2002 396.00 Microsoft SQL 280.00 Microsoft Visio 2002 280.00 Microsoft Word XP 760.00 Office Supplies 1000.00 Sub Total $18,436.00 Budget-Task Table Budget Task Implementers Task Costs Task Task Proj P S S Hour HR Other Total Budget $ # Description . per Budget $ Cost $ Mgr. Task 1 Create PM IMSA DA ASP 40 2950.00 781.00 3731.00 courses REG 2 Course PM IMSA GA 240 9300.00 4687.00 13987.00 content migration 3 Migrate PM IMSA GA 40 1550.00 781.00 2331.00 tools DSCI 620: Project Management (Nezhad), Spring 2003 Page: 40
  41. 41. Instructional Management System Implementation Project materials 4 ISRS/D2L PM DA IMSA 40 2350.00 781.00 3131.00 integration 5 Create PM ID 40 1150.00 781.00 1931.00 demo course 6 Demo PM ID GA 40 1550.00 781.00 2331.00 7 User guide PM ID GA 80 3100.00 1562.00 4662.00 8 Student PM GA ID 16 592.00 312.00 904.00 training 9 Faculty PM ID GA 120 4650.00 2344.00 6994.00 training 10 Train PM ID GA 80 2960.00 1562.00 4522.00 support staff 11 Rich media PM ID GA 80 2960.00 1562.00 4522.00 training 12 Setup FAQ PM ID GA 80 3100.00 1562.00 4662.00 13 Update PM WM GA ID 24 1290.00 469.00 1759.00 website 14 Create PM IMSA DA REG 24 1770.00 469.00 2239.00 user processes 15 Outsource PM ASP 41300.00 IT tasks Subtotals: 39272.00 40216.00 99008.00 Total Project Budget: $99,008.00 DSCI 620: Project Management (Nezhad), Spring 2003 Page: 41
  42. 42. Instructional Management System Implementation Project Instructional Management System Implementation Simulation DSCI 620: Project Management (Nezhad), Spring 2003 Page: 42
  43. 43. Instructional Management System Implementation Project PROJECT SIMULATION For our simulation we selected our two most probably risks and realized those risks. The risks, what caused the risk to be realized and the results are listed in the table below. RISK CAUSE RESULT The cost of this resource increased from $20/hr to Unexpected decrease in Instructional designer (ID) $30/hr which increased personnel resources. raised hourly rate. the overall cost of the project by $11,708.30. Technical difficulties lead Task number 6, ISRS The duration of this tasks to incomplete/delayed integration takes longer is increased from 1 week tasks. than planned. to 3 weeks. Insufficient Faculty/Staff The duration of this task is Task number 12, training training resulting in increased from 3 weeks, faculty member took delayed/inaccurate course day 1 to 5 weeks. This longer than planned. sites task is in the critical path. The overall effect of these risks being realized were a cost increase of $11,708.30 and total project duration increase of 14 days. The graphics on the following page illustrate the effects of the simulation on the project. DSCI 620: Project Management (Nezhad), Spring 2003 Page: 43
  44. 44. Instructional Management System Implementation Project Tracking Gantt The simulation was run on April 1st which is aprox. one third of the way from the projected completion date. The project completion date of the simulation was pushed out to June 4th from May 21st. Earned Value Table DSCI 620: Project Management (Nezhad), Spring 2003 Page: 44
  45. 45. Instructional Management System Implementation Project Earned Value Report Earned Value Graph Analysis of the simulation data illustrates our conclusion that the project is over budget and on schedule (BCWS < BCWP < ACWP). DSCI 620: Project Management (Nezhad), Spring 2003 Page: 45
  46. 46. Instructional Management System Implementation Project Instructional Management System Implementation Probability of Completion on Time DSCI 620: Project Management (Nezhad), Spring 2003 Page: 46
  47. 47. Instructional Management System Implementation Project PROJECT COMPLETION PROBABILITY We can calculate the probability of project completion using formula Z=(LF-EF)/σT and reference of Z-values, which can be found in Successful Project Management by Gido & Clemens. For the LF value we chose to use the project deadline date. Z = (5/21 – 7/31)/5.7393 = 1.8602 Using the table for Z-value we determined that probability of the project accomplishment between EF and LF is 0.3668. By adding 50% to this value we calculated the probability of the project completion on time: 0.3668 + 0.5 = 0.96875 Overall Probability 97% DSCI 620: Project Management (Nezhad), Spring 2003 Page: 47

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