1. - 1 -
Dunkin’ Donuts Computer-Network Installation
[DD1]
By
D.C. Washington
PROJ430-AdvancedProject Management ProfessorMichelleSmith
An InvestmentinSuccess*
2. - 2 -
TABLE OF CONTENTS
Preface…………………………………………………………………………………………………………………3
ProjectDescription & Objectives………………………………………………………………………….3
ProjectCosts………………………………………………………………………………………………………..4
Aims/Scopeand Objectiveof Risk Process……………………………………………………………5
Application of the ATOM*Process……………………………………………………………………….5
Risk Tools and Techniques……………………………………………………………………………………6
Organization Roles and Responsibilities for Risk Management………………………..…..8
Risk Reviews and Reporting…………………………………………………………….......................9
APPENDIX A: Definition of Probability and Impact……………………………………………..11
APPENDIX B: Standard Risk Breakdown Structure(RBS) for DD1……………………….14
APPENDIX C:
Executive Summary………………………………………………………………………………….16
Scope and Objects of Report…………………………………………………………………….20
Working Assumptions……………..……………………………………………………………….22
Statement of Work…………………………………………………………………………………..23
Conclusions………………………………………………………………………………………………25
APPENDIX D: SampleContents List for a Summary Risk Report………………………….26
APPENDIX E: Risk Registry for DD1…………………………………………………………………….30
APPENDIX F: ProjectSizing DD1…………………………………………………………………………31
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Risk Management Plan
for DD1* Project
Preparedby: D.C. WASHINGTON Approvedby: ProfessorMichell e Smith
Reference: RM_CourseProj_DD1 DATE: 02/27/2014
PREFACE
Followingisthe RiskManagementPlanforDunkin’DonutsNetworkInstallationProject[DD1],and
definesthe RiskManagementprocesstobe usedduringthe life of thisproject. “ProperRisk
Managementimpliescontrolof possiblefutureeventsand is proactiverather than reactive.”1
Such is
the realityof the marketplace.Doingbusinessisrisky! “Riskis an intrinsic aspectof our business
environmentand howthey aremanaged comesdown to mattersof culture,values,personalitiesand
style.”2
The ProjectManager is responsible forimplementing,reviewing,andmaintainingthisRiskManagement
Planduringthe projectto ensure thatthe riskprocessremainsadequate todeal withall levelsof risk
facedby the projectitself.
Project Descriptionand Objectives
Dunkin'Donutshas usedthe same WindowsME [Millennial Edition],32-bitPCmini-systemsforover
12yrs andtheyhave become a hindrance inan increasingly64-bitPCworld. Theyneedanupgrade to a
more unified,dedicatedsystemthatwill be all-inclusive [CRM/AR&AP/POS&relatedbusinesssoftware
pre-settotheirparameters]. There physical setupincludesDell,HP,IBM,HTC, andgenericclones
sometimesworkingtogether...andsometimesnot! Some devicesare connectedthroughdial-up,some
viaintegratedsoftware packages,butmostare stand-alone dumbterminals.
The Point-of-Sale [POST] Terminalsuse J.D.EdwardsSoftware [whichismore industrial
basedratherthan retail]. The Customer RelationsManagement[CRM] packages are ancientVersa-CAD
programsfrom 1997 that are no longerrelevant. The Accounts Payable &Receivable software istypical
4. - 4 -
spreadsheetformatting,butbasedonoutdatedWindowsXPServer2003 forwhichMicrosoftno longer
offersanytechnical support.
The keycomponentisinour Unifiedsystemsapproach. Ratherthanutilizingdisparate systems&sub-
systemsthatwouldrequire multiple compilers/controllers&the wherewithaltosustainthem, we will
create a STD Windows7shopw/One Server[2008] w/Administrativerights,42PCs and28 POSTs(point-
of-sale-terminals) thatcanall be part of one domainroutedthroughthe Vita-Hubcentrallylocatedina
cable closetat the mainOffice. The DomainServerwill be aPrimaryController(PC) inthe Manager's
Office,whoalone will have uninhibitedaccesstoall files,folders,anddrives.
Thiswill be a 64-bit OSwirelessLAN withWAN routercapabilitiesviaAlcatel Mega-Routerstoconnect
to the Central Ofc.(CO) and across the World. (14) Linksysrouters will seamlesslyworkwithseven(7)
Westell modemstocoordinate the internal shopdynamicwiththe external securitycams,point-of-sale
component,andall protectedbyhardware AltecFirewalls+COMODODragon Software Firewalls.
The preeminentcostdriverhere isthe I.T.drivenPROFESSIONALLABOR. Thisismyforte. Years of trial
and errorhave givenme cost-effectiveinsightsintohow besttooptimize,customize,&strategize. Our
local 6-man teamof installerscanphysically install the entire systemin80hrs@ $7500 cost as I will
oversee &manage.I will doall of the software configuration,implementation,design,
testing/debugging,andpost-opconsultationtogetthemupand runningduringthe course of the 6-
monthproject.
Total cost(s) will include:
Design
installation
permits
laborand materialsforall 7 locations
TOTAL: $49,000
(the Customerhaspurchasedall PCs,Routers,Modems,Controllers,Switches,and Hubs
obviatingthe taskof procurement).
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Of extreme importance isthe overall benefitthatournewlyinstalledsystem(s) will provide. Increased
efficiencyviamore bandwidth,virtual operationstoandfromManagement;the proposedVPN (Virtual
Private Network) alonewill be over100 timesfasterthanthe olddial-up&more secure usingAES2and
WPA2 data encryptionalgorithms.Thussecuritysystemswillmore powerful...havingbackward
compatibilitylinkages[forlegacysystems]...dualband,triplemode linkagesandmore auto-updatesfor
the P.O.S.T's[point-of-sale-terminals] will leadtolessdowntime. Thisisthe crux of the matter. Dunkin'
Donut’supperManagementhasdecidedtoupgrade throughouttheirconglomerate I.T.departmental
structure but using[asmuch as possible] local contractors.
The objectivesof the DD1 Projectcan be bestsummarizedasfollows:
1. Define needed roles and functions
2. Install, Implement, and test systems
3. Report to Dunkin’ Donuts through chief liaison James Dezell.
We look forward to fulfilling our contractual obligations within set parameters.
As the sites are open for business from10am - 9pm daily & off on Sundays, we
will performthe 'Physical'installation from 9pm - 9am nightly so as to not impose
on business & ALL DAYSUNDAY (18hrs -- 6amto Midnight!) while they're closed.
As we must now comply with the newly imposed CompTIA & Governmental
standards for wired/wireless configurations, we'll usepre-setCAT5 & 5e cables
with 802.2/5g and n specs but with as much Fiber Optic cables as are needed [to
keep down cost(s)].
Our prima-faciemodus will be PEER-TO-PEERextending fromthe Mgr's Server so
all linked PCs can sharefiles, workgroups and etc. But, the security structurewill
be on the Client-Server model. All routers & modems will be dual-band so as to
enable backward compatibility.
6. - 6 -
The Risk Management process for the DD1 Projectwill include the phased
approached detailed in the ATOMRisk Management process. 3
Using the ATOM
projectsizing tool as a benchmark, this is regarded to be a medium sizeproject.
Our application of the process involves:
a) …a "Dedicated" Virtual ProjectTeam w/all necessary resources
for job-completion assigned full-time on to the project.
b) …various team-members living in disparatelocations who will
utilize electronic media throughoutto accomplish mission-
critical goals.
c) …completing the project, code-named "DD1", with labor under
the triple-constraints that the Owner has set in place:
* the performancespecification
* the time schedule
* the monetary budget
All ultimately affect quality, but, the project-teamwas chosen w/this in mind.
Each member is a specialist in one of the requisite areas.
Schedule: Projectduration - 6 months*
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As deemedappropriate foreachidentifiedrisk
Withidentificationof specificActionsandActionOwners
All RiskRegisterupdatestoinclude responsedata[APPENDIXE]
REPORTING (APPENCIXC):
The Risk Reportto the ProjectSponsorandStakeholders
Provisionof ad-hocreportsstakeholdersandProjectTeamas needed
IMPLEMENTATION:
Viaresponse strategieswith/byagreedactionsof the agreedowners
Throughmonitoringof the effectivenessof agreedactionsandupdatingprojectplans
REVIEW:
As part of a MinorReview
As part of a Major Review
POST-PROJECT REVIEW:
Lessons-learnedmeetingusedtocollate thingslearnedonthe DD1 projectrelative towhatwas
learnedin the wayof Risk Management
ORGANIZATIONROLES AND RESPONSIBILITIES FOR RISK MANAGEMENT
Project Sponsor: Michelle Smith
Project Manager: D.C.Washington
Reviews,analyzesrisk(s)
Providesthe overall riskstrategy
9. - 9 -
Coordinatesw/the RiskManagementTeam
Acts as Liaisontothe Executive ProjectSponsors
PromotesRiskManagementprocessforthe project
Determinesacceptable levelsof risk(s)
Writesand approvesthe ProjectRiskManagementPlan
Definesthe RMprocess
Participatesinthe RMprocess
Takesownershipof riskmitigationplanning
RISK CHAMPION:
D.C. Washington
SelectsandimplementsprojectRiskManagementmethodology
DevelopsaprojectRiskManagementstrategy
ImplementsaprojectRiskManagementinfrastructure
Manages withinthe riskmanagementcontext
Createsandmaintainsthe RiskRegister
RISK OWNER:
Alsoassumesthe role of the ActionOwner
Developsthe actionsforthe risksassigned
Implementsagreedactions
Monitorsand reportsprogress
Is alsoa ProjectTeammember
Activelyinputsto the ProjectManagerforRiskReportage
RISK REVIEWS AND REPORTING:
In the main,riskexposure duringthe course of DD1 [the Dunkin’DonutsNetworkInstallation]
will be toreview[weekly] atsporadicMinorReviews[TBD].Once atthe project’sMidpointand
againat a Major Reviewduringthe life of the project. New risk(s) willbe identified/assessed,
the status of existingrisk(s) will be examinedindetail,progressuponactionswill be addressed,
and newactions/ownerswillbe allocatedwhere required. Overalleffectivenessof the entire
riskprocesswill be scrutinizedtodeterminewhetherchangestothe approach,techniquesor
toolsare needed.
10. - 10 -
Concomitantly,thisRiskManagementPlanwillbe updatedandreissuedtodocumentany
revisionsdeemednecessarywhen/where processchangesare identifiedandagreementto
these changeshasbeenreachedwiththe principals[ProjectSponsors,ProjectManager(s) etc.
etc.].
REPORTING
WeeklyRiskReportage will be ongoingbythe ProjectManagerto all Sponsors/Stakeholders
aftereach Major and Minor review(s). Indeed,thisisthe underlyingreasonforthem. Please
reference APPENDIXCforMajor ReviewsandAPPENDIXDforMinor Reviews. Pursuanttothis
please note thatall external documentsprovidinginformationandtoolswillbe postedinthe
temporarywebsite we've createdforthe course of thisproject, https://www.DD1.net/project
fromwhichbulletinswill be sentoutasappropriate withproposedstatusmeetingslistedto
brief management. Presentationsare tobe givenondatesTBD and funneledthroughthe set
CommunicationsMatrix…again,withdate/timesof webcasts,webinars,andteleconferencesto
addressissuesastheypresentthemselves. Youare to downloadthe requiredGO-To-Meeting
and SharePointsoftwaretoolsatthe ProjectWebsite forall relevantdocuments.
Moreover,eachmemberwill be givenalistingof risksandactionsfor whichthatindividual is
responsible. Atcloseout,the RiskRegister istobe updatedwithnecessaryinputsconcerning
risk(s) thatmayaffectothersimilarprojectstoconclude our Lessons Learned documentation.
For emphasis,I’dlike toincludeaMemo communiqué sentto ourChief Stakeholder andProject
Sponsor[Michelle Smith*] earlierinthe weekillustratingourcommitmenttoreportage:
Businessmemosummarizingthe submissionforthe week.
Thank-you,Ma’am,forallowingusthe opportunitytoworkwithyourfirm. As peryourrequest,we
have thoroughlyevaluatedthe DD1model presentedtousand whollyagree thata full I.T.renovation
and upgrade are needed&doable withinthe allotted6-monthtime frame. Pursuanttothis,we have
setin place a CommunicationsMatrix &ProjectTeamDirectorythat will greatlyenhanceourabilityto
do so. Basedonour experience andyourstatedneeds,we have reachedthe conclusionthat:
Your interestwouldbestbe servedusingthe DedicatedTeamapproachwe bring
Use of electronicmediawillaffordusgreaterworkingcohesiveness&autonomy
The ProjectManager shouldliaisonbetweenmanagementandworkingteammembers
11. - 11 -
Thus,we have institutedthe outlinesyouwill findgraphed. These outlinesdepict
graphicallyourdaily,weekly,monthlyneed(s) toeffectivelycommunicate whatwe are
doingon the project. The MeetingAgendawill be distributed5businessdaysinadvance of
the meeting(s).Meetingminuteswill be distributedwithin2businessdaysfollowingthe
meeting(s).Actionitemsare tobe recordedinboth the meetingagendaandminutes.The
ChairPersonisresponsiblefordistributingthe meetingagenda,facilitatingthe meeting,and
maintainingmeetingminutes.The Note-Takerwill be responsible fordocumentingthe
statusof all meetingitems.The Time Keeperwill helpthe facilitatoradheretothe time
limitsimposed. The PM will take aproactive role inensuringeffective communicationson
thisproject. Thisis all documentedinthe CommunicationsMatrix. Itwill be usedasthe
guide forwhatinformationtocommunicate,how,andto/bywhom.
CONCLUSION:
Again,we at the D.C. WashingtonConsulting Groupwelcome the role assignedtousin
bringingtofruitionyourupgrade. Inthe forthcoming6-monthperiod,ourcommunications
needsandeffortswill be bestservedviastrictadherence tothe spiritif notthe letterof the
Matrix we have painstakinglysetinplace.
APPENDIX A – Definitionsof ProbabilityandImpacts
The primary risk(s) involve meeting the demands [as negotiated]within the context ofthe primary constraints: scope, time, and budgetary issues and how
they will impact the work.
Negative
Impact
Probability-Impact
Matrix
P
Ineffective
communications 2
R
Performance
failures 2 10
O QA control issues 3 10
B
Personnel
shortfalls 1.1 9 10
A
Stoppagesdue to
lack ofmaterials
or funds T 7 7
B
Technical
complexity 7
I Cost overruns 6 10
L
Stoppagesdue to
lack ofmaterials
or funds 3 9
I
Weather
Stoppages 4
T 4
5
6
7
8
9
10
10
9 8 7
Y Green
Low
12. - 12 -
WBS/RBS Prob Impact Prob
1 1.1 WEATHER Stoppages 4 8 32 Type your text here 3
2
0.0
Stoppages due to lack of
materials/funds/or strikes 3 9 27 Type your text here 1
3 0.0 Cost Overruns 6 10 60 Type your text here 1
4 0.0 Technical Complexity 7 7 49 Type your text here 1
5
0.0
Problems derivedfromSystems'
Integration
7 7 49 Type your text here 1
6 0.0
Personnel shortfalls in trainingand
implementation 9 10 90 Type your text here 1
7 0.0 Inadequate QA/QC 3 10 30 Type your text here 1
8 0.0 Real-time performance failure 2 10 20 Type your text here 1
9
0.0
Ineffective
communications/specializedskill-
sets/Corporate cult
2 5 10 Type your text here 1
10 0.0 ChangingScope or Objective 1 7 7 Type your text here 1
11 0.0 Type your text here 1 1 1 Type your text here 1
12 0.0 Type your text here 1 1 1 Type your text here 1
Mid level risk
LO Med High Very High
1 - 3 4 - 6 7 - 9 10 These numbers canbe 10's (10,20,30 etc) or 100's (1
The foregoingillustrationgraphicallydepictsthe RiskProbability,ImpactandResponse[setin
Tabularform] for the DD1 Project. ThisPI Matrix establishesthatwhile there are anumberof
highimpactriskfactors to be considered,theyare made marginal byinside installation,an
experiencedProjectTeam,andfailsafesystemsputinplace tooffsetthe possibilityof real-time
performance failure(s).
We feel that whatwill distinguish this projectand ensureits success is the Communications Matrix thatwe havedevised.
Communications Plan for DD1
[Dunkin' Donuts Computer-Network Installation]
Followingare the requirementswe deemessentialasan effective CommunicationManagementPlan
for the Dunkin’DonutsComputer-NetworkInstallation[ DD1] followingthe fourtheditionof PMBOK.
13. - 13 -
Communications Matrix*
What Audience Frequency Responsible Dates
Meetings Steering
Committee
Meetings
SteerCo,PM, PMO,
MSmith*
& D.D. FacilityMgr.
Monthly PM The 1st
Monday of
Each
Month
Key
Stakeholders
ProjectSponsor,
ProjectTeam&
Stakeholders
Start, middle,
endof project
Technical
Lead
TBD
DD1 Project
Meeting
Project
sponsor/Team/PM
Once Program
Manager
Wed.,
10/09/12
ProjectTeam
Meetings
ProjectTeam
Members
Weekly ProjectMgr. Each Friday
Technical
Design
Meetings
ProjectTechnical
Staff
As needed Technical
Lead
TBD
Reports / Other
Communications
Formal status
reports
SteerCo,PMO,
Team, I.T.,Finance,
FacilityManager
Twice
monthly
PM The 2nd
and 4th
Saturday
monthly
Daily/Weekly
StatusReports
ProjectSponsor,
ProjectTeam,
Stakeholders,PMO
Daily/Weekly Project
Manager
Via
Electronic
Media
14. - 14 -
The followingtable presentscontactinformationforall personsinvolvedinthe Project.
ProjectTeamDirectory*
Role Name Email Phone
Project
Sponsor
Michelle
Smith*
(msmith@grandecom.net)
262-617-
7007
Program
Manager
Robert Tandy TandyR@live.com (313) 456-
7273
Project
Manager
D.C.
Washington
Dcwashington61@live.com (972 )480-
4284
Project
Stakeholders
Dunkin’
Donuts Corp.
dunkindonuts@gmail.com 1-800-
859-5339
Customer Dunkin’
Donuts.
“ “
Project Team Robert Tandy
Robert Taft
Robert Louis
Stevenson
TandyR@live.com
Robert.Taft@yahoo.com
RLS@AOL.com
(313)456-
7273
(626)870-
046
(646)222-
3333
Technical
Lead
Robert Taft Robert .Taft@yahoo.com
(626)
870-3333
Note: The PM – D.C.Washington – can be reached24/7 on hispersonal cell:469-355-3013.
APPENDIX B: StandardRiskBreakdownStructure [RBS] forthe DD1 project.
WBS/RBS Prob. Impact
1 1.1 WEATHER Stoppages 4 8 32 Type your text here
2
1.2
Stoppages due to lack of
materials/funds/or strikes
3 9 27 Type your text here
3 1.3 Cost Overruns 6 10 60 Type your text here
15. - 15 -
4 1.4 Technical Complexity 7 7 49 Type your text here
5
1.5
Problems derivedfromSystems'
Integration
7 7 49 Type your text here
6
1.6
Personnel shortfalls in trainingand
implementation
9 10
90
Type your text here
7
1.7 Inadequate QA/QC 3 10
30
Type your text here
8 1.8 Real-time performance failure 2 10 20 Type your text here
9 1.9
Ineffective communications/specialized
skill-sets/Corporate cult 2 5 10 Type your text here
10 1.1 ChangingScope or Objective 1 7 7 Type your text here
11 1.1 Type your text here 1 1 1 Type your text here
12 1.1 Type your text here 1 1 1 Type your text here
Our planned response…
Weatherstoppagesshouldbe minimal asmostof the install isinside astandingstructure butwe've providedbackup
vendors andsupplies toaddressthe lackof materials,fundsorstrikescontingencies.Asthe clientisprovidingmost
of the hardware [we simplyinstall forthe mostpart] and we use our ownin-house software tools,costoverrunsare
not an issue.Ourprojectteams92+ yearsof experienceinhardware/software computerinstallationand implement-
tationobviatesanytechnical complexityor systems'integrationissue(s).
Part of our guarantee isthat we offera pre-op/post-opregimenthatdoesnotallow forpersonnel shortfallsintrain-
ing/implementation,inadequate QA controls,orany Real-timeperformance failure(s). We’ve handledall suchinour
22hrs. of businesson similarprojects.We inculcate andembrace withinourprojectedscope andenhance every
facetof the collective workwithauniquelyall-encompassingcommunicationsmatrix.
Thus,our Project Objectives are to:
* Define neededrolesandfunctions
* Install,Implement,andtestsystems
* Reportto DD1 throughchief liaisonJamesDezell
withthe following CONSTRAINTS:
* Must adhere to the "Technical Requirements"delineatedinthe ProjectScope
16. - 16 -
* The effortreliesonoutlined'ways-and-means'listedinthe ProjectDirectory
* The Projectwill proceedwithinthe boundsof the prioritized documentationpresented
and approvedatthe Initial SteeringCommittee meeting.
* Upon approval of thisProjectCharter,the nextmilestone will be the completionof the
ProjectPlan.
* Thisprojecthas a $49,000.00 budget
* Thisprojecthas a 6-monthworkinglife
APPENDIXCcontainsthe following:
1. Executive Summary
1.1. Scope Statement
1.1.1. ProjectStatusSummary
1.1.1.1. Overall RiskStatus
1.1.1.2. RiskRegister
Executive Summary
D.C. Washington Consulting Group is an Information Technology consulting firm serving the greater Dallas/Fort
Worth metroplex with quality engineers who have a keen interest in customer satisfaction. Riding the crest of what
has been termed the “Silicon Prairie” hub,we have found that the time is right for consulting companies to flourish.
The Management Team*
The team has some Ninety-two (92) cumulative years of experience in Service Operations Management and
Information Technology support. They currently hold multiple CompTIA/Cisco/Microsoft technology industry
vendorcertifications crossing several disciplines including both logical and physicalnetwork structure and
management. Over the course of their careers, the team has served in various technical roles with Fortune 500
companies and has been successfulin both large and small environments.
17. - 17 -
a) This will be a "Dedicated" Virtual Project Team w/all necessary resources forjob-
completion assigned full-time on to the project!
b) As various team-members live in disparate locations, we will utilize electronic media
throughout to accomplish mission-critical goals.
c) The project, code-named "DD1", will labor undertriple-constraints that the Owner has
set in place:
* the performance specification
* the time schedule
* the monetary budget
...all ultimately affect quality, but,my project-team was chosen w/this in mind.
...each member is a specialist in one of the requisite areas.
To wit:
* Robert Tandy has been a noted LOGISTICS ANALYST in the I.T. field for 20+ yrs.
serving in the following roles:
...Buyer - Planner / Purchasing Clerk / Logistics Specialist
Supply Chain Specialist / Export Sales Inventory Mgr.
will serve as Performance analyst [keeping us on point
with the WBS, evaluating/tracking work-related matters]
* Robert Taft has worked as a Project Mgr. over 12yrs specializing in TIME-Mgmt.
logistics & will serve in that capacity here as well.
18. - 18 -
* Robert Louis Stevenson is an Accountant of17yrs who will keep us within budgetary
constraints.
All of the above-mentioned have worked with me on numerous ventures involving maximizing our time-related
functions set to performance standards within a budget. They will serve as our 'Core' group who pipeline to me
requisite data on which I will make vital decisions affecting/directing the work. My chief contribution as Project-
Leader will be drawn from 14yrs in the Computer field along with over 20yrs as a project manager.
Following is our contact information:
* Robert Tandy -- TandyR@live.com (313)456-7273...Flint, Michigan
* Robert Taft -- Robert.Taft@yahoo.com (626)870-0461...Pomona, California
* Robert Stevenson - RLS@AOL.com (646)222-3333...New York, New York
* Doug Washington -- digitaldoug@resolve.net (246)369-4321...Dallas, Texas
Our CEO and Chief, D.C. Washington has worked in Project Management and Engineering some Seventeen years
in addition to his above-mentioned I.T. experience. The CIO Robert Tandy brings over 15 years accounting and
logistical knowledge to the task and both will be taking hands-on management roles in the project.
The advisors are: Janis Zuhosky,partner at Universal Computing Center Accounting; McCarrey Gregory, CPA and
Senior Partner at Control Data Applications; William Gainsborough, President of Gainsborough Communications
Ltd. And AbrahamStern, Managing Director of Stern-Hammerstein Computing Clinic.
We are an Information Technology consulting group whose clientele expects close partnership with and centralized
development in their core services/products in an interactive relationship. We feel we must address this daily.
To fully maintain the high level of cohesive excellence that our constituency demands,we did our necessary pre-op
evaluations and simply found the proposed DD1 to our liking.
19. - 19 -
After doing our due diligence evaluating the premises, we found the proposed project to be very much within our
means. Too, Cost-Plus methods would provide more incentive and this could directly bear upon quality of service
[QOS]. QOS is important to us as it distinguishes us from our competitors.
What drove our decision was the need to cut cost, increase customer satisfaction,and free the client from this rather
peripheral service. Dunkin’ Donuts also has an established track-record of service. A further key element was the
extensive Back-Office functions that are in place. They’re training is intense and extensive. All of this would add
unneeded cost(s)to our business and detrimentally effect our bottomline.
We needed to deliver measurable value so metrics were important, particularly in selecting resources because of its
innate value. It is often the 1st metric representing us that a customer will see so it was necessary to fully critique
vendors’track records regarding various measures. Knowing this, we did seek attributes beyond mere favorable
pricing. Ours was a detailed, stepwise approach involving track record, requisite infrastructure and the ability to
deliver process improvement with the following KPIs [Key Performance Indicators] at the core:
Efficient and suitably qualified staff
Business expertise to make the process work
Compatibility between us and the prospective client
Industry specific expertise
Investment in training
Financial stability
Quality control/assurance procedures
Physical and data security policies
Size of the project being appropriate to the size of the operation
Disaster recovery plan(s) / Contingency plans / Risk Mgmt.
Portfolio of services
QOS
Site visits and customer preferences were also essential in our choice of method and terms.
20. - 20 -
The entire process from initial outlay and reception of RFPs to implementation will be 6-months and this is in
keeping with best practices as outlined in the PMBOK that we have rigorously followed. We, the members of the
Advisory and Executive boards of the DD1 project, feel that due diligence has been given in full measure and look
forward to reaping the benefits of the plans submitted herein.
<Project Scope Statement>
Project Title -- Dunkin' Donuts Computer Installation Project [DD1] DATE: 02/27/2014
Project Mgr. -- Douglas C. Washington -Project Mgr., PMP/PMS/PMIC...D.C. Washington Consulting Grp., LLC
Project Sponsor- Michelle Smaith* - MBA/BS/AAS
Project Justification – Ms.Michelle Smith, Dunkin' Donuts I.T. Regional Director for Software Strategic Svcs.,
apprised me of a growing regional trend and problem in her organization that was systemic in that the computers
were disparate and approaching obsolescence. She made it known that we were chosen for this undertaking owing
to our Team's collective expertise in software management & services generally, but in business Customer-Relations
Mgmt. [CRM] software development particularly. Time-Cost Analysis prognostications showthe need for
integrated business software upgrades throughout the conglomerate.
The cost(s)of the undertaking will be more than defrayed by the increased sales garnered from
heightened efficiency, quicker access times, shorter latency among far-fledged units, & better security.
Deliverables -- * A seamless, interconnected, unified systemsecured with the highest AES data-encryption
technology fitted across seven (7) Dallas Metro-plex sites via in-house:
1.) Local Area Networks (LANs)
2.) VPN (for mid-to-upper Management)
21. - 21 -
3.) data taps to their corporate WAN, and
4.) digi-cam video security using IPv6
Milestones -- * Specialty permits approved by November 14th, 2013
Cables routed,servers linked, physicalinstall completed by Nov. 23rd, 2013
Software tunneling & embedding, configuration, and setup at all locations by Nov. 30th, 2013
Implementation and post-op...December 5th, 2013
Technical - Must meet local zoning restrictions, ordinances, and building codes
Requirements - Must adhere to new Governmental laws administered through CompTIA and OSHA
Cable routing through walls & standing edifices must not jeopardize structuralintegrity
Will provide on-site & on-going post-op consultation throughout &after the project
All systems must meet or exceed Std. data-exchange rates, security of operation, and ease of use
Limits and The overall installation will follow Dunkin' Donuts directive 335Hdd1-O8c; design will adhere.
Exclusions
Owner will secure premise while we are on-site & provide the necessary security & parking
Dunkin' Donuts will supply ALL PCs, Servers, Routers, Switches, Hubs, and Controllers
Work - Hours limited to the negotiated times stated in the Project Goals
DD1 will not be responsible for fiscal cost overruns beyond the 'Scope' outlined in here
Implicit within the detailed Scope delineated herein is that ALL shall be pursuant to agreed upon directives [per
Michelle Smith] and subject to
" CUSTOMER REVIEW"
22. - 22 -
WORKING ASSUMPTIONS*
* These assumptions were made and deemed appropriate for effective maintenance of the Project:
* This project has the approval of all pertinent Departments within the D.D. corporate structure
* The Corporate liaison has oversight power of approval to affect ways-and-means
* All participants will continue to support staffinvolvement
* More specific staff commitment levels will be defined ALD as needed
CLOSEOUT:
Audit procurement, document lessons learned, update files / records, team-member confab to gain
consensus…Archive all pertinent files and docs.
Project Plan Documents summary
* All significant electronic project documentation will be posted on the collaborative work site.
Teams will determine when a document is sufficiently complete to post.
Communications will follow channels per communications matrix.
Referenda:
www.projectmanagementdocs.com/project-planning-templa...
www.bestpractices.osi.ca.gov/.../Master%20Project%20Management...
leonardwoody.com/.../a-great-example-of-a-software-project-manage...
23. - 23 -
STATEMENT OF WORK:
This effort includes the following:
* Define functions of DD1 [The Dunkin' Donut Computer Installation Project Plan code name]
* Assess existing needs and materials compliant with employers stipulations
* Further define the critical functions and requirements (i.e. roles, resources, documentation)
* Form multi-task, dedicated work-team of experts to allocate aforesaid roles/resources [as needed]
* Create and approve a Project Charter
* Create and approve a Project Plan for the DD1 implementation
* Implement a Communications Matrix cum Directory focusing on high priority functions
* Test functionality...assess strengths/deficiencies of software product with implementation methods
* Make recommendations and Project Plan for a full production,including:
...Roles and responsibilities
...Functions to include
...Implementation methods
...Timeline
...Report findings
...Documentation & closeout
24. - 24 -
'*
PROJECT OBJECTIVES:
Business Objectives for the project are:
* Define needed roles and functions
* Install, Implement, and test systems
* Report to Dunkin’ Donuts through chief liaison Michelle Smith
CONSTRAINTS:
* Must adhere to the "Technical Requirements" delineated in the Project Scope Statement
* The effort relies on outlined 'ways-and-means' listed in the Project Directory
* The Project will proceed within the bounds ofthe prioritized documentation presented and
approved at the Initial Steering Committee meeting
* Upon approval of this Project Charter, the next milestone will be the completion of the Project
Plan
* This project has a $49,000.00 budget
* This project has a 6-month working life
25. - 25 -
Conclusions:
We look forward to fulfilling our contractual obligations within set parameters.
...as the sites are open for business from 10am - 9pm daily & off on Sundays,we will perform the
'Physical' installation from 9pm - 10am nightly as to not impose on their business &ALL DAY SUNDAY (18hrs --
6am to Midnight!). As we must now comply with the newly imposed CompTIA & Governmental standards for
wired/wireless configurations, we'll use pre-set CAT5 & 5e cables with 802.2/5g and n specs but with as much Fiber
Optic cables as are needed [to keep down cost(s)].
Our prima-facie modus will be PEER-TO-PEER extending from the Mgr's Server so all linked
PCs can share files, workgroups and etc. But, the security structure will be on the Client-Server model. All routers
& modems will be dual-band so as to enable backward compatibility.
Cost(s):
* The preeminent cost driver here is the I.T. driven PROFESSIONAL LABOR. This is my forte.
Years of trial and error have given me cost-effective insights into how best to optimize, customize,
& strategize. Our local 6-man team of installers can physically install the entire systemin 80-hrs
@ $7500 cost as I will oversee & manage. I will do all of the software configuration,
implementation, design, testing/debugging,and post-op consultation to get them up & running
during the course of the 6-month project.
Total cost(s)including design, installation, permits, labor, and materials for all 7 locations -
$49,000 (the Customer has purchased all PCs, Routers, Modems, Controllers, Switches, and
Hubs.)
26. - 26 -
Benefit(s:
* Increased efficiency via more bandwidth, virtual operations to/from Mgmt; the proposed VPN
(Virtual Private Network) alone will be over 100 times faster than the old dial-up & more secure
using AES2 WPA2 data encryption algorithms. The security systems will more powerful...with
backward compatibility linkages [for legacy systems]...dual band, triple mode linkages and more
auto-updates forthe P.O.S.T's will lead to less downtime.
Schedule: Project duration - 6 months*
APPENDIX D:
SUMMARY RISK REPORT*
Thursday, February 27, 2014
Dunkin' Donuts Corp.
Company Snapshot
OverallUpgrade Risk -- Moderate (5)
AverageRisk Qualitative Rating (Scale 1-10):
27. - 27 -
*Probability *Impact *Risk Score
4.4 [moderate] 8.3 [high] 37.4% [minimal]
INTRODUCTION:
Project Justification –Michelle Smith, Dunkin' Donuts I.T. RegionalDirector for
SoftwareStrategic Svcs., apprised meof a growing regional trend and problem in
her organization that was systemic in that the computers were disparateand
approaching obsolescence. She made it known that wewere chosen for this
undertaking owing to our Team's collective expertise in softwaremanagement&
services generally, but in business Customer-Relations Mgmt. [CRM] software
development particularly. Time-Cost Analysis prognostications show theneed for
integrated business softwareupgrades throughouttheconglomerate. The cost(s)
of the undertaking will be more than defrayed by the increased sales garnered
fromheightened efficiency, quicker access times, shorter latency among far-
fledged units, & better security.
Deliverables -- A seamless, interconnected, unified systemsecured with the
highest AES data-encryption technology fitted across seven (7)
Dallas Metro-plex sites via in-house:
1.) Local Area Networks (LANs)
2.) VPN(for mid-to-upper Management)
3.) data taps to their corporate WAN, and
4.) digi-cam video security using IPv6
28. - 28 -
Readiness to proposed upgradeis paramountthroughoutthe organization and
has the supportof senior management to:
* Define the needed functions of DD1 [The Dunkin'DonutComputer
Installation ProjectPlan code name]
* Assess existing needs and materials compliant with employers
stipulations
* Further define the critical functions and requirements (i.e. roles,
resources, documentation)
* Forma multi-task, dedicated work-teamof experts to allocate the
aforesaid roles and resources [as needed]
* Create and approvea ProjectCharter
* Create and approvea ProjectPlan for the DD1 implementation
* Implement a Communications Matrix cum Directory focusing on high
priority functions [per need]
* Test functionality and assess strengths and deficiencies of software
productwith implementation methods
Overall, as indicated by the P-I Matrix and assessment, theDunkin'Donuts firmis
at moderate risk concerning its' ability to meet present-day demands in the
market place. However, their ability to retain market-share, compete, and
expand is restricted by the currentsystemthat is approaching obsolescence.
29. - 29 -
* Dunkin'Donuts has used the same Windows ME[Millenial Edition],
32-bitPC mini-systems for over 12yrs and they have become a
hindrancein an increasingly 64-bitPC world. They need an upgrade
to a more unified, dedicated systemthat will be all-inclusive
[CRM/AR & AP/POS & related business softwarepre-setto their
parameters].
There physicalsetup includes Dell, HP, IBM, HTC, and generic clones sometimes
working together...sometimes not! Some devices are connected through dial-up,
some via integrated softwarepackages, butmostare stand-alone dumb
terminals. The Point-of-SaleTerminals useJ.D. Edwards Software[which is more
industrial based]. The Customer Relations Mgmt. [CRM] pkgs. areVersa-CAD
programs from1997 thatare no longer relevant. The Accts Payable/Rec software
is typical spreadsheetformatting, but based upon Windows XP Server 2003.
This is the crux of the matter. Dunkin'Donut upper Mgmt. has
decided to upgradethroughouttheir conglomerate I.T. departmental structure
but using [as much as possible] local contractors.
Actions Suggested in Order of Importance:
* Upgrade[where possible] and replace presentsystem[where
needed]
* Implement and Installper Management directives
* Post-op training and systemmonitoring
30. - 30 -
Risk Registry:
The Dunkin'Donuts Computer InstallationProject
Risk Identification
Risk
Weather-relatedstoppages preventing work
Work stoppages owing to lack ofmaterials/funds orstrikes
Cost overruns
Technical Complexity
Problems derivedfrom Systems'Integration
Personnelshortfalls intraining and implementation
Inadequate QAcontrols
Real-time performance failures
Ineffectivecommunication(s)/specializedskill-sets/Corporate culture and Organizationalenvironment
Changing or unplanned Scopeand/orobjective(s)
Key Terms
31. - 31 -
Risk: The risk stated in a complete sentence which states the causeof the risk,the risk,and the effect that the risk causes to the pro
Probability: The likelihood thata risk or opportunity will occur (on a scalefrom 0 to 10 with 10 being the highest).
Impact: The impactof the risk on the project if the risk occurs (scalefrom 0 to 10 with 10 being the highest).
Risk Score: Determined by multiplyingprobability and impact(scalefrom0 to 100).
Risk Ranking: A priority listwhich is determined by the relativerankingof the risks (by their scores) within the project with the num
Risk Response: The action whichis to betakenifthis risk occurs.
Project Sizing:
Project Sizing Tool - Planning Phase What are the PMM path should I follow for my project (recomme
Enter name of project here MEDIUM PROJECT PMM Recommended
A B
Cost
1 Cost <$25,000 $25 - 100
Time Time
2 Time w eeks months
People
3 Amountof ITS Work (Person-Hours) <150 person-hours 150 hours
4 Staff skill set Experienced Trained, n
Scope
5 Clarity of scope Clearly defined Some gra
Risk
6 End User Buy-in Committed end user support Varying d
7 ManagementBuy-in Committed management support Varying d
8 Deadline No mandated deadline Internally
9 New Technology vs. Proven, existing Technology Proven, existing tech in-house
Proven te
but in hou
10 Assumptions Verified, conservative assumptions Some gra
11 Other Project SpecificRisk Low Risk Medium R
Communication
Project
12 Number of work units involved 1 2-10
End User
13 Number of endusers < 100 100-1000
14 Change to current work environment, tools and/or process Minimal change New tech
Integration
15 Number of systems to be integrated 0-1 2-4
32. - 32 -
16 Number of external project dependencies Few Several
17 Level of complexity of the integration Simple Medium le
18 Number of vendors 1 2-3
19 LMU's Confidence in Vendor High Medium
Project Manager RecommendedSize Justification - Insert commentshere if Project Manager rec
Though we’ll not be needing a Project Sizing tool on this job, we thought it
advisableto include an example of how we would use it to “scale” the projectif
and when it were needed.
In closing…
All of the above-mentioned haveworked with me on numerous ventures
involving maximizing our time-related functions set to performance
standards within a budget. They will serveas our 'Core' group who pipeline to me
requisite data on which I will make vital decisions affecting/directing the work.
D.C. Washington – PMP
![- 1 -
Dunkin’ Donuts Computer-Network Installation
[DD1]
By
D.C. Washington
PROJ430-AdvancedProject Management ProfessorMichelleSmith
An InvestmentinSuccess*](https://image.slidesharecdn.com/89eee8e2-6ac9-443e-8e6d-9e9a9c3ba7ad-150514023623-lva1-app6892/85/Washington_Course_Project_Week_8-1-320.jpg)
