AS08 Project Charter

HUSKY
AIR
PILOT ANGELS
INFORMATION SYSTEM
BY: SABRINA RUSLI
INFO461 - 001
PROJECT CHARTER PREPARED BY SABRINA RUSLI
1

461 AND CO. / PROJECT CHARTER
TABLE OF CONTENTS
2

ORIGINAL CASE AND SYSTEMS REQUEST
BACKGROUND
Husky Air opened for business in January 2008 when L.T. Scully and several other
investors pooled their life savings and secured a rather large loan from a Chicago
bank. Located at DeKalb Taylor Municipal Airport (DKB) in DeKalb, Illinois, Husky
Air is a fixed base operator (FBO) facility that offers a full range of services to the
growing demands for business and private aviation. Currently, the company has
23 employees composed of pilots, mechanics and office staff. As a FBO, Husky Air
provides:
Business jet, propjet, helicopter, and propeller aircraft charter
Refueling
Airframe, engine, propeller, and avionics maintenance
Aircraft rental
Flight instruction
Pilot Supplies
Although FBOs at other airports offer similar services, Husky Air has been receiving
increased attention throughout the Midwest for its charter service, maintenance,
and flight instruction.
PILOT ANGELS
In addition, Husky Air coordinates a charitable service called Pilot Angels.
Working with hospitals, health-care agencies, and organ banks, Husky Air
matches volunteer private pilots, willing to donate their time and aircraft, with
needy people whose health-care problems require them to travel to receive
diagnostic or treatment services. In addition, Pilot Angels also provide
transportation for donor organs, supplies, and medical personnel. All flights are
free of charge, and the costs are paid for by the volunteer pilots who use their
own aircraft.
The pilots who volunteer for the Pilot Angels program need no medical training
and offer no medical assistance. The planes do not carry any medical equipment
and do not have to accommodate stretchers. Patients, however, must be
medically stable and able to enter and exit the aircraft with little or no
assistance. The Pilot Angels passengers typically travel to or from a hospital or
clinic for diagnosis, surgery, or some other treatment. Travel companions, such as
a relative, friend, or nurse, are common.
Currently, a pool of pilot volunteers is kept in a file folder. If a hospital or person
with a medical or financial hardship contacts Husky Air, the name of the traveler,
the destination, dates/times, and the number of travel companions are
requested. Because of limited weight restrictions in small aircraft, the weights of
the passengers and their luggage are needed as well. After the initial
information is provided, Husky Air contacts the volunteer pilots to determine
their availability. Although a volunteer pilot may be willing and available for a
Pilot Angels flight, the plane may not have the range or weight-carrying
requirements. This may be an inefficient use of time since many pilots may have
to be contacted until a pilot and suitable plane can be found.
3

ORIGINAL CASE AND SYSTEMS REQUEST
THE PROJECT DESCRIPTION
Husky Air would like to have a computer-based system to keep track of all its
Pilot Angels volunteers. Basic information about the pilots may include their
name, address, phone number, and so forth, as well as their total hours,
certifications, and ratings. Moreover, specific information about a volunteer’s
aircraft would be useful. Such information should include the type of plane,
aircraft identification number (called The N number), whether single or
multiengine and its capacity for carrying passengers and cargo. Some pilots own
more than one plane.
Husky Air also wants to know more about the people, hospitals, clinics, and
organ banks that request the Pilot Angels service. In addition, they also would
like basic information about the patients, their passengers, and specific needs to
help match volunteers with the request for transport. Finally, Husky Air wants a
list of all the Pilot Angels flight in order to recognize specific volunteers for their
contributions. This would include:
The pilot who flew the flight
The passengers onboard
The plane that was used
The total time of the flight
The distance and destination of the flight
The date and time of the flight
The total fuel used
4

SABRINA RUSLI | RUSLISA@VCU.EDU | 571-278-1493
Sabrina is a junior studying Information Systems. She enjoys leading a team and
managing projects until the end. In her future, she sees herself as a project
manager in a company that specializes in technology and innovation. In her free
time, she does graphic design and works on learning social media. Her strengths
include addressing problems in a professional manner and turning in
assignments on time. Her weaknesses include focusing on the small details too
much and sometimes being too honest.
ABIE KANU | KANUAH@VCU.EDU | 703-474-9772
My name is Abie Kanu and I’m from Centreville, Virginia. I am currently a junior
majoring in information systems and working towards a certificate in venture
creation. I really enjoy working with computers and doing activities like coding
different applications and learning languages like Java, Python and HTML.
AUSTIN BUI | BUIA@VCU.EDU | 703-915-4397
My name is Austin Bui, I am a senior who is currently studying at Virginia
Commonwealth University, majoring in the school of business with a
concentration of Information Systems. In the future, I plan to work as a Security
Analyst, tackling and beating down hackers. In my free time, I enjoy working out,
playing basketball, and playing video games. Some strengths that I have
acquired are listening to others and being present on time. Some weaknesses
that I have are not speaking up when I have to and giving too much time.
TEAM CHARTER
WHO WE ARE
TEAM MISSION STATEMENT
We hope to create a team where everyone knows what they’re doing. Everyone
will have a vital job that cannot be replaced. This is so none of us slack and falls
behind on assignments, ultimately failing the whole group. We want to have a
great semester with little to no problems.
TEAM CORE VALUES
HARD WORK. GOOD COMMUNICATION. RESPECT. TEAMWORK.
EXPECTED AVAILABILITY
Wednesdays: After 5:15pm
Tuesdays/Thursdays: 3:15-5:30pm.
Full Team Charter is in Appendix A
5

PROJECT DESCRIPTION
Husky Air opened their business in January 2008. After years of operating, their management has
decided that a custom information system is necessary for the organization to thrive. 461 and Co. has
been asked to continue with the project and develop this system. In order to best develop this
information system, the team when through a series of steps that have to do with systems planning
and the project management framework. We first started by creating a Team Charter to find out the
team’s strengths, weaknesses, hot buttons and expectations we had for one another. We developed
short biographies of one another so we all had a good base of who we were working with.
From there, we created a business plan and determined the measurable organizational value
(MOV) for the project. We were required to analyze different alternatives in order to show that our
custom information system would provide the most organizational value to Husky Air. Within this
business study, we conducted a feasibility analysis as well as a cost/benefit analysis of the alternatives
which included maintaining the status quo and building a custom system. We defined the resources
and the cost associated with these resources in the project infrastructure. In the project infrastructure,
we also explained the method we would be using for contract payment as well as discuss the learning
cycle iteration. The scope was defined in the scope management report and here we addressed any
changes that might occur during the project lifecycle. We created a scope change request form for
when those changes occur.
Following this, 461 and Co. created a detailed project plan that included the schedule and budget
we wanted to stick to. A risk assessment was also done to make sure we knew what we were up
against and we knew what steps to take if those risks happened. Lastly, we analyzed the earned value
of the project, revised the MOV one last time and created a quality management plan. All of this was
necessary in order to create a base plan for the Husky Air Information System.
EXECUTIVE SUMMARY
Once we laid out the foundation for the creation of the Husky Air Information System, we have
determined when this project will be finished by and how much it would cost in total. We have taken
a system request to the framework and to the detailed project plan. There is still much to do after the
planning process is complete. We are in the process of creating a prototype with the desired user
interface that Pilot Angels need. Once that is created and tested, lots of testing will have to occur. We
will evaluate the project with the MOV again once the implementation phase is close to the end. After
testing and implementing the information system, 461 and Co. will continue to look under the system
closely for 3 months in case any maintenance is needed.

6

PROJECT MOV
The overall goal of this project is to create a system that will track Pilot Angels’ names,
addresses, phone numbers. Husky Air needed a way to document the availability of the
Pilot Angels so that they could efficiently match patients’ needs to specific Pilot Angels.
This project will be successful if 90% of all required information to be sent to hospitals
are transferred to the Husky Angels within 1 hour and improve customer service by
70%.
- Increase customer satisfaction
- Decrease cost/time for pilots and patients
- Increase the accuracy of pilot/patient information
DESIREDAREASOFIMPACT
7

BUSINESS CASE
DESIRED VALUE OF IT PROJECT
Faster: One thing Husky Air struggles with is providing information on aircraft
weight and carry-ons and volunteer availability to hospitals in a timely manner,
which therefore delays the process of prospective passengers being paired with
pilots. This is one of Husky Air’s main components to their charitable service
program and is essential to function in an easy and quick way. The Husky Air
information systems want to improve this aspect, as all in the information
needed is kept in file folders to make a more retrievable and easily transferable
way of sending these documents to hospitals to drive the pairing processing for
the customers.
Better: Husky Air wants to better serve their customers by providing and
keeping track of information on aircraft and volunteer information which
include aircraft numbers, aircraft engines, aircraft capacities, volunteer contact
information, certifications, hours and ratings. Through Husky Air’s information
system the company will be better organized and have an easier, improved way
of collecting and keeping track of all this information. Overall, this drives Husky
Airs operations and processes to better serve their customers.
DEVELOPING THE MOV
Develop an Appropriate Metric
By implementing a new system, Husky Air’s goal will send information records
to the hospitals and care facilities. Which makes it easier for pilots and
passenger to pair up efficiently and timely manner. An investor donated
$25,000 to Husky Air Charitable Service Program and with that, we will develop
a system that will help transfers the record to hospitals in a 24 hours time
frame. We will additionally add a donation center for those who wish to donate
that will help benefit the information system project.
Set a Time Frame for Achieving the MOV
The new information system project will be functioning in approximately one
year after project completion. And over 90% of all information will be
transferred within 24 hours of receiving it.
Measurable Organizational Value Summary(MOV):
This project will be successful in one year if 90% of all required information to
be sent to hospitals are transferred with 24 hours of Husky Air receiving it.
8

RECOMMENDATION
After extensive research, 461 and Co. recommends that a custom-built information
system is the best alternative for Husky Air Pilot Angels. Shown through our comparisons
in the prior section, the custom-built system will give the best benefit in the long run
despite how more expensive it is than the other options. We want to focus on a system
that allows this volunteer program to run more efficiently so that the users can focus
more on the patients and less on the technicality that is behind the system. This system
will be easy enough because it is made by the users, for the users. This will cut down on
time for training. This is the best action plan for Husky Air Pilot Angels.
COMPARISON OF ALTERNATIVES
9

PROJECT SCOPE
Deliverable Structure Chart (DSC)
Use Case Diagram (UCD)
10

Work Breakdown Structure (WBS)
Scope Change Process
We have set an organized and orderly scope management change process for Husky Air
upon request and review. To change the scope process, there will be a required request
form and scope change log. After this is submitted, it will be reviewed and a decision
will be a made based on key benefits and change it will make to the project. The
procedure of requesting any modification or change to the workflow and activities on
the main project scope will be made through the decision of all team members, which
also include stakeholders and project managers. Every request will be measured by a
cost/time analysis and risk analysis. Each request must be logged on the Change
Request Form Log sheet.
11

12

SCHEDULE/BUDGET SUMMARY
Detailed Project Plan
13

14

15

16

Question Set
What are beginning (use May 23) and end dates for your project? How many days will it take to
complete the project?
The project will begin on May 23, 2018 and will be completed by July 26, 2018. A total of 47 days to
complete the project.
Does your project have a single critical path or multiple critical paths? What is the importance of
the critical path?
Our project has multiple critical paths as we had to allocate some of the resources, which backed
up our project. A project can have many tasks that involve different professions, therefore tasks can
be difficult to keep track of. A critical is important in order to stay on track and on budget. We have
used it to identify the most important tasks in our project to ensure we don’t fall behind schedule.
Every task has a deadline and it is used to figure out an end date for our project. It makes everyone
on the project’s lives easier.
What is the initial total project baseline cost of the project?
Our original initial total for the project is $60,000 that is based solely on employee salaries such as,
Project Manager, Systems Architect, Software Developer, and Information Security Analyst.
However, a friendly investor who wants to help us start our project has donated $25,000 to Husky
Air Charitable Service Program which totaled out to $85,000. Currently, we are under budget but
this is subject to change based on any unforeseeable changes to our schedule and scope.
Does your project have any overallocated resources? If so, be sure to level your resources.
The resources that were overallocated were Project Manager, Information Security Analyst, and
Software Developer. There was a scheduling conflict with those particular resources. The
overallocation had to be manually resolved by rescheduling the tasks or linking multiple ones
together in order to get rid of the scheduling conflict. Any of the leftover problems were fixed by
Microsoft Project’s Resource Leveling feature.
17

RESOURCES REQUIRED
18

Contract Payment Method
As we get funds from our investors, we will use the money to cover the cost for technology such
as computers and database servers. We will also use the money to cover salaries for our
employees. If we don’t have enough money to cover our resources, we will then ask the bank for
a loan. Any additional funds will go toward training, travel fee, and gas. We also have an
automatic recurring fee for the Internet, licensing fees, and maintenance. Everything that was
mentioned “Resource Requirement and Resource Cost Table” will be included in the contract
payment method to avoid any late fees and arguments.
Learning Cycle Iteration
As a team we work well together and have all come to follow our team charter. We divide all
work to be completed evenly, in a timely manner, then come together and review our work
together. Sabrina organizes and plans group meetings and makes sure all work is divided evenly
with each team member having a part to complete. Austin is detail oriented and asks questions
to ensure that each different part flows and goes together well. Abie is able to add content to
any areas needed and review our documents as a whole to provide our very best final
submission. We are able to combine all of our skills to form a functional team that completes all
of the assignments to our very best effort. There are no problems within our team and we do
not need to update or change our team charter currently.
19

RISKS
Risk Management Plan
20

RISKS
Risk Management Plan
21

In order to reduce the project’s schedule by 10% and project budget by 20%, we have decided to
minimize the installation process and also cut some of the evaluation processes that were
overallocated because we decided the original time we allocated to those tasks were not needed. The
Security Analyst ensured that both the installation process and evaluation process could be cut down
because we were only installing the software on 2 desktops. This cut out has made the total project
duration decrease from 47 days to 42 days and our total budget decrease by $85,000 to $65,000
(more than the 20% necessary to cut from the budget). The reason why the budget was able to be cut
down so much was because of the initial donation of $20,000 we had from a friendly investor.
We did not originally account for that when we first started the project, but we have now and it will
save our clients a lot of money making them happy. Even though we reduced our original budget and
schedule, we will still meet the requirements of our clients, pilots, customer support, systems update,
information analyst, project manager, software developer, and systems architect.
22

23

PROJECT ADMINISTRATION
Earned Value Analysis
Original Earned Value Analysis
Revised Earned Value Analysis
24

Earned Value Report
Assessment of BugBusters Testing
From the Earned Value analysis, we can see the Budget at Completion is lower than the
Estimate at Completion. We are in the middle of the project and we are already $4,580.84 under
what we wanted to spend on this project and we still have part of phase 3 and all of phase 4 to
complete. We have lost a combination of $5,720 in Cost Variance and Schedule Variance. If we
can allocate $6000 back into the testing budget, I am confident we can get back on track. The
project is over budget and will need an adjustment in the budget in order to make sure we can
get this project back on the right schedule as well as make sure we are not wasting more
money with the upcoming tasks. We have asked BugBusters for an update for their progress as
well as their WBS so we can make sure these problems will not happen again and the rest of
the testing will go smoothly. Fortunately, we do have room in our initial budget for the overall
project to allocate to testing.
25

26

Recommendation from Analysis
The schedule variance as well as the cost variance has shown us that BugBuster has already cost
us almost $6,000. Starting over with a new testing company will cost us even more money, but
we should keep in mind to try and find another source when it comes to testing any new
software in the future. BugBuster has cost us 40% of the original budget we had allocated to
the testing portion of our information system. We will be looking over our contract and further
action will be taken to find out how BugBusters is spending the budget we have given them.
Almost every part of the schedule has been altered by a day or two, costing us hundreds of
dollars whenever they delay a task. Legal action will be taken if the unsatisfactory behavior
continues.
27

Quality Management Plan
Team's Philosophy
Our team’s philosophy of 461 and Co. is to ensure that our patients are secured to their location
as quickly as possible. We believe that if our patients need to be transported somewhere, our
pilots will accompany them and transport them with ease. To make this solution happen, we
will provide a custom-built information system that will help hospitals and Husky’s Air System
to receive patients and pilots information in a timely manner and to be paired up. We will focus
on a faster system so files can be stored and can be retrieved anytime. And by having a system
that is easily stored and retrievable, Husky’s Air system will be on path to a successful company.
Process Metric
Decrease Defect: Reduce the number of errors that impacts the system when pairing clients
and pilots.
Complete Timing: The mean time of completing a report in a timely manner.
Product Metric
Product Performance: Clients are able to pair up with pilots with ease because of the new
system.
Project Security: The likelihood of disconnects and miscommunications are reduced in order
to have more satisfied clients.
Project Metric
Project Resource: Minimize installation process and cut out some of the evaluation process due
to overallocation.
Project Skill: Increase the amount of skills and informations on projects to reduce iteration in
the implementation stage to meet schedule and budget goals.
28

Quality Management Plan
29

Sabrina Rusli
MS Project Tutorial I & II
This assignment requires that you complete MS Project Tutorials I & II posted on the Marchewka
textbook website: www.wiley.com/go/marchewka/msprojecttutorial
This is an individual, not group assignment. Your submission must be your work.
Deliverable: Take computer screen shots (not smart phone photos) of each of the completed
diagrams as shown in the tutorials. Paste them into one Word document or PDF file for
submission. Clearly show where Tutorial II begins by placing a page break and section heading
such as MS Project Tutorial II Begins Here.
Assignment Score Card: MS Project Tutorial I & II
Max
Points
Earned
Points
Tutorial I: Complete and accurate WBS as shown in the website
MS Project tutorial.
25
Tutorial II: Complete and accurate WBS as shown in the website
MS Project tutorial.
25
Total: 50
Appendix A
30

MS Project Tutorial I Begins Here.
31

MS Project Tutorial II Begins Here.
36

MS Project Tutorial III
Sabrina Rusli
Appendix B
41

Appendix C
Team
Member
Strengths *Hot Buttons* Reactions
under stress
How you can
help me when
my hot buttons
are pushed
Abie Kanu -Organized
-Good at planning
-Hard worker
-When others do
not complete their
part of the work
-Get annoyed
and more
stressed
- usually have
to complete the
work for them
-offer to help
complete the
work
-apologize or
explain the reason
why work was not
able to be
completed
Sabrina
Rusli
-Leadership
-Communication
-Hands-on
Late, bad
communication
Frustrated,
silent
Don’t be late and
be active in the
group.
Austin
Bui
- Hard worker
- Good listener
- Committed to
do the work
- Not
putting in
the effort
-do the extra
work or call them
out
Do the required
work
Team Communication Norms
How do we want to communicate in different situations?
Communication Need Agreed Mode of
Communication
Turn Around Time (if
applicable)
General Logistics &
Coordination
Text 12-24 hours
Quick Question Text Within 12 hours
Urgent Matter Text Within 12 hours
Personal Issue/Concern Text 12-24 hours
Project Planning Text 12-24 hours
Other Text 12-24 hours
46

Normal Turn Around Time
We expect each other to constantly check our emails and text messages in order to not miss any important
team meetings. On the weekends, we don’t expect that fast of a reply since it is the weekend. Everyone
deserves a break.
Organizing and Getting the Work Done:
WHAT PROCESS STEPS WILL
THE TEAM FOLLOW:
PROCESS STEPS:
To Decide on initial roles and
responsibilities to tackle the work?
(e.g. project manager, task
division and/or timeframe
expectations)
1. WE WILL EACH TALK ABOUT OUR STRENGTHS AND
WEAKNESSES
2. FROM HERE, WE CAN DECIDE ROLES ACCORDING TO
STRENGTHS
3. AFTER DECIDING OUR ROLES, WE WILL TALK ABOUT
TEAM PROCESSES AND EXPECTATIONS OF EACH TEAM
MEMBER
4. GO THROUGH THE CONSEQUENCES
To Develop and finalize team
deliverables (e.g. initial work,
integration of work, review and
refinement of work, declaration of
work completion completion of
work)
1. Divide up work giving everyone different
tasks and parts to work on
2. After everyone completes their part, review
and go over their parts with the rest of the
team
3. Team makes changes and reviews work to
be turned in & submit
IF A TEAM MEMBER IS NOT
CONTRIBUTING AS EXPECTED
(late deliverables, late or not
attending meetings, disengaged
from group etc.)
1. IF A TEAM MEMBER IS NOT ACTIVE AND DOES NOT
SHOW UP TO A MEETING / DOESN’T DO THEIR PART BY
THE DEADLINE WE GIVE THEM, THEY WILL GET ONE
WARNING
2. THE SECOND TIME THEY MAKE THIS OFFENSE, WE WILL
LEAVE THEIR NAME OFF WITH NO WARNING
A. THE ONLY EXCEPTION TO THIS IS IF THEY
HAVE COMMUNICATION WITH THE TEAM
SAYING WHY THEY COULD NOT ATTEND OR
COMPLETE THEIR PART
47

Team Conflict Norms When We Disagree About Ideas and Strategies, Roles and
Responsibilities, and Processes TO Getting the Work Done
Acceptable Behavior (in face to face,
phone and email situations)
Not Acceptable Behavior (in face to face,
phone and email situations)
Planning a group meeting to talk about
conflicts/issues
Blaming certain group members through
disrespectful words
Calling team members & explaining
personal situations/reasons why they
can’t complete work or make a meeting
Writing mean/disrespectful personal
emails to team members
Voting as a team on what ideas or
strategies we should use
Physically fighting with team members
Procedure for resolving disagreement on tops or conflict norms
Process Steps to Be Followed: Who is Accountable for Each Step
If everyone is level-headed, address it in
the groupchat.
Project Manager
If needed, organize a team meeting. Project Manager
Refer back to the TOPS document and
make changes if needed.
Project Manager
How will we know when the disagreement is resolved?
We won’t move on until each party that disagreed says that they are good and ready to be part
of the team again. We will set a time after the team meeting (maybe later that night) to check on
the problem and to check if all team members are good again.
Commitment to Continuous Improvement
We will each sign the document and review it at times. If any group member wants to change
this document, we will meet as a team and revise it together and sign it again. We will frequently
check in to make sure that every member is still satisfied with the terms and expectations of this
document.
48

Contact Information : Please Sign this document below to indicate that each team member has
reviewed it and has agreed to abide by the principles established in the TOPS Document:
Name Email Phone# (s) –
Work/Home or
Cell
Signature
Abie Kanu
kanuah@vcu.edu 703-474-9772 Abie Kanu
Sabrina Rusli
ruslisa@vcu.edu 571-278-1493 Sabrina Rusli
Austin Bui
buia@vcu.edu 703-915-4397 Austin Bui
49

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