CLASS NAMEMIS600PROFESSORS NAME STUDENTS NAME PRO.docx
SLeahy - Unit 5 Assignment - IT599-01
1. Running head: BYOD PROJECT CLOSURE REPORT 1
BYOD Project Closure Report
Steven Leahy
Kaplan University
IT599-01: Applied IT Master Project
Unit Five Assignment: Final Project Closure Report Preparation and Submission
3. BYOD PROJECT CLOSURE REPORT 3
BYOD Project Closure Report
Abstract
The project manager, Ben Johnson, has brought the Bring Your Own Device (BYOD) project to
a close and she is collecting all pertinent information to include in the final report. This report
was painstakingly composed to reflect the outstanding job the team performed to deliver a
successful project. From the beginning of the project to its end, Ben had to ensure that all
stakeholders understood the purpose for the upgrade and changes made during the process.
Correcting a coding error within the HP BYOD Essential Smart Solution Management software,
which pushed the completion date back by a month, was not as costly as thought. The total cost
of the project did not balloon beyond the approved budget of $250,000 at $236,328.37.
4. BYOD PROJECT CLOSURE REPORT 4
Preparation and Control
Ben Johnson prepared this report manages projects for Warbird Consulting Partners,
LLC. The first testing of the BYOD project was conducted by Don Williams on October 9,
2014, in which the coding of the HP BYOD Essential Smart Solution Management software
failed. After repeating the analysis, design, and development processes with assistance from
Hewlett Packard, the software’s coding passed on October 20, 2014. Shannon Roper– Project
Integration Manager and Business Analyst, Ellen Ducette – Systems Architect, Carmell Verdell
– Systems Analyst, and Susan Kim – Database Specialist were responsible for the error
correction, along with Ben Johnson.
Purpose
Warbird Consulting Partners, LLC’s BYOD project’s closing phase is to sanction the
successful deliverables to the stakeholders of the company. Closing consists of dual sections.
First, the project team has to complete every task to ensure all documentations are corresponding
to all finished tasks. The second part of closure is to wrap up all necessary meetings, team
members submit their reports to Ben Johnson, and she has to review all documents before
writing the final report for review and approval. Michael Draa – CEO, and Executive sponsor
and the Executive Committee, consisting of Chris Bitler – Vice President of Operations and
committee member and Doug Fenstermaker – Chief Information Officer (CIO) and committee
member will sign the document.
Goals of the Report
Within this report, the project manager has defined the accomplished tasks that lead to
successful completion of all activities. Also, issues and constraints of the project were identified,
5. BYOD PROJECT CLOSURE REPORT 5
with the recommendations that provided the eradication of previous errors. The best practices
for keeping the new system capable to maintain an upgrade-ready status is highlighted
throughout this report. Finally, all activities were reviewed and authorized.
Report Summary
Background Overview
Warbird Consulting Partners, LLC’s management needed a better system and network to
assist with increased profit margins and market shares. The company’s competitors are showing
significant gains and Michael Draa has become concerned that his company will fall far behind.
He had a preliminary investigation performed to find the main reason his company is falling
behind his competitors. When the deficient area of his business was exposed, Michael
commissioned a team to bring his company back into contention for market shares.
The lack of advanced technology has cost Warbird Consulting Partners, LLC its former
position within its market. With the need for key personnel to effectively work wirelessly
offsite, the team has to upgrade the current system and network for wireless functionality. Ben
Johnson – Project Manager, quickly constructed a methodology to comport a workshop that will
provide a less costly system and for selected personnel to use their own devices. Discussions
lead to a plan on how to approach upgrading the company’s legacy system. Ben had to ensure
that the planning, implementation, and closure of this new project was not going to hinder
operations, take too much time for completion, and cost more than executive management will
support.
Expectations from team members were that strategies developed during the kickoff
meeting will provide a sound methodology for delivering a successful project and provide
additional security to protect sensitive information. The team knew that working with
6. BYOD PROJECT CLOSURE REPORT 6
representatives from Hewlett Packard to implement the BYOD application was a great
possibility. The project manager will provide a Charter and record the kickoff meeting for all
stakeholders to witness. Strategies are transparent, as evident via the Charter that was drafted
and accepted by the executive management.
Highlights and Best Practices
Highlights:
Meeting with representatives from Hewlett Packard
Wide area network (WAN) applications implementation via HP Enterprise
Mobility Management and HP’s ProCurve MSM760 Controller and HP’s M111
Client Bridge with wireless access points.
Focus on strategies to prevent intrusion and/or inside attacks
Best Practices:
Remain compliant with the Health Insurance Portability and Accountability Act
(HIPAA) and Gramm-Leach-Bailey Act (GLBA) and other applicable laws and
regulations
Michael Draa’s endorsement for upgrading and maintaining his legacy system and
network, with added security features
Closure Synopsis:
The project closed, because all tasks and activities were finished and management
signed the closing report
Performance Metrics
Goals and Objectives:
Improved system and network efficiency
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Greater market shares
Partnership collaboration to develop the appropriate technological specifications
for Warbird Consulting Partners, LLC’s upgraded system and network
Increased profit margins by at least 35% over the first year after system upgrade
Success Criteria Performance
All criteria were achieved, although an unexpected issue occurred during the analysis,
design, and development step of the Execution Phase of the project. After re-evaluating the
situation at the expense of an additional month, the promise of successful deliverables to the
stakeholders is fulfilled. The project manager will report that no criteria was overlooked or
neglected and that the minor completion delay will not hinder Warbird Consulting Partners,
LLC’s progress. Doug Fenstermaker – Chief Information Officer (CIO) has the responsibility
for measuring continued progress of the system and network.
Milestones and Deliverables Performance
Charter
Scope
Budget (approved: $250,000 – actual: $236,328.37)
Appropriate hardware and software (HP ProCurve MSM760 Controller Access Switch
and HP M111 Client Bridge & HP BYOD Essential Smart Solution Management
Software)
Planning
Execution
Completion of training and documentation
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Budget Performance
Project manager.....................................................................................$150,000/yr
Systems architect...................................................................................$95/hr
Systems analyst......................................................................................$85/hr
Database specialist.................................................................................$80/hr
Business analyst.....................................................................................$75/hr
Tester......................................................................................................$60/hr
HP ProCurve MSM760 Controller........................................................$5,739.95
HP M111 Client Bridge………….........................................................$1,095.00
HP BYOD Essential Smart Solution…………………………….........$13,000.00
The work breakdown structure (WBS) provides an estimate of $236,328.37 for the entire project
over seven months.
Metrics Performance Recommendations
Risk:
Security for sensitive information, switches, databases, and access points is
always an issue
Warbird Consulting Partners, LLC’s Global Positioning System (GPS) lacks the
accurate degree of safety within unsafe locations
Action:
Implementation of the HP ProCurve MSM760 Controller Access Switch and HP
M111 Client Bridge with Wireless Access Points will aid in reducing
vulnerabilities via system hardening (i.e., media access control (MAC) address
filtering and Structured Query Language (SQL) injection prevention)
9. BYOD PROJECT CLOSURE REPORT 9
Maintain coding updates to the new system and network
Closure Tasks
The CIO must keep personnel knowledgeable about the new system and network and
updates through periodic training. Meetings between all department heads are planned to guide
further system and network development. An acceptable use policy (AUP) will reinforce the
consequences for personnel violation of any federal, state, local, and/or international laws and
regulations. Doug Fenstermaker, the CIO, must approve all exceptions to this policy.
Issue Management
The CIO is responsible for handling all issues pertaining to IT related matters. The
coding errors with the HP BYOD Essential Smart Solution Management software were complex,
because the legacy system was not wireless and had to be upgraded. HP is contracted for support
of their products, with representatives available around the clock. Cooperation between Warbird
Consulting Partners, LLC and its partners keep the company’s system and network performing at
top efficiency.
Risk Management
Managing risk is vital for a successful BYOD project implementation. Keeping all
business necessities simple reduces complications for the project team. Difficult issues will be
handled by the Steering Committee and unsolvable issues are dealt with by the Executive
Committee. The greatest risk is the possible loss of support from the Executive Sponsor,
Michael Draa, CEO of Warbird Consulting Partners, LLC.
10. BYOD PROJECT CLOSURE REPORT 10
Any upgrade or implementation may produce vulnerabilities within a network and/or
system. To prevent loss of sensitive information or attacks, CIOs harden their systems and
networks via physical and virtual security. Port security is often overlooked, because the
attention is mainly concentrated on the databases within computers. The appropriate switch may
prevent most incidents by permitting authorized media access control (MAC) addresses to send
and receive data (Oritano & Gregg, 2011). Information is too valuable to allow attackers (i.e.,
hackers and criminal hackers (crackers)) to alter and disrupt communications on networks.
Quality Management
The CEO, Michael Draa, must keep this and all operations within Warbird Consulting
Partners, LLC funded. Success within the company’s market depends upon full support from all
stakeholders. Warbird Consulting Partners, LLC is provided with milestone health checks and
audits of the decision process. Quality assurance is divided into the following aspects:
Internal – Management and the team review the Project Charter and blueprint of the business
design, documentation is continually reviewed, and training and testing is handled by the team.
External – Risk assessments and Warbird Consulting Partners, LLC’s readiness are appraised
and the partner, Hewlett Packard, perform quality assurance evaluations at certain milestones.
Communication Management
The project team remains in communication through the use of regular meetings and by
collaborating on different phases of the project. Setbacks are discussed and remedies are
consequential from these discussions to put the project back on track and maintain compliance.
Consideration for all stakeholders is the main focus during and outside meetings and discussions.
Team members are using the dynamic systems development method (DSDM) to highlight key
11. BYOD PROJECT CLOSURE REPORT 11
roles of people within the process, which is called the “user centered” approach (Avison &
Torkzadeh, 2009). Small issues may become threats to the project’s completion, if face-to-face
communication is not utilized. This is why the project manager must ensure that all members of
the team remain in close communication with each other.
Customer Expectation Management
The improvement of services to Warbird Consulting Partners, LLC’s customers is vital to
management. Feedback from customers will help identify areas of operations that are potentially
detrimental to the company. If customers’ needs are not met, action has to be taken to correct
this issue and a decision made to properly implement the change. Executive management knows
better than others that being customer focused provides greater customer satisfaction and loyalty.
Asset Management
The upgraded system and network is a treasure to Warbird Consulting Partners, LLC and
will usher in long-term operational success. The new hardware and software are tools that are
the prelude for greater events to happen for this company. Portable devices utilized by selected
personnel for business purposes, will be continually monitored. Collected information provides
IT personnel if the system or network is fallible or firm.
Lesson Learned
Through planning, Ben Johnson learned that upgrading a legacy system and network is a
detailed and daunting task. This became evident when coding errors stalled the completion of
the BYOD project. With direct communication with the company’s executives from bi-monthly
to monthly meetings, she is able to understand what they want and figure out how to provide it
12. BYOD PROJECT CLOSURE REPORT 12
through project tasks. A big problem may appear through team mismanagement. The
development stage offers a view of any holes within the BYOD project. This project provides
social values to influence a homogenous atmosphere within an unfriendly environment.
Post-Project Tasks
Don Williams, the project’s tester, has the greatest task of ensuring the project manager
that the project is secure and ready for company-wide implementation. The training schedule
must be posted or personnel notified via letter or in person. A comprehensive plan has to be
written for future identification of system improvements or functionality augmentations. Ben
Johnson will complete the documentation of the system and network during testing and
implementation of the BYOD application.
Closure Recommendations
The BYOD application is being implemented for the first time and signifies Warbird
Consulting Partners, LLC’s readiness to challenge its competitors. As project manager, Ben
Johnson should recommend that training for personnel selected to use this application be
required every six months. The company’s CEO, Michael Draa, must continue his support for
the upgraded system and network. If he fails to retain interest, the company will become
defunct.
13. BYOD PROJECT CLOSURE REPORT 13
Project Closure Report Approval
_________________________________________________________
Michael Draa, Executive Sponsor, Chief Executive Officer (CEO)
_________________________________________________________
Chris Bitler, Executive Committee & Vice President of Operations
_________________________________________________________
Peggy Berry, Executive Committee & Chief Financial Officer (CFO)
_________________________________________________________
Doug Fenstermaker, Project Director & Chief Information Officer (CIO)
14. BYOD PROJECT CLOSURE REPORT 14
Conclusion
The BYOD project is a necessity, in which a technological boost is given Warbird
Consulting Partners, LLC to compete with its closest competitors. From the beginning of this
project, the team had to be very careful with security matters. A minor setback occurred during
the Execution Phase of the project, in which coding errors with the HP BYOD Essential Smart
Solution Management software were apparent. The legacy system and network was more
outdated than originally assumed to be, causing a delay for almost month toward the project’s
completion. The company will enjoy a return of investment (ROI) of approximately 35% for the
first year after the new system and network is fully implemented. Ultimately, Warbird
Consulting Partners is provided with a competitive edge.
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References
Avison, D., & Torkzadeh, G. (2009). Information systems project management. Thousand
Oaks, CA: Sage
Oriyano, S. P., & Gregg, M. (2011). Hacker techniques, tools, and incident handling.
Burlington, MA: Jones & Bartlett Learning
