Deliverable 3

Maybee,Kaitlyn
Clements,Devan
Pound,Kimberly
Burkhead,Joseph
Spitzer,Thomas
Hatter,Jeremy
Higher
Education
Affordability
Western Michigan University
Golden Consulting Group, LLC

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GoldenConsulting Group, LLC
(Endorsed by Western Michigan University)
Golden Consulting Group provides comprehensive project management consulting services.
Our commitment to innovation, and finding ways to draw upon our knowledge and
experiences, brings you faster, smarter, more cost effective solutions. Success in the field has
marked us as one of the best up and coming firms in West Michigan. We serve leading
businesses, government, and not for profit organizations. Our mission is to help our clients
make lasting improvements to their environment, productivity, and performance. We provide
the structure and resources needed to reach each clients’ most important goals.
Golden Consulting Group was founded in 2014. All consultants associated with GCG received
their education at Western Michigan University in Kalamazoo Michigan. The team gathered
together as a group of young professionals seeking to further their education and their careers.
The mix of professional areas of study offers the team a unique experience in which they gain
by learning from each other. GCG is people based and knowledge driven. Every experience
teaches the group that well planned change will lead to exponential results.
Team Member Project Role
Kaitlyn Maybee Project Manager
Devan Clements Human Resources Administrator
Kimberly Pound Research and Development
Joseph Burkhead Director of Information Technology
Thomas Spitzer Director of Finance and Operations
Jeremy Hatter Research and Development

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Abstract
The cost of higher education for students in Michigan has become increasingly less affordable.
With Michigan being one of the most expensive states to attend college in, we look for
solutions to this crisis. In the following document we have created ways to fund students that
will not add debt to the State of Michigan or demand tax payer dollars. We present ways to
educate students about funding options, decrease the amount spent per student, and increase
the amount of funding available. The purpose of this document is to demonstrate how
Michigan officials can lower costs for students in their state.
Source: University of Michigan- Understanding Tuition

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TABLE OF CONTENTS
Project Charter .................................................................................................. 4
Project Scope Document.................................................................................. 11
Work Breakdown Structure.............................................................................. 16
Stakeholder Management Plan......................................................................... 20
Roles and Responsibility Matrix........................................................................ 24
Communications Plan ...................................................................................... 30
High Level Budget ............................................................................................ 35
Detailed level timeline with dependancies ........................................................ 37
Glossary........................................................................................................... 44
Approvals........................................................................................................ 45
Approvals........................................................................................................ 46
Change History ................................................................................................ 47

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Project Charter
Project Name: Improving the Affordability of Higher Education in Michigan
Project Manager: Kaitlyn Maybee and Devan Clements
Executive Sponsor: Governor Rick Snyder
Purpose of the Project
The purpose of this project is to lower the cost of attending college in the State of Michigan.
Michigan currently ranks the 5th highest in average tuition per student. Sixty three percent of
Michigan students graduate with debt associated to their higher education. The top twenty
colleges across Michigan report an average cost of $39,625 for the full four years.
Due to reductionsinthe budget and an increasing number of studentsattendingcollege,
government funding for students has been decreasing since 2008. Current Michigan residents
and voters agree the cost of higher education is almost too much to bear. Students statewide
find themselves asking if their education was worth the price tag. With Governor Rick Snyder
working hard to decrease Michigan’s deficit, it is important to find alternative ways to help
students enter the work force with less debt.
Project Description
The cost of higher education for students in Michigan has become increasingly less affordable.
With Michigan being one of the most expensive states to attend college in, we look for
solutions to this crisis.
In the following project plan we resolve to define alternative ways to fund students in the State
of Michigan. It is our objective to present a plan that will not add debt to the state or demand
tax payer dollars. The plan will present ways to educate students about funding options,
decrease the amount spent per student, and increase the amount of funding available.
Together, these three approaches will create a comprehensive plan to reduce the average cost
of attending college for Michigan students.
Through research, implementation, and monitoring the out of pocket cost can greatly decrease.
The purpose of this document is to outline how Michigan officials can implement a plan to
lower costs for students.

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Scope Statement
The scope of this project is to aid the State of Michigan in its mission to lower the cost of higher
education for its residents. The project will save tax payers dollars by increasing the amount of
external funding available. The project plan outlines a comprehensive solution focusing on 3
areas of improvement; Education and Outreach, Curriculum Acceptance, and Business
Incorporation. Together these three components will decrease out of pocket costs for each
degree seeking student.
Summary Budget
The budget below assumes that wages paid to the workforce will be competitive, contracting
for the data storage service and programming for the GUI will remain at the current market
price, and asks for a 4.4% contingency to cover any unforeseen costs. Please note these
preliminary numbers will change as we lean more about our project.
Expense Activity Percent of
Total Budget
Cost in
Dollars
ScholarshipSearch Engine
Researchers/crawlersto locate the availablescholarships 35.3% $600,000
Data storageand organization 41.2% $700,000
Building the graphicuserinterface (GUI) 11.8% $310,000
Transfer Credits
Administration costs 2.9% $345,000
BusinessInvestment
Recruiting costs 4.4% $75,000
ContingencyAllowance
(requiresstakeholderapproval)
10% $190,000
Totals 100% 2,110.000
Lower
costs for
Michigan
Students
Education
and Outreach
Curriculum
Acceptance
Business
Incorporation

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Initial Risks
Threat risks
Time
 The curriculum requirements must be set forth before August 1, 2016, as outlined in the
project schedule, or it will not be ready for the 2016-2017 school year.
 The search engine must be up and running by January 1st, 2016, or it will not be ready
for the scholarship application season.
 If tasks become delayed, the release of each phase may lose its effectiveness.
Scope
 If the board of education chooses not to endorse and perform the marketing for the
search engine, students may not know the resources available to them in order to save
costs on college.
 Michigan businesses may lack of funding to add new positions.
 Private schools are not funded by the State of Michigan, so they are not obligated to
accept our programs.
 Employers could view our business incentives program as undermining the level of
education undergraduates receive in Michigan.
Cost
 Market prices for data storage used for the search engine could increase during the next
two years.
 The demand for skilled workers such as researchers and programmers may go up driving
up the cost of staffing the project.
Quality
 Internet search engines are take place in a rapidly changing environment with
information constantly being uploaded and modified, so the scholarship search engine’s
system may not be able to accurately and consistently capture all of the potential
information for all the grants and scholarships that are available, thus making it less
effective.
Risk
 A surplus of students looking for scholarships may simultaneously visit the new website
and overload the server causing it to crash.
 Search engine website could encounter a DDoS Attack.
Opportunity Risks
 Businesses may see offering internships as a successful training tool for higher positions
within the company. If a student becomes a good contributor during their internship,
more students could be offered full time employment.
 The State of Michigan may not be able to provide adequate funding for the project.
 Criteria for a transfer credit system is accepted allowing more students to attend
community college for general education classes and lowering their costs of higher
education.

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Major Milestone Schedule
Milestone Begin End
ProjectManagement 12/1/14 4/13/15
Phase Gate 1: DocumentSet1 12/1/14 2/5/15
ProjectCharter 12/1/14 2/5/15
ProjectScope 12/1/14 2/5/15
Work BreakdownSchedule 12/1/14 2/5/15
Phase Gate 2: DocumentSet2 2/5/15 3/8/15
StakeholderManagement 2/5/15 3/8/15
Human Resource Management 2/5/15 3/8/15
CommunicationManagement 2/5/15 3/8/15
Time Management 2/5/15 3/8/15
Cost Management 2/5/15 3/8/15
Phase Gate 3: Final ProjectPlan 3/8/15 3/26/15
Phase Gate 4: StakeholderApproval 3/26/15 4/13/15
ResearchandAnalysis 4/13/15 6/30/15
ProjectResearch April 2015 June 2015
ProjectImplementation June 2015 September2016
SearchEngine Live June 2015 January 2016
CurriculumGuideline Accepted August 2015 August 2016
Legislationfortax Incentive September2015 September2016
Monitor September2016 September2017
Close September2017 September2017
Project Close September 2017

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Success CriteriaStatements
For this project to be considered successful it must be completed according to the schedule. It
must stay within the estimated budget and be fully functional after implementation. The goal of
this project is to help students in three ways; to find scholarships they qualify more easily,
acquire more internships that can pay them better, and help transfer students from having to
retake classes.
Acceptance Criteria
The completion dates that are designated for the projects are based on them being ready in
time for the busiest season for their use. The project will close and be considered completed
successfully when all phases are completed, and they have been approved by the client. It is
only acceptable to fulfill the scope as set forth by this document.
Success will be defined as completing all three phases:
 Within the specified budget, including contingency.
 On schedule according to the completion dates mentioned above.
 Within the scope set forth in the document of this project.
 Using limited resources, including capital and human expenses.
 Without taking on any additional risks.
 Deliverables are done with superior quality and have been removed of all
imperfections.
The overall aimof this project to reduce student costs for higher education by a
minimum of $1,000 per student (for 500,000 students) by project close, or $500 million.
Project Authority Limitations
Each team member has the following roles, responsibilities, and restrictions within the life of
the project:
Kaitlyn Maybee, Project Manager
As Project Manager, Kaitlyn is responsible for setting realistic and achievable boundaries
for the project team. Tasks of the larger project will be assigned to team members by
Kaitlyn. She will ensure the project is completed within the constraints of the scope,
remains on budget, stays on schedule by meeting milestone deadlines, and satisfies the
client’s purpose. She will organize and plan team meetings to ensure efficient use of
time, as well as guide team discussions. Kaitlyn will be the point of contact for the client,
Governor Rick Snyder. Kaitlyn will negotiate changes to the project charter and scope
directly with the client via the change management process. In the event of an issue or
concern Kaitlyn will address these according to the Project Management Body of
Knowledge 5th edition (current international standard).

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Devan Clements, Human Resource Administrator
As Human Resource Administrator, Devan will provide information regarding the
resources needed to complete the project plan. Devan will be responsible for presenting
contract candidates as necessary. During the life of the project, his main responsibility
will be ensuring all team members meet due dates as set forth by Project Manager,
Kaitlyn Maybee. He will also share the roll of task and resource assignment with Kaitlyn.
In the event of Kaitlyn’s absence, Devan will assume her responsibilities as listed above.
Devan will use MS Project to track progress on milestones. If Devan notices any
discrepancies with the timeline, he will discuss it directly with Project Manager, Kaitlyn
Maybee.
Thomas Spitzer, Director of Finance and Operations
As Director of Finance and Operations, Thomas is responsible for communicating with
the group as to their budgeting needs. Thomas will provide reliable cost estimates from
potential contractors or through extensive research. He will utilize MS project to ensure
the project is staying on budget. If Thomas notices any discrepancy with the budget, he
will discuss it directly with Project Manager, Kaitlyn Maybee.
Jeremy Hatter, Research and Development
As a Research Specialist, Jeremy will provide the team with current and reliable data
from credible sources for use in project development. The data provided will support
project plans. Research will be, but is not limited to: historical data, current statistics,
and information from external contractors. Any information Jeremy presents to the
team should be in a format that is clear, concise, and beneficial. All data provided must
be within the scope and schedule of the project plan.
Kimberly Pound, Research and Development
As a Research Specialist, Kimberly will provide the team with current and reliable data
from credible sources for use in project development. The data provided will support
project plans. Research will be, but is not limited to: historical data, current statistics,
and information from external contractors. Any information Kimberly presents to the
team should be in a format that is clear, concise, and beneficial. All data provided must
be within the scope and schedule of the project plan.
Joseph Burkhead, Director of Information Technology
As Director of Information Technology, Joseph will provide technical direction, design,
and support to the project team. Joseph will give the team reliable information
regarding tasks and costs of all technical projects within the project plan. As the
information technology expert Joseph will be asked to define constraints, exclusions,
and assumptions regarding all technical projects.

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EscalationPath
The Project Teamwill go through the following path of escalation of any issues outside of the
Project Manager’s authority:
1. Project Team
 Communication in peer to peer setting
2. Project Manager, Kaitlyn Maybee
3. Contract Manager
 If applicable; The manager of the specific contracted team in which the issue is
associated
4. Michigan Board of Education, President John Austin
5. Executive Sponsor, Governor Rick Snyder
Project
Team
Project
Manager
Contract
Manager
Michigan
Board of
Education
Executive
Sponsor

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Project Scope Document
Project Scope
The scope of this project is to aid the State of Michigan in its mission to lower the cost of higher
education for its residents. The project will save taxpayers’ dollars by increasing the amount of
funding from non-government sources. The project plan outlines a comprehensive solution
focusing on three areas of improvement; Education and Outreach, Curriculum Acceptance, and
Business Incorporation. Together these three components will decrease out of pocket costs for
each degree-seeking student.
Our plan reduces costs for Michigan students in three different ways. After the implementation
of this plan, students will be able to easily locate scholarships they qualify for, more easily use
credits obtained in high school and in the community college setting toward a bachelor’s
degree, and locate paid internships in their field of study to help curb the tuition burden on
each family.
Project Deliverables
Our team will accomplish this goal by offering three areas of improvements. This will aid the
state by giving them multiple ways to implement improvements with low startup costs.
• Focuses on the communities’ knowledge of financial aid available to them. The
team recommends the implementation of a user friendly search engine for
Michigan students to locate scholarships and grants that apply to their needs.
Education and Outreach
• Addresses the need for a standard guideline for high school advanced
placement (AP) courses and community college general education courses that
can be transferred. This will improve the transfer credit systemhelping students
transfer credits earned through high school and community college programs
to universities programs for continued education on their degree path. These
alternative education paths offer lower overall tuition costs.
Curriculum Acceptance
• Focuses on the communities’ knowledge of financial aid available to them. The
team recommends the implementation of a user friendly search engine for
Michigan students to locate scholarships and grants that apply to their needs.
Business Incorporation

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Deliverable Specific AcceptanceCriteria
The project will close and be considered completed successfully when, any changes to budget,
schedule, scope, or major milestones negotiated and approved by the client. It is only
acceptable to fulfill the scope as set forth by this document. Success will be defined as
completing all three phases on budget, on schedule, within scope, using limited resources, at
low risk, and high quality. The project will also be considered a success by the effectiveness of
each of our strategies.
 The search engine should increase the average scholarship funding per student in
Michigan by either one extra scholarship or $500 per student.
 When measuring the traffic to the website, we should reach 10,000 users per day the
end of January 2017.
 To determine if we meet our goal of building a private and secure website, this can only
be met if there are no breaches of user information.
 The average amount of credits hours spent on an Associate’s degree per student should
be reduced from 80 credits to 75 credits (required for graduation is typically 60 hours).
 The average amount of credit hours spent on a Bachelor’s degree should decrease from
136.5 to 132 (required for graduation is typically 124 hours).
 Increase the amount of students that currently participate in a work-study or internship
program while enrolled full-time by at least 20%.
Budget
 Resources spent during research and implementation are at or below approved budget
of $1,700,000 including contingency.
 The approved budget includes a contingency that requires stakeholder approval before
use.
Schedule
 Project management phase is complete by April 13th, 2015.
 Implementation begins no later than May 11th, 2015.
Total Implementation
 Reduce student costs for higher education by a minimum of $1,000 per student (for
500,000 students) by project close.

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HighLevel Requirements
 The search engine website shall handle high traffic during peak scholarship and
grant application deadlines.
 The search engine shall provide accurate online results.
 The search engine shall use dedicated servers to provide a “four nines” network
connection to students.
 The search engine shall be free to students in high school and enrolled in college,
requiring certain criteria to be met to access the database. This also adds an extra
layer of security and less spam.
 The database that is built for the search engine must be able to store 4TB of data.
 The search engine shall store data on the cloud using Google Drive.
 The website must utilize industry standard encryption to protect student’s personal
information.
 The State of Michigan Department of Education must provide one set of standard
curriculum criteria for each general education course that will qualify for open
transfer across Michigan universities.
 All public universities that receive government funding in Michigan must participate
in the Curriculum Acceptance plan, therefore assuring their general education
courses meet the standard curriculum criteria.
 Businesses shallhire more students to obtain the newly implemented tax incentives.

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WBS
Task #
Task Date Complete
1 Project Management 4/13/15
1.1 Phase Gate 1: Document Set 1 2/5/15
1.2 Phase Gate 2: Document Set 2 3/8/15
1.3 Phase Gate 3: Final Project Plan 3/26/15
1.4 Phase Gate 4: Project Due 4/13/15
2 Research And Analysis 6/30/15
2.1 Research of search engine tools 5/30/15
2.2 Research current transfer credit system 5/30/15
2.3 Research business investment opportunities 5/30/15
3 Execution 9/1/17
3.1 Implementation of Education and Outreach 1/1/16
3.2 Implementation of Curriculum Acceptance 8/1/16
3.3 Implementation of Business Incorporation 9/1/16
4 Project Closeout Activities 9/30/17
4.1 Review implementation results with executive sponsor 9/8/17

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Scope Exclusions, Assumptions, andConstraints
The following sections on exclusions, assumptions, and constraints that define the reach of the
project are based upon the triple triangle. The three constraints that guide these sections are
scope, time (schedule), and cost (budget). Exclusions will be items that are outside the project
teams responsibility based on the three constraints. Assumptions are the basis of project
success. Without these true assumptions the status of the project will need to be reevaluated.
Any assumptions that no longer remain true will follow the escalation path as agreed upon in
the project charter. Finally, the constraints will represent any project component that may
hinder project completion as planned. If any constraint is not overcame it shall follow the
escalation process as agreed upon in the project charter.
Scope
Time
Cost

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Exclusions
● The utilization of profits from the Michigan Lottery to offset education costs.
● Determine incentive details for businesses should be handled by the state legislature.
● The implementation of a Loan forgiveness plan to students by the federal government.
● Determining the appropriate expenses for universities.
● The time needed beyond implementation for search engine maintenance.
● The time it takes for legislation to be passed into law shall not be included in the project
schedule.
● Wages spent and fees acquired through maintaining the search engine website.
● Salaries of state legislators for time spent on creation of the tax incentive law.
Assumptions
● We assume that staffing for these projects will be readily available.
● We assume students will be familiar with how to use a search engine.
● We assume that a Decision Matrix for transfer credits will be decided by the Michigan
Department of Education.
● We assume that it is feasible to conduct research and create a search engine by January
2016
● We assume the State of Michigan will spend time to pass legislation on tax incentives
for Michigan business that provide internships to Michigan college students
● We assume that universities are unable to cut any spending.
● We assume that the State of Michigan has good reason that they have been recently
decreasing funding for students.
● We assume that funding for the project plan will be provided by the State of Michigan.
Constraints
● Professors refuse to adopt curriculum guideline and edit their course plan for upcoming
semesters.
● The search engine must be ready for implementation by January 30th of 2016, the peak
season for students to apply for financial aid during the year.
● The Department of Education must provide a curriculum guideline by August 1st, 2016
to implement changes for the 2016-2017 school year.
● The legislation regarding tax incentives to businesses could be delayed if there is not an
agreement on the conditions in the Michigan court system, delaying the
implementation of the Business Incentive plan.
● The cost prohibitive nature of creating a search engine.
● The costs of hiring student interns in some programs, could result in companies
spending more than on alternatives, such as outsourcing.

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Work Breakdown Structure
1. ProjectManagement
1.1. Phase Gate 1: DocumentSet1
1.1.1.ProjectScope
1.1.2.ProjectCharter
1.1.3.ProjectWork BreakdownStructure
1.2. Phase Gate 2: DocumentSet2
1.2.1.StakeholderRegister
1.2.2.ResponsibilityAssignment Matrix
1.2.3.CommunicationManagementPlan
1.2.4.Timeline
1.2.5.High-level Budget
1.3. Phase Gate 3: Final ProjectPlan
1.3.1.Change Log
1.3.2.Executive Summary
1.3.3.ProjectBook
1.4. Phase Gate 4: ProjectDue
1.4.1.Acceptance
1.4.2.LessonsLearned
2. Research& Analysis
2.1. Researchof search engine tools
2.1.1.Crawlerto locate the available scholarships
2.1.1.1. Determine cost
2.1.1.2. Identifyimplementationpartners
2.1.2.Data Storage and Organization
2.1.2.1. Technology
2.1.2.1.1. Determine constraints/Limitations
2.1.2.1.2. Identifycompetitors
2.1.2.1.3. Recognize storage Needs/Limitations
2.1.3.Buildingthe graphicuserinterface
2.1.3.1. GUI developmentpartnersresearch
2.1.3.2. Wireframesanalysis
2.1.3.3. Backendlanguage analysisbasedonperformanceneeds
2.2. Researchcurrenttransfercreditsystem
2.2.1.AdministrationCosts
2.2.1.1. Currentsystemsutilization
2.2.1.2. Currentsystemslimitations
2.2.1.2.1. Questionuniversityvs.College transference limitations
2.2.1.2.2. Questionaccreditationbodies
2.2.1.2.3. Questionoutof state transfers

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2.2.1.3. Questioncurrentcosts
2.3. Researchbusinessinvestmentopportunities
2.3.1.Recruitingcosts
2.3.1.1. Skill setsneeded
2.3.1.1.1. Asklocal markets
2.3.1.1.2. Askstate wide
2.3.1.2. Relocationservices
2.3.1.3. Networkingevents
2.3.1.3.1. Go to job Fairs
2.3.1.3.2. Go to local Chaptermeetings(e.g.WMPMI)
2.3.1.3.3. Go to rotary Clubmeetings
3. Execution
3.1. Implementationof EducationandOutreach
3.1.1. Define searchengine requirements
3.1.1.1. Security
3.1.1.1.1. IdentifyFirewall
3.1.1.1.2. Determine securitymeasurestoblockmalware
3.1.1.2. Usability- easytouse
3.1.1.2.1. Searchby major
3.1.1.2.2. Searchby location
3.1.1.2.3. Searchby organization
3.1.1.3. Speed
3.1.1.3.1. Response time persearch
3.1.1.4. Accuracy
3.1.1.4.1. Maintenance ondata tables
3.1.2. Hire WebDesignContractor
3.1.2.1. DesignUserInterface
3.1.2.2. Inputdata
3.1.2.3. Initiate test
3.1.3.Purchase ServerSpace
3.1.4.Purchase Domain Name
3.2. Implementationof CurriculumAcceptance
3.2.1. Departmentof EducationSupport
3.2.1.1. Requirementsdefined
3.2.1.1.1. Preformsurvey
3.2.1.1.2. PreformgroupInterview
3.2.2. Departmentof Educationimplementationof acceptance standards
3.2.2.1. Publicuniversitiesacceptchanges
3.2.2.1.1. Editcurriculum
3.3. Implementationof BusinessIncorporation
3.3.1. Legislationfortax incentives

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3.3.2. State workerdefinedasliaisonforcompanieswillingtosignup
3.3.3. RecruitCompaniestoparticipate
3.3.3.1. Updatesthroughaccountingassociationsontax law
3.3.3.2. ColdCall
3.3.3.3. StudentOrganizations
3.3.3.4. PressRelease
3.3.4. Companiesparticipate incollege careerfairtofindapplicants
3.3.4.1. Interviewviable candidates
3.3.4.1.1. Offerinternships
4. ProjectCloseoutActivities
4.1. Reviewimplementationresultswithexecutive sponsor
4.1.1.Obtainapproval andsignoff
4.1.2.ProjectCloseoutactivities
4.1.2.1. Remitfinal paymenttocontractors
4.1.2.2. Complete LessonsLearned
4.1.2.3. Closeoutprojectdocumentation
4.1.2.3.1. Archive projectdocuments

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Stakeholder Management Plan
Stakeholder Register
The Stakeholder Management Plan is a necessary part of the planning process aimed at building
and maintaining constructive relationships with project contributors. By defining stakeholder’s
expectations of gain from their participation in the project plan, we clarify the roles and
responsibilities of each party. Each stakeholder is affected by the project plan and is therefore
a main part of its success. The elicit expectations of all stakeholders can be found on the
Stakeholder Register, Table 1.2. These expectations have helped the project team define the
scope and success criteria of this project.
Register Definitions Table 1.1
Term Definition
Name The name of the stakeholder or point of contact.
Position The employment title that gives the stakeholder authority to act on project
elements.
Project Role The function one assumes within the project to work toward task completion
Address The mailing location of the stakeholder.
Email The preferred electronic mailing address of the stakeholder
Requirements The high-level items that the stakeholder requires for project completion.
Expectations The items the stakeholder expects as a result of the project
Influence The portion of the project the stakeholder has the capacity to change or affect.
Classifications Internal- stakeholder that are inside the project team.
External- stakeholders outside the project group.
Supporter- a person that approves of and encourages the project.
Type People- a human being in general or a collective group.
Consultant Organization- provides expert advice and skills professionally
Organization- an organized body of people with a particular purpose,
especially a business, society, association, etc.
Government- the governing body of the State of Michigan
Committee- a group of people appointed from a larger group for a specific
function.
Legislator- the law making body of government in the State of Michigan
Public- concerning the people as a whole.
Senate- the smaller upper assembly in the Michigan legislative group.
House- the larger lower assembly in the Michigan legislative group.

Stakeholder Register Table 1.2
Name Position Project Role Address Email Requirements Expectations Influence Classification Type
Rick Snyder Governor Executive sponsor to
approve projectshape
scope and appointhigh
level management
P.O. Box 30013 Lansing,Michigan
48909
Rick.Snyder@michigan.gov Communication
and Coordination
Increase
education
affordability with
minimal costs
Project
approval,
government
influenceand
funding
Internal
Supporter
People
Kaitlyn
Maybee
Project Manager Manage project
development
Western Michigan University 3340
Schneider Hall 1903 W Michigan
Avenue Kalamazoo,MI 49008-5412
USA
Kaitlyn.Maybee@wmich.edu Communication
and Coordination
Remain up to
date on project
development
Manage
development
Internal
Supporter
People
Devan
Clements
Human Resource
Administrator
Insuremembers are on
task and meeting
deadlines
USA
Devan.Clements@wmich.edu Communication
and Coordination
Remain up to
date on project
development
Manage
personnel
Internal
Supporter
People
Thomas
Spitzer
Director of Finance
and Operations
Oversee financeand
operation development
USA
Thomas.Spitzer@wmich.edu Communication
and Coordination
Remain up to
date on project
financial and
operations
development
Develop the
financial and
operations
control plan
Internal
Supporter
People
Jeremy Hatter Research and
Development
Research different
strategies and methods to
assistin goal completion
USA
Jeremy.Hatter@wmich.edu Communication
and Coordination
Remain up to
date on project
research and
development
Provide
background
information
and support
Internal
Supporter
People
Kimberly
Pound
Research and
Development
Research different
strategies and methods to
assistin goal completion
USA
Kimberly.Pound@wmich.edu Communication
and Coordination
Remain up to
date on project
research and
development
Provide
background
information
and support
Internal
Supporter
People
Joseph
Burkhead
Director of
Information
Technology
IT goal setting and scope
definition for webpage
and search engine
USA
Joseph.Burkhead@wmich.edu Communication
and Coordination
Remain up to
date on IT
project
development
Project IT
development
Internal
Supporter
People

Rich Astley Webly Consulting
Pointof Contact
Manage the Webly
ConsultingGroup in the
development of front end
webpage for search
engine
168 W. Michigan Kalamazoo,mi
49006
Rich.Astley@mi.web Web page
completion
within project
parameters
Completed
Webpage, On-
time, and with-in
budget and
within scope
Web page
creation
External
Supporter
Consultant
organization
Jenna Smith Seamless Search
Pointof Contact
Manage Seamless Search
in Search Engine and
algorithmdevelopment
598 Howard St. Kalamazoo,mi 49007 Jenna.Smith@mi.sea Communication
and search
engine
development
Completion of
search algorithm
Search
algorithm
creation
External
Supporter
Consultant
organization
Eugene Driker Michigan Education
Board of Governors
Pointof Contact
Represent and manage
clientelefor curriculum
acceptance
Michigan E.Driker@msu.edu Low cost
implementation
Acceptance of
new transfer
creditguidelines
Provide
feedback
External
Supporter
Organizations
John C. Austin Michigan Board of
Education
Pointof Contact
Represent the Michigan
Board of education in
project approval and
feedback discussions
608 W. Allegan Street P.O. Box 30008
Lansing,MI 48909
Michigan.Education@mi.gov Education
standards
Approve of
education
changes to
conform with
standards
Provide
feedback
External
Supporter
Government
Jennifer
Zeeland
MACRAO
Pointof Contact
Providefeedback on
curriculumacceptance
standards and assistin
implementation
Lansing,Michigan MACRAOmail@gmail.com Easy to use
education
standards
Feedback on
transfer credit
changes
Provide
feedback
External
Supporter
Organization
Jeff Fordam Michigan Business
Association
Pointof Contact
Represent the Michigan
Business Association in
applicableproject
planningdiscussions and
assistin implementation
Michigan JefferyFordam@glp.com Make programs
that help
increaseprofits
Providefeedback
on legislation and
supportbusiness
integration with
Michigan
universities
Feedback External
Supporter
Private/public
businesses
Fred Durhal House
Representative
Bill sponsorship Michigan
House of Representatives
Lansing,MI 48909
FredDurhal@house.mi.gov Communication,
Coordination
Tax incentivebill
writingand bill
sponsorship
Implementation
support
External
Supporter
House
Legislator
House Action
Committee
Michigan Houseof
Representative Bill
Specific Committee
Approval and adaptation
of bill
Lansing,MI 48909
Not applicable Coordination
with House
members
Passabletax
incentive
legislation
Bill adaptation External
Supporter
House
committee

Geoff Hansen Senate
Representative
Bill sponsorship Michigan
Senate
609 W. Allegan Street P.O. Box
30008 Lansing,MI 48909
SenGHansen@senate.michigan.gov Coordination
with Senate
members
Tax incentivebill
writingand bill
sponsorship
Supporter
Senate
Legislator
Senate Action
Committee
Committee Approval and adaptation
of bill
with Senate
members
PassableTax
incentive
legislation
Supporter
Senate
committee
Coordination
Committee
Committee Approval and adaptation
of bill
with House and
Senate members
PassableTax
incentive
legislation
Supporter
Committee
Robert Harris Michigan
Department of
Treasury
Pointof Contact
Bill enforcement and
incorporation into tax
code.
Michigan Department of
Treasury
Lansing,Michigan 48922
RCHarris@treasury.michigan.gov Communication
of tax regulation
Incorporation of
tax legislation
into tax code
Bill language External
Supporter
Government
Dashia
Abdulnor
State of Michigan
Resource Control
Specialist
Recruit and sign up
Michigan companies for
Plan
580 W. Allegan Street
Lansing,MI 48909
DashiaAbdulor@michigan.gov Business
standards and
incentives
Business
participation in
internship
program
Recruit
participants
External
Supporter
Government
Michigan
Students
Students Beneficiaries Michigan Not applicable Simplified use
and access to
services
Easier grant
search,more
transfer credit
ability,more
internship
opportunities,
and lower
education costs
Project
suggestions
External
Supporter
Public

Roles and Responsibility Matrix
After all of the stakeholders have been identified on the register, it is essential to outline who is
responsible, accountable, consulted, and informed on each task in the work breakdown
schedule. This outline can be found on the Roles and Responsibility Matrix, Table 1.3.The
clarification of roles allows stakeholders to know the level of participation that is expected
throughout the course of the project. Only one party will be identified as accountable for each
task. However, it is possible that several stakeholders may be responsible, consulted, or
informed on a single task.
RACI Chart Definitions
 Responsible- Refers to the team member who is responsible for defining the
parameters of how to perform the work and then tracking the progress of work being
completed, while escalating issues/concerns as appropriate
 Accountable- This is the team member who is ultimately held accountable for
tasks/work being completed within the agreed upon parameters
 Consulted- Provides input to the responsible and accountable parties as needed to
facilitate completion of activities
 Informed- This refers to the stakeholders who need informed of decisions being made
to provide the greatest level of communication
Page | 24

RACI Chart Table 1.3
Higher Education Affordability Project RACI
WBS # Item Description
RickSnyder
KaitlynMaybee
DevanClements
ThomasSpitzer
JeremyHatter
KimberlyPound
JosephBurkhead
RichAstley
JennaSmith
EugeneDriker
JohnC.Austin
JenniferZeeland
JeffFordam
FredDurhal
HouseAction
Committee
GeoffHansen
SenateAction
Committee
Coordination
Committee
RobertHarris
DsahiaAbdullnor
MichiganStudents
1 Project Management
1.1 Phase Gate 1
1.1.1 Project Scope C A C R R C C
1.1.2 Project Charter C A R C C C C
1.1.3 Project Work Breakdown I A C C C R R
1.2 Phase Gate 2
1.2.1 Stakeholder Register I A R I C C I
1.2.2 Roles and Responsibility Matrix I A R I I I I
1.2.3 Communication Management I A I R R I I
1.2.4 Timeline C A I I I R R
1.2.5 High-level Budget C A I C C R R
1.3 Phase Gate 3
1.3.1 Change Log I A C R C C R
1.3.2 Executive Score Card C A R R I I I
1.3.3 Project Book I A R C C C C
1.4 Phase Gate 4
1.4.1 Obtain Acceptance C A R I I I I
1.4.2 Lessons Learned A C R C C C

RickSnyder
KaitlynMaybee
DevanClements
ThomasSpitzer
JeremyHatter
KimberlyPound
JosephBurkhead
RichAstley
JennaSmith
EugeneDriker
JohnC.Austin
JenniferZeeland
JeffFordam
FredDurhal
HouseAction
Committee
GeoffHansen
SenateAction
Committee
Coordination
Committee
RobertHarris
DashiaAbdulnor
MichiganStudents
2 Research and Analysis
2.1 Research Search Engine
2.1.1 Crawlers R C A R C
2.1.1.1 Costs R C A R C C C I
2.1.1.2 Identify Implementation Partners R C A R I I
2.1.2 Data Storage and Organization R A R C C
2.1.2.1 Technology R A R C C
2.1.2.1.1 Constraints/ Limitations R A R C C
2.1.2.1.2 Competitors R A R C C
2.1.2.1.3 Storage Needs/Limitations R A R C C
2.1.3 Building Graphic User Interface R A R C C
2.1.3.1 GUI Development Partners R A R C C
2.1.3.2 Wireframe Analysis R A R C C
2.1.3.3 Back-End Language Analysis R A R C C
2.2 Transfer Credits
2.2.1 Administration Costs R C R A C C I
2.2.1.1 Current System Utilization R C R A C C C
2.2.1.2 Current System Limitations R C R A C C C
2.2.1.2.1 University vs College Transfer Limitations R C R A C C C

RickSnyder
KaitlynMaybee
DevanClements
ThomasSpitzer
JeremyHatter
KimberlyPound
JosephBurkhead
RichAstley
JennaSmith
EugeneDriker
JohnC.Austin
JenniferZeeland
JeffFordam
FredDurhal
HouseAction
Committee
GeoffHansen
SenateAction
Committee
Coordination
Committee
RobertHarris
DashiaAbdulnor
MichiganStudents
2.2.1.2.2 Accreditation Bodies R C R A C C C
2.2.1.2.3 Out of State Transfers R C R A C C
2.2.1.3 Current Costs R C R A C C I
2.3 Business Incorporation
2.3.1 Recruiting Costs R C C A I
2.3.1.1 Skills Sets Needed R R A C I
2.3.1.1.1 Local Markets R R A I
2.3.1.1.2 State Wide R R A I
2.3.1.2 Relocation Services R R A C I
2.3.1.3 Networking Events R C A C
2.3.1.3.1 Job Fairs R C A C
2.3.1.3.2 Local Chapter Meetings R R A C I
2.3.1.3.3 Rotary Club Meetings R R A I
3 Execution
3.1 Implementation of Education and Outreach
3.1.1 Define Search Engine Requirements I R A R
3.1.1.1 Security R A R
3.1.1.1.1 Firewall R A R
3.1.1.1.2 Anti-malware R A R

RickSnyder
KaitlynMaybee
DevanClements
ThomasSpitzer
JeremyHatter
KimberlyPound
JosephBurkhead
RichAstley
JennaSmith
EugeneDriker
JohnC.Austin
JenniferZeeland
JeffFordam
FredDurhal
HouseAction
Committee
GeoffHansen
SenateAction
Committee
Coordination
Committee
RobertHarris
DashiaAbdulnor
MichiganStudents
3.1.1.2 Usability R A R I
3.1.1.2.1 Search by Major R A R I I
3.1.1.2.2 Search by Location R A R I I
3.1.1.2.3 Search by Organization R A R I
3.1.1.3 Speed R R A
3.1.1.3.1 Response Time Per Search R R A
3.1.1.4 Accuracy R R A I
3.1.1.4.1 Maintenance on Data Tables R R A
3.1.2 Hire Web Design Contractor A C R R
3.1.2.1 Design User Interface R R A
3.1.2.2 Input Data R C C R A
3.1.2.3 Test R R A
3.1.3 Purchase Server Space I R A I
3.1.4 Purchase Domain Name I R A I
3.2 Implementation of Curriculum Acceptance
3.2.1 Department of Education Support R A C C I I I I I I
3.2.1.1 Requirements Defined R A C C C
3.2.1.1.1 Survey R A C C C
3.2.1.1.2 Group Interview R A C C C
3.2.2 Department of Education Implementation R A R R I I I I I I I

RickSnyder
KaitlynMaybee
DevanClements
ThomasSpitzer
JeremyHatter
KimberlyPound
JosephBurkhead
RichAstley
JennaSmith
EugeneDriker
JohnC.Austin
JenniferZeeland
JeffFordam
FredDurhal
HouseAction
Committee
GeoffHansen
SenateAction
Committee
Coordination
Committee
RobertHarris
DashiaAbdulnor
MichiganStudents
3.2.2.1 Public Universities Accept Changes I R A R R I I
3.2.2.1.1 Edit Curriculum R A R R I I
3.3 Implementation of Business Incorporation
3.3.1 Legislation for Tax Incentives R A C R C R C C I
3.3.2 State Worker Defined as Liaison R A C C C
3.3.3 Recruit Companies to Participate A C R C
3.3.3.1 Update Companies on Tax Law A C R
3.3.3.2 Cold Call A R
3.3.3.3 Student Organizations A R I I
3.3.3.4 Press Release R A R C I
3.3.4 Locate Candidates A R R C I
3.3.4.1 Interview Candidates A R R C I
3.3.4.1.1 Offer Internships A R R C I
4 Project Closeout Activities
4.1 Review Results With Executive Sponsor
4.1.1 Obtain Approval and Signoff C A R R R C C C C
4.1.2 Project Closeout Activities A R
4.1.2.1 Remit final Payment to Contractors R A
4.1.2.2 Complete Lessons Learned A R
4.1.2.3 Closeout Project Documentation I A R
4.1.2.3.1 Archive Project Documents A R

Communications Plan
Communications Management Approach
The Communications Plan Document will detail the communication process between all
involved parties. This includes the project sponsor, project manager, project team members,
and the stakeholders. The communication plan will define when meetings will be held, who will
be involved in those meetings, who will plan the meetings, and what information will be
discussed at the meetings. Also included in the communication plan is a communication matrix
that will clearly show all of the planned meetings with a summary of what will be discussed and
who will be attending.
During the project, team members need to be able to share information and communicate in
real time. When problems arise it is the duty of the project manager to resolve any issues. The
way that team members will communicate will be the use of phone, text, email and web
conferencing. Web conferencing will be done via the company’s account on
www.gotomeeting.com. Documents and other media will be delivered through email or on
Google Drive.
Maintaining clear and effective communication throughout this project will be the
responsibility of the project manager. Although there are many supporting documents to be
provided by team members and stakeholders, it is up to the project manager to ensure timely
and thorough distribution of all materials and reports. The project manager will use the details
laid out in the communication matrix to keep the project on track.
Any changes to the communication plan must be approved by the project manager. Changes
include the cancellation or addition of meetings, the planned method of any meetings, the
format type of work documents or technologies being used in communication, or what
information will be discussed at the meetings. Any changes that occur in the communication
plan shall be recorded by the project manager in the change log. The project manager is also
required to notify any affected stakeholders.
Page | 30

Communications Management Constraints
Time:
 Meetings must be attended by everyone involved as detailed in the communication
matrix. Tardiness and absence from these meetings will cause delays.
Scope:
 The project sponsor and project stakeholders may not always be available to
communicate in a timely manner.
 Political discussions about proposed legislation may take longer than expected,
potentially delaying parts of the project.
Cost:
 The budget for communicating during the project will be limited to the sunken
membership cost of using gotomeeting.com.

Resource:
 Technology related issues such as documents formatted incorrectly could result in
delays due to the loss of data or not being able to access data.
 Project members including managers and leaders, may have conflicting work schedules,
hindering the availability to communicate.
Quality:
 There could be some miscommunication from some of the specialized terminology
being used by different involved parties, such as the search engine team using technical
terms not understood by our team members.
Communications Management Assumptions
For the project to be successful, assumptions need to be made regarding the project. The
project assumptions are crucial for the communications matrix to be created and to be
successful. Assumptions regarding the team members, managers, and stakeholders are needed
for the completion of the communication matrix. Assumptions for this project are as follows:
 The team members will have reliable access to the Internet.
 Responsible parties will attend all meetings as scheduled.
 The primary forms of communication during the project will be Google Drive, personal
email and gotomeeting.com, with all project information being stored on Google Drive.
 Team members are familiar with using email, gotomeeting.com and Google Drive.
 The project manager will access information regarding the project via Google Drive.
 The team is responsible for updating and storing all information and resources in a
timely manner, ensuring that all documents are up to date.
 The team leaderswill be the primarycontactsforthe project,ensuringthatinformationis
distributedtothe appropriate parties,andactionsare delegatedeffectively.
Methodfor Updating and Refining
All team members will use Google Drive as the primary method of document storage. Format of
documents uploaded should be in Microsoft Word, with the ability for any team member to
edit or add to the material.
Page | 31

Communications Methods
Meetings will take place involving all team members and the team’s mentor. At these meetings,
deliverables will be discussed, collaborative thinking will take place, and work will be
distributed to individuals or teams to be completed before the next scheduled meeting (include
meeting with search engine team). The way that team members will communicate will be the
use of phone, text, email, and group chat on the Google Drive.
Communication Frequency-Meetings will be held on a weekly or biweekly basis.
Communication between team members shall be done daily or as needed. Documents need to
be submitted by the due date determined by the Project Manager.
Page | 32

Communications Matrix Table 2.2
Meeting Type Audience Method Frequency Responsible Information Reason/Message
ProjectPlanning ProjectManager - In Person Once ProjectManager
KaitlynMaybee
Agenda
MeetingMinutes
Planning
To discussthe initial startof the project, present
the goalsof the project,andanswerany questions
the sponsoror any stakeholdersmay have.
ProjectTeam
ProjectSponsor
ProjectStakeholders
ProjectTeam
Meetings
ProjectManager - In Person
- WebConference
Weekly ProjectManager
KaitlynMaybee
Agenda
MeetingMinutes
ProjectTasks
To make sure all tasksare beingcompletedina
timelymanner.Discussworkpackagesinprogress
and anywork yetto be completed.The teamwill
alsoaddressany issuesand collaborate tofind
solutions.
ProjectTeam
Team Leaders
StakeholderStatus
Update
ProjectManager - Secure Share Drive
Postvia ProjectStatus
ReportTemplate
Monthly ProjectManager
KaitlynMaybee
Team MeetingReport
ProjectTasks
StatusReport
To update the projectsponsorand stakeholders
on the progressof the project,future goals,and
any issuesthatmayhave come up.
ProjectSponsor
ProjectStakeholders
Software
Development
Meetings
ProjectManager - WebConference
- Secure Share Drive via
Software StatusReport
Template
Weekly During
Development
Phase
Directorof
Information
Technology
JosephBurkhead
StatusReport
Bug Fixes
TestingResults
To discussthe progressof software deliverables
and ensure the projectisonschedule.Discussand
potential issuesandcollaborate to findsolutions.
Appropriate ProjectTeam
Members
Appropriate Stakeholders
Phase Gate
Meeting
ProjectManager - In PersonatOffsite
Facility
Upon Completion
of Each Phase
ProjectManager
KaitlynMaybee
Phase Results To celebrate the projectteam'scompletionof
each phase,recognize hardworkbeingdone,
voice anyquestionsorconcerns,andto keep
morale high.
ProjectTeam
BudgetReports ProjectSponsor - Secure Share Drive Biweekly Directorof
Finance and
Operations
ThomasSpitzer
BudgetReports To prepare a detailedreportof the currentstatus
of the projectbudget,any discrepanciesfromthe
approvedbudgetwill be noted inthe status
report.
LessonsLearned ProjectManager - In PersonatOffsite
Facility
Upon Completion
of Each Phase
ProjectManager
KaitlynMaybee
ProjectResults To detail the outcomesof the phase,aswell asany
future actionsthatmay needtotake place.This
includes maintenance todeliverables of the
project. The teamwill outline future
improvements.
Project Team

Project Team Directory
Table 2.3
Name Position Email Phone
Kaitlyn Maybee Project Manager kaitlyn.m.maybee@wmich.edu 248-462-3440
Devan
Clements
Human Resources
Administrator
devan.a.clements@wmich.edu 248-880-1449
Kimberly Pound Research and
Development
kimberly.k.pound@wmich.edu 269-903-9740
Joseph
Burkhead
Director of Information
Technology
joseph.w.burkhead@wmich.edu 269-364-9296
Thomas Spitzer Director of Finance and
Operations
thomas.r.spitzer@wmich.edu 269-223-9449
Rick Snyder Executive Sponsor Rick.Snyder@michigan.gov 517-313-8000
Rick Astley Webley Consulting PoC Rich.Astley@mi.web 616-647-2245
Jenna Smith Seamless Search PoC Jenna.Smith@mi.sea 616-648-8787
Eugene Driker Michigan Education
Board of Governors
E.Driker@msu.edu 517-534-7851
John Austin Michigan Board of
Education President and
PoC
Michigan.Education@mi.gov 517-227-3801
Jennifer
Zeeland
MACRAO PoC MACRAOmail@gmail.com 517-245-9002
Jeff Fordam Michigan Business
Association
Point of Contact
JeffFordam@glp.com 248-252-6735
Fred Durhal House Representative FredDurhal@house.mi.gov 517-318-8951
Geoff Hansen Senate Representative SenGHansen@senate.michigan.gov 517-216-1154
Robert Harris Michigan Department of
Treasury
Point of Contact
RCHarris@treasury.michigan.gov 517-910-6632
Dashia
Abdulnor
State of Michigan
Resource Control
Specialist
DashiaAbdulor@michigan.gov 517-926-7736

High Level Budget
HighLevel Budget Summary
The high level budget is calculated by combining resources hourly rates and item charges for
each WBS item. The calculation used so each category can be seen in the second column. Each
portion of the budget is found using a set of assumptions that allows the team to determine
which costs belong in the project budget. These assumptions support the scope of the project
and are essential to its success.
Expense Assumptions
For each task of the project a member of Golden Consulting Group will supervise directly, with
the other team members acting as consultants. Task supervision will vary based on specialties
and time availability.
Golden Consulting Group will be utilizing an outside firm to develop the search engine. The firm
will be contracted at a set rate, and will be in charge of employee assignment and the
development of the search engine and all associated tasks.
For any event that promoters are sent to an attempt will be made to use available venues and
meeting sites to lower costs wherever possible. These can include rotary clubs, job fairs, and/or
chapter meetings. This will keep the venue costs lower and make meeting places as convenient
for all parties as possible. Venue costs were found by taking average costs of venues that are
sized to our needs.
The servers will be protected using Michigan government standards for information security. It
will be housed in common government facilities using pre-approved hardware and software to
ensure total operational harmony.
Research will be done by a group of interns, who will be paid a flat rate of $10/hour and will be
involved as needed in the project. All reports will be presented to Golden Consulting Group for
final review and authorization.
The cost for the university implementation is based upon how much it cost for high schools to
implement a similar program with local colleges. We then took this and extrapolated it to find
the cost of implementing it on a larger scale.
Page | 35

High Level Budget Table 3.2
WBS Project Team and Project Planning Cost Cost Type Calculation Cost
Kaitlyn Maybee Consulting-Project Manager $ 80/hr* 2038 hrs $163,040
Devan Clements Consulting-Project Team $ 75/hr* 1723 hrs $129,225
Kimberly Pound Consulting-Project Team $ 60/hr* 1619 hrs $97,140
Joseph Burkhead Consulting-Project Team $ 60/hr* 1875 hrs $112,500
Thomas Spitzer Consulting-Project Team $ 60/hr* 1056 hrs $63,360
Jeremy Hatter Consulting-Project Team $ 62/hr* 1292 hrs $80,104
Total: $645,369
Research and Analysis
2.1 Scholarship Search Engine Labor-Research
2.1.3 Consulting Charge- Front End Design Labor-Research $ 20/hr* 30 hrs $600
2.1.2 Consulting Charge- Back End Operations Labor-Research $ 20/hr* 16 hrs $320
2.2 Transfer Credit Program Labor-Research
2.2.1.2 Lunch Interviews Labor-Research $ 30/person * 31 ppl $930
2.3 Business Investments Labor-Research
2.3.1 Lunch Interviews Labor-Research $ 30/person * 45 ppl $1,350
Research and Analysis Subtotal $3,200
Project Execution
3.1 Scholarship Search Engine
3.1.1 Contract Charge- Webly Consulting Labor-Outsourced $ 75/hr* 91 hrs $6,825
3.1.1 Contract Charge- Seamless Search Labor-Outsourced $ 75/hr* 64 hrs $4,800
3.1.3 Purchase Redundant Data Base Server Expense-Materials One time charge $43,080
3.1.3 Server Maintenance (5-year) Expense-Materials $ 42,000/yr * 5 yrs $190,000
3.2 Transfer Credit Program
3.2.1.1 Survey and Group Interview Incentives Labor-Research $ 15/gift * 75 ppl $2,250
3.2.1.1 Printing and Paper charges Expense-Materials Deductive estimate $600
3.2.2 University Implementation Labor-Implementation $ 14,000/ college * 77 colleges $1,010,427
3.3 Business Investments
3.3.3 Large Conference Room Rentals Expense-Recruitment $ 575/room * 18 meetings $10,350
3.3.3 Printing and Paper charges Expense-Materials Deductive estimate $600
3.3.3 Travel to Job Fairs and Professional Organizations Labor-Recruitment $ 2.50/gal* (1800 mi/ 32 mi/gal) $141
Project Execution Subtotal $1,269,073
Project Closeout
Celebration Bowling Outing Expense-Morale $ 12/person * 18 people $216
Closeout Subtotal $216
Project Subtotal $1,917,858
Contingency (10%) $191,786
Grand Total $2,109,644
HEA High Level Budget

Detailed Timeline with Dependencies and Costing
DetailedTimeline withDependencies andCosting Summary
The following section is detailed timeline of the HEA Project Plan. It includes all of the work
packages featured on its’ WBS. The detailed schedule found on Table 4.2 illustrates the
dependency relationships throughout the project, as well as the costs associated with each
task. A glossary is provided at the end of the project book, please use this as reference for table
headers on this detailed timeline. Each resources’ hourly charge, used in the calculation of our
project costs can be located in Table 4.1.
The following information applies to the DetailedTimeline withDependenciesandCosting
Table 4.2:
= Table Headers
= Project Total
= Phase Total
= Primary Summary Task
= Secondary Summary Task
= Smallest Work Package
Please note that on the timeline below working hours are Monday through Friday 8:00am to
12:00pm and 1:00pm to 5:00pm.
The following days have been noted as exclusions to this rule for holiday vacation. These days
are non-working days and have been excluded from the timeline.
 2014: December 24th and December 25th
 2015: January 1st, September 7th, November 26th, December 24th and December 25th
 2016: January 1st, March 27th, May 30th
Page | 37

Costing Table Table 4.1
ID Name Max
Units
Standard
Rate
0 100% $0.00/h
1 Kaitlyn Maybee 100% $80.00/h
2 Devan Clements 100% $75.00/h
3 Kimberly Pound 100% $60.00/h
4 Joseph Burkhead 100% $60.00/h
5 Thomas Spitzer 100% $60.00/h
6 Jeremy Hatter 100% $62.00/h
7 Rich Astley- Research 100% $20.00/h
8 Jenna Smith- Research 100% $20.00/h
9 Rich Astley- Design and Implement 100% $75.00/h
10 Jenna Smith- Design and implement 100% $75.00/h
11 Eugene Driker 100% $30.00/h
12 John Austin 100% $30.00/h
13 Jennifer Zeeland 100% $30.00/h
14 Jeff Fordam 100% $30.00/h
15 Fred Durhal Paid by current employer
16 Geoff Hansen Paid by current employer
17 Robert Harris Paid by current employer
Page | 38

DetailedTimeline withDependencies andCosting Table Table 4.2
ID WBS ID Name Duration Start Finish Predecessors Successors Costs Resources
0 HEA Project 423 days 12/2/14 7/27/16 $ 1,917,858
1 1 Project Management 89 days Tue 12/2/14 Wed 4/8/15 19 $ 190,667
2 1.1 Phase Gate 1: Document Set 1 45 days Tue 12/2/14 Thu 2/5/15 6 $ 23,560
3 1.1.1 Project Scope 20 days Tue 12/2/14 Wed 12/31/14 Root 4,5 $ 9,300 Devan Clements, Kaitlyn Maybee
4 1.1.2 Project Charter 20 days Tue 12/2/14 Wed 12/31/14 Root 3,5 $ 6,200 Jeremy Hatter, Thomas Spitzer
5 1.1.3 Project Work Breakdown Structure 25 days Fri 1/2/15 Thu 2/5/15 3,4 6,7 $ 8,060 Joseph Burkhead, Kimberly Pound
6 1.2 Phase Gate 2: Document Set 2 22 days Fri 2/6/15 Mon 3/9/15 2 12 $ 31,980
7 1.2.1 Stakeholder Register 6 days Fri 2/6/15 Fri 2/13/15 2 8 $ 5,735 Devan Clements, Kaitlyn Maybee
8 1.2.2 Roles and Responsibility Matrix 2 days Mon 2/16/15 Tue 2/17/15 7 9 $ 3,875 Devan Clements, Kaitlyn Maybee
9 1.2.3 Communication Management Plan 14 days Wed 2/18/15 Mon 3/9/15 8 10 $ 6,355 Jeremy Hatter, Thomas Spitzer
10 1.2.4 Timeline 14 days Wed 2/18/15 Mon 3/9/15 8 11 $ 9,300 Joseph Burkhead, Kaitlyn Maybee
11 1.2.5 High-level Budget 14 days Wed 2/18/15 Mon 3/9/15 8 12, 13 $ 6,665 Kaitlyn Maybee,, Kimberly Pound
12 1.3 Phase Gate 3: Final Project Plan 14 days Tue 3/10/15 Fri 3/27/15 6 16 $ 15,217
13 1.3.1 Change Log 14 days Tue 3/10/15 Fri 3/27/15 11 14 $ 4,367
Devan Clements, Jeremy Hatter,
Joseph Burkhead, Kaitlyn Maybee,
Kimberly Pound, Thomas Spitzer
14 1.3.2 Executive Summary 14 days Tue 3/10/15 Fri 3/27/15 11 15 $ 3,255
15 1.3.3 Project Book 14 days Tue 3/10/15 Fri 3/27/15 11 16, 17 $ 7,595
16 1.4 Phase Gate 4: Presentation 8 days Mon 3/30/15 Wed 4/8/15 12 19 $ 4,367
17 1.4.1 Acceptance 8 days Mon 3/30/15 Wed 4/8/15 15 18 $ 2,382
18 1.4.2 Lessons learned 8 days Mon 3/30/15 Wed 4/8/15 15 19,20 $ 1,985

19 2 Research and Analysis 111 days Thu 4/9/15 Fri 9/11/15 18 51,52,53 $ 83,760
20 2.1 Research search engine tools 52 days Thu 4/9/15 Fri 6/19/15 18 21,22 $ 26,460
21 2.1.1 Identify crawlers 10 days Thu 4/9/15 Wed 4/22/15 18 24 $ 4,140
22 2.1.1.1 Determine cost 5 days Thu 4/9/15 Wed 4/15/15 18 23 $ 2,860
Kimberly Pound, Jenna Smith-
Research
23 2.1.1.2 Identify implementation partners 5 days Thu 4/16/15 Wed 4/22/15 22 24 $ 1,280
Research
24 2.1.2 Data storage and organization 12 days Thu 4/23/15 Fri 5/8/15 21 29 $ 7,680
25 2.1.2.1 Technology 12 days Thu 4/23/15 Fri 5/8/15 21 26 $ 7,680
26 2.1.2.1.1 Constraints/limitations 4 days Thu 4/23/15 Tue 4/28/15 21 27 $ 2,560
Research
27 2.1.2.1.2 Competitors 4 days Wed 4/29/15 Mon 5/4/15 26 28 $ 2,560
Research
28 2.1.2.1.3 Storage needs/limitations 4 days Tue 5/5/15 Fri 5/8/15 27 29 $ 2,560
Research
29 2.1.3 Building graphic user interface 31 days Fri 5/8/15 Fri 6/19/15 24 33 $ 14,640
30 2.1.3.1 GUI development partners research 10 days Mon 5/11/15 Fri 5/22/15 24 31 $ 5,280 Kimberly Pound, Rich Astley- Research
31 2.1.3.2 Wireframe analysis 10 days Mon 5/25/15 Fri 6/5/15 30 32 $ 4,480 Kimberly Pound, Rich Astley- Research
32 2.1.3.3 Back-end languageanalysis 10 days Mon 6/8/15 Fri 6/19/15 31 33 $ 4,880 Kimberly Pound, Rich Astley- Research
33 2.2 Transfer Credits 40 days Mon 6/22/15 Fri 8/14/15 20 41 $ 39,780
34 2.2.1 Determine Administration Costs 28 days Mon 6/22/15 Wed 7/29/15 20 35 $ 4,500
35 2.2.1.1 Question current systems utilization 28 days Mon 6/22/15 Wed 7/29/15 20 36 $ 4,500 Jeremy Hatter, Eugene Driker
36 2.2.1.2 Determine Current systems limitations 12 days Thu 7/30/15 Fri 8/14/15 34 37 $ 35,280
37 2.2.1.2.1
Question university vs collegetransfer
limitations 12 days Thu 7/30/15 Fri 8/14/15 35 38 $ 8,820
Jeremy Hatter, Eugene Driker, John
Austin, Jennifer Zeeland
38 2.2.1.2.3 Question accreditation bodies 12 days Thu 7/30/15 Fri 8/14/15 35 39 $ 8,820
39 2.2.1.2.3 Question out of state transfers 12 days Thu 7/30/15 Fri 8/14/15 35 40 $ 8,820
40 2.2.1.3 Question current costs 12 days Thu 7/30/15 Fri 8/14/15 35 41 $ 8,820
41 2.3 Business Involvement 19 days Mon 8/17/15 Fri 9/11/15 33 51 $ 17,520
42 2.3.1 Recruiting costs 19 days Mon 8/17/15 Fri 9/11/15 33 43, 47 $ 17,520
43 2.3.1.1 Determine skills sets needed 11 days Mon 8/17/15 Mon 8/31/15 33 44 $ 8,940

ID WBS ID Name Duration Start Finish Predecessors Successors Resources
44 2.3.1.1.1 Ask Local markets 4 days Mon 8/17/15 Thu 8/20/15 33 45 $ 2,980 Jeff Fordam, Kaitlyn Maybee
45 2.3.1.1.2 Ask state wide representatives 4 days Fri 8/21/15 Wed 8/26/15 44 46 $ 2,980 Jeff Fordam, Kaitlyn Maybee
46 2.3.1.2 Determine relocation services 3 days Thu 8/27/15 Mon 8/31/15 45 47 $ 2,980 Jeff Fordam, Kaitlyn Maybee
47 2.3.1.3 Networking events 8 days Tue 9/1/15 Fri 9/11/15 43 51 $ 8,580
48 2.3.1.3.1 Go to Job fairs 8 days Tue 9/1/15 Fri 9/11/15 43 49 $ 5,500 Jeff Fordam, Kaitlyn Maybee
49 2.3.1.3.2 Go to local chapter meetings 8 days Tue 9/1/15 Fri 9/11/15 43 50 $ 1,320 Jeff Fordam, Kaitlyn Maybee
50 2.3.1.3.3 Go to rotary club meetings 8 days Tue 9/1/15 Fri 9/11/15 43 51 $ 1,760 Jeff Fordam, Kaitlyn Maybee
51 3 Execution 198 days Mon 9/14/15 Wed 6/22/16 50 52 $ 1,719,708
52 3.1
Implementation of Education and
Outreach 86 days Mon 9/14/15 Fri 1/15/16 50 53, 65 $ 405,223
53 3.1.1 Define requirements 40 days Mon 9/14/15 Fri 11/6/15 50 54 $ 22,603
54 3.1.1.1 Security 10 days Mon 9/14/15 Fri 9/25/15 50 57 $ 8,184
55 3.1.1.1.1 Firewall 5 days Mon 9/14/15 Fri 9/18/15 50 56 $ 4,092 Joseph Burkhead, Jenna Smith
56 3.1.1.1.2 Anti-Malware 5 days Mon 9/21/15 Fri 9/25/15 55 57 $ 4,092 Joseph Burkhead, Jenna Smith
57 3.1.1.2 Usability 10 days Mon 9/28/15 Fri 10/9/15 54 61 $ 8,550
58 3.1.1.2.1 Search by major 10 days Mon 9/28/15 Fri 10/9/15 54 59 $ 2,850 Joseph Burkhead, Rich Astley
59 3.1.1.2.2 Search by location 10 days Mon 9/28/15 Fri 10/9/15 54 60 $ 2,850 Joseph Burkhead, Rich Astley
60 3.1.1.2.3 Search by organization 10 days Mon 9/28/15 Fri 10/9/15 54 61 $ 2,850 Joseph Burkhead, Rich Astley
61 3.1.1.3 Speed 10 days Mon 10/12/15 Fri 10/23/15 57 63 $ 2,936
62 3.1.1.3.1 Response time per search 10 days Mon 10/12/15 Fri 10/23/15 57 62 $ 2,936 Joseph Burkhead, Jenna Smith
63 3.1.1.4 Accuracy 10 days Mon 10/26/15 Fri 11/6/15 61 65, 64 $ 2,936
64 3.1.1.4.1 Maintenance on data tables 10 days Mon 10/26/15 Fri 11/6/15 61 65 $ 2,936 Joseph Burkhead, Jenna Smith
65 3.1.2 Collaborate with web contractors 46 days Mon 11/9/15 Fri 1/15/16 53 71, 66 $ 382,620
66 3.1.2.1 Design user interface 15 days Mon 11/9/15 Mon 11/30/15 53 67 $ 7,470 Joseph Burkhead, Rich Astley
67 3.1.2.2 Input data 12 days Tue 12/1/15 Wed 12/16/15 66 68 $ 6,030 Joseph Burkhead, Rich Astley
68 3.1.2.3 Test/ Maintain 19 days Thu 12/17/15 Fri 1/15/16 67 69 $ 310,000 Joseph Burkhead, Rich Astley
69 3.1.3 Purchaseserver needs 16 days Mon 11/9/15 Tue 12/1/15 53 70 $ 54,000 Joseph Burkhead, Jenna Smith
70 3.1.4 Purchasedomain name 16 days Mon 11/9/15 Tue 12/1/15 53 71 $ 5,120 Joseph Burkhead, Jenna Smith
71 3.2
Implementation of Curriculum
Acceptance 85 days Mon 1/18/16 Fri 5/13/16 68 72 $ 1,247,110
72 3.2.1 Department of Education support 24 days Mon 1/18/16 Thu 2/18/16 70 73, 76 $ 1,247,110

73 3.2.1.1 Requirements defined 24 days Mon 1/18/16 Thu 2/18/16 70 74 $ 15,110
74 3.2.1.1.1 Survey 10 days Mon 1/18/16 Fri 1/29/16 68 75 $ 6,385
75 3.2.1.1.2 Group interview 14 days Mon 2/1/16 Thu 2/18/16 74 76 $ 8,725
76 3.2.2
Department of Education
implementation of acceptance
standards 61 days Fri 2/19/16 Fri 5/13/16 73 77, 79 $ 1,232,000
77 3.2.2.1 Public universities accept changes 61 days Fri 2/19/16 Fri 5/13/16 73 78 $ 1,232,000
78 3.2.2.1.1 Universities adaptcurriculum 61 days Fri 2/19/16 Fri 5/13/16 73 79 $ 1,232,000
79 3.3
Implementation of Business
Incorporation 27 days Mon 5/16/16 Wed 6/22/16 71 80, 82 $ 67,375
80 3.3.1 Legislation for tax incentives pushed 16 days Mon 5/16/16 Tue 6/7/16 71 81 $16,625
Jeff Fordam, Thomas Spitzer, Kimberly
Pound, Jeremy Hatter
81 3.3.2 State worker defined as liaison 1 day Mon 5/16/16 Mon 5/16/16 71 82 $3,000
82 3.3.3 Recruit companies to participate 16 days Mon 5/16/16 Wed 6/8/16 81 83, 87 $34,125
83 3.3.3.1 Update accountingassociations 5 days Mon 5/16/16 Fri 5/20/16 71 84 $ 11,250
84 3.3.3.2 Cold call 8 days Mon 5/16/16 Wed 5/25/16 71 85 $11,250
85 3.3.3.3 Student Organizations 2 days Mon 5/16/16 Tue 5/17/16 71 86 $ 11,250
86 3.3.3.4 Press Release 1 day Mon 5/16/16 Mon 5/16/16 71 87 $ 375
87 3.3.4 Companies find college candidates 10 days Wed 6/8/16 Wed 6/22/16 82 88, 90 $ 13,625
88 3.3.4.1 Interview 10 days Wed 6/8/16 Wed 6/22/16 82 89 $ 13,625
89 3.3.4.1.1 Offer internships 10 days Wed 6/8/16 Wed 6/22/16 82 90 $ 13,625

90 4 Final Closeout Activities 25 days Thu 6/23/16 Wed 7/27/16 79 91 $ 43,723
91 4.1
Review implementation results with
executive sponsor 3 days Thu 6/23/16 Mon 6/27/16 79 92, 93 $ 2,779
92 4.1.1 Obtain approval and signoff 3 days Thu 6/23/16 Mon 6/27/16 79 93 $ 2,779
93 4.1.2 Project Closeout Activities 20 days Tue 6/28/16 Mon 7/25/16 91 94, 96 $ 40,494
94 4.1.2.1 Complete lessons learned 15 days Tue 6/28/16 Mon 7/18/16 91 95 $ 38,906
95 4.1.2.2 Remit Final Payment to Contractors 5 days Tue 7/19/16 Mon 7/25/16 94 96 $ 1,588
96 4.1.2.3 Closeout Project Documentation 2 days Tue 7/26/16 Wed 7/27/16 93 97 $ 450
97 4.1.2.3.1 Archive ProjectDocuments 2 days Tue 7/26/16 Wed 7/27/16 93 Finish $ 450 Devan Clements
HEA Project 592 days
December 1,
2014 8:00 AM
September 29,
2017 5:00 PM $ 1,917,858

Glossary
Term Definition
Duration Calculated amount of time needed for task completion
Predecessor ID number of task which must be completed prior to selected task being started
Successor Task which cannot begin until selected task is complete
Cost Estimated cost of wages paid to research team and staff during the completion of each task
Work Estimated hours of labor needed for task completion
www.gotomeeting.com Web hosting service for holding video conference meetings
Google Drive Cloud based storage service for storing all types of data
PoC Point of contact
MACRAO Michigan Association of Collegiate Registrars and Admissions Officers- informs public of transfer credit information
Term Definition
AP Classes Advanced placement courses taken in the public high school system that qualify each student to take an exam and gain college credit for time spent in
course.
Cloud (Cloud computing) The cloud is a way of storing data and applications over the internet using servers in remote locations
DDos Attack Stands for Distributed Denial of Service. It is an attempt to make an online service unavailable by overwhelming it with traffic from multiple sources.
Four Nines Four Nines is a datacenter standard which provides measurements around network availability resulting in a standard of 52.56 minutes of downtime per
year, 4.32 minutes per month, and 1.01 minutes per week.
Full-Time A student who is enrolled in a minimum of 12 credit hours per full semester. If the student chooses to enroll in an accelerated summer semester 6 credit
hours are required.
GCG Golden Consulting Group, LLC

Search Engine A software system designed to search for information
Transfer Credit The credit hours per course that can be used toward degree completion at multiple universities.
Task ID An ID number for each task starting with the earliest tasks on the WBS

Approval Requirements
Approving this charter, individuals agree with the content as presented here, agree to use this
charter as a basis for the project, and agree to keep the information in the charter current and
relevant.
List the names and positions of the individuals who must approve the charter, particularly the
project sponsor.
Approvals
Approving this charter, individuals agree to:
 the content as presented here
 use this charter as the basis for the project
 keep the information in the charter current and relevant
Name Position Signature Date
Kaitlyn Maybee Project
Manager
03/30/2015
Michael Rauch Mentor 03/30/2015
John C. Austin Michigan
Board of
Education
President
03/30/2015
Robert Harris Michigan
Treasury
03/30/2015
Governor Rick
Snyder
Executive
Sponsor
03/30/2015
Page | 45

Change History
Change ID: Document Title: Description of Change: Submitted
By:
Submission
Date:
Status:
Open
Closed
Pending
Disposition:
Approved
Deferred
Rejected
Date Approved:
001 Abstract Change “lowercostsfor
students” to “lowercostsfor
studentsintheirstate"
K. Maybee 3/25/15 Closed Approved 3/30/15
002 Project Charter In Purpose of the Project,
remove “across the nation”
Change “budget cuts” to
“reductionsinthe budget”
Change “attendees” to
“students attending college”
005 Project Scope In Deliverable Specific
Acceptance Criteria, correct
typo in “May 11th”
006 Project Scope Under Scope Exclusions,
Consumption, and Constraints
change “overcame” to
“overcome”
007 Golden Consulting In the second paragraph,
remove comma between study
and offers
008 Project Charter Under Initial Risks, capitalize
Risks in Threat Risks

By:
Submission
Date:
Status:
Open
Closed
Pending
Disposition:
Approved
Deferred
Rejected
Date Approved:
009 Project Charter In Project Authority
Limitations, change “Jeremy”
to “Kimberly”
010 Project Charter In Project Authority
Limitations, change “asks” to
“asked”
011 Project Charter In the Project Description,
Change wording to reflect the
proper tense of the message
012 Project Charter Change formatting in the
Initial Risks section. Edit and
add points to clarify risks.
013 Project Charter Add “Success Criteria
Statements” section
014 Project Charter Change formatting in the
Acceptance Criteria section.
Edit and add points to clarify
risks.
015 Project Scope In Project Scope, change
“external funding” to “funding
fromnon-governmentsources”
016 Project Scope Change formatting to clarify
Project Deliverable section
017 Project Scope Change formatting of High
Level Requirements to add
clarification

By:
Submission
Date:
Status:
Open
Closed
Pending
Disposition:
Approved
Deferred
Rejected
Date Approved:
018 Project Scope Adjust dates to match WBS
019 Project Scope In the Major Milestone
Schedule table, change titles of
deliverables to reflect “Phases”
020 Deliverable 2
Document Set
Turn individual keys into larger
glossary to place at the end of
project book
021 Communications
Management Plan
Clarify and elaborate on
communication strategy
contingences
022 WBS Add action words to lowest
level
023 WBS Change phase gate names to
match scope and charter
documents
024 Communications
Management Plan
Communications management
Plan edited to clarify existing
Points
025 Detailed Timeline Change titles to match WBS K. Maybee 4/1/15 Closed Approved 4/3/15

Deliverable 3

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