finalproject

Excellence
Martial Arts Academy School Management
System
STEPHEN YODER
AS08 Project Charter, Implementation Strategy Plan & Change Management Plan

Team Members and Contact Information
1. Mr. Maat AlJariri : Project Manager : 703-888-9658 : maalj@excellence.com
2. Jordan Atwater:Business Analyst: 804-987-4625: jatwater@excellence.com
3. Jonathan Bulcha: Business Analyst; 703-252-8745 jb@excellence.com
4. John Ruiz: Business Analyst: 2101549969; ruizjm@excellence.com
5. Stephen Yoder: Business Analyst: 202-720-9788 syoder@excellence.com
Team Leader
The designated team leader for the start of this project will be Maat AlJariri. Following
completion of each assignment the team leader will be cycled to the next team
member in alphabetical order until the last assignment is complete.
Roles and Responsibilities
Roles will be determined after the nature of the project is
understood.
1. Excellence members are expected to follow through on commitments and adhere to
this document.
2. Team member roles will be defined as the parameters of the Project develops.
3. The Team Leader Schedule will follow as scheduled:
AS 01 Team Charter: Maat AlJariri
AS 02 : Jonathan Bulcha
AS 03 : John Ruiz
AS 04 : Jordan Atwater
AS 05 : Stephen Yoder
AS 06 : Matth AlJariri
AS 07 : Jonathan Bulcha
AS 08 : John Ruiz

Project Description:
Excellence has been brought in to develop the School Management System after the
change of ownership of The Martial Arts Academy (MAA). The owners are willing to build a
new Information System in house or purchase a commercial off the shelf software package
designed specifically for martial arts. MAA’s largest priorities are retaining the current base
of students while attracting new ones. Currently the system is paper based, resulting in
numerous man made errors with respect to billing and belt testing qualification purposes.
MAA’s convenience store located in the facility will also need an asset database built for
tracking and customer order fulfillment. The store has shown in the past to add value to the
business’s bottom line and will need to be digitized for accounting integrity.
Summary of Goals :
Excellence will look to accomplish the following goals for the School Management Project
are:
1. Build MMA a new Information System
2. Increase number of customers
3. Retain current customers
4. Increase profits of convenience store
5. System must be easy for owners and customers to use
6. System must have secured transactions
By choosing Alternative 1 Excellence was able to determine if MMA was to choose to stick to
their old ways and not change a single process or upgrade and technology then the
weighted benefit was 39.19. It adds the lowest amount of business value to the company’s
bottom line.

In Alternative 2 MMA would have to develop a brand new information system and purchase
new hardware. The weighted benefit value of Alternative 2 is 44.88 which is 5.69 more
valuable than Alternative 1. This option adds the third-highest business value to the bottom
line.
Alternative 3 would require MMA to purchase a commercial off the shelf Point of Sales
(POS) system. The added cost of buying new equipment to host and interface with the
system will still add a substantial benefit to justify the executions of Alternative 3. This
alternative would add the highest business value with a score of 64.92.
MMA in Alternative 4 would outsource the entire new system to a third party vendor. The
technology will all be rented and software will not be customizable. This scored the
second highest score of 61.04 added business value.
Team Learning Record :
What we know (Facts) What we think we
know
(Assumptions)
What we don’t
know
(Questions to be
Answered)
An upgrade to the
system is needed
A new system will add
value
What is the current
accounting system
set up
There is room to
improve the women’s
demographic
Employees have a
salary
What is the cost of
building a new system
in house
35 current students There is a chance for
injuries and liability
What is the cost of
integrating a
commercially off the
shelf product

Set prices for classes All customers have
smart phones
How do we
measure
success
Kids classes are 6 to 12 All customers
have
computers
13 years old and up are
adult classes
All customers have
internet access
Need database to
keep track of user's
information and
convenience store
We can run the system
parallel of each other
before full system
switchover
Need to have system
have all transactions
secured
We know what the
competitors
systems use
Need emergency
back up plan
Don’t want to
increase
percentage of
black belt
completions
Days of Classes
Monday – Saturday
$20 per Belt test

Action Plan :
Who? Does What By When
Maath Comparison of
Alternatives
02/23/2016
Jordan Calculate MOV 02/23/2016
Jon Organize and Scribe 02/23/2016
John Project Name,
Description, Team
learning
02/23/2016
Stephen Recommendations 02/23/2016

Desired Area of Impact Reasoning
1) Social With the spread of knowledge,
improved safety and a cleaner
environment these are the
foundations of which this business
will want to run. This is the top
priority, because without these
customers would be likely to
not even bring their business
here rendering the rest
irrelevant.

2) Customer With the opportunity to not only give
new and better quality, but lower
priced products and services this
would follow up next on priority. MAA
would gain a competitive advantage
being able to offer lessons other
academies couldn’t and at a price the
same academies would not be able
to match
3) Operational More efficient and effective
processes are then rank due to the
ability for MAA to show its
effectiveness outside of the
academy. With results such as
competitions and exhibitions, the
speed/rate of learning in MAA
students could be shown to
surpass any competitors.
4) Financial Increasing the revenue while
simultaneously lowering costs will then
play its role. This can help MAA by
growing its walls and expanding the
possibility of opening new academies
all over.
5) Strategic
Ranked last due to new markets and
changing terms of competition being
scarce. While increased market
share is possible, there wouldn’t be
many “new markets” available rather
locations. Changing the terms of
competition would also be possible,
but in such a market not that
imperative.

Desired Value :
Just like our desired area of impact, the desired value shows on what MAA will be focused
on, and that is bringing the products and services in a better manner offering more for the
customers. Unlike any other academy MAA will offer a higher quantity of martial arts styles
from all over the world for the customers to choose from that they will be able to learn.
Knowing that quantity is not everything, we will also focus on quality giving only the finest of
instructors for each style available to our customers. With this customers will not only be able
to learn more styles but also learn more effective and efficiently.
Measurable Organizational Value (MOV):
Provide Stability
● Variance in annual sales volume
● Variance in seasonal sales volume
● Variance in profitability Improve Profitability
● Net profit as a percent of sales
● Net profit per share of common stock
● Net profit as percent of investment

Non-monetary
● Increase number of jobs
● Improve company image
● Meet specific environmental requirements
Increase Volume
● Sales rank in the market
● Market share
● Production capacity profitability
● Percentage growth in sales

Measurable Organizational Value (MOV)
Table :
DESI
R ED
ARE
A
OF
IMP
A CT
DES
I RE
D
VA
L
UE
OF
IT
PRO
J E
CT
APPROP
R IA TE
METRIC.
SET
TIME
FRA
M E
FOR
ACHI
E VI
NG
THE
MOV.
PRECE
D EN
CE
AND
AREA
- Service area
- Emergency
situations
area, for
example; If
someone
gets hurt
during a
MMA class
of training
- High
retriev
al time
in
transac
tio
n and
online
accessi
bili ty
through
web
based
-
Decrease
retrieval
time of
data by
100%
percent.
-
Custome
r wait on
the
phone/in
50%
ov
er
1
ye
ar.
50
%
ov
er
1
ye
Operational

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applicatio Schedule
n time
decreases
Custome Custome
r Service r Growth
rate

- Customer
Satisf
acti
on to
95%
- Mobile
based
application &
Web site
Increas
e
investm
e nts
availability
registering
for MMA
classes
More
than
50%
Financial
attracti
ng
profit
- Mobile
based
and
increa
se
time
the
first
year

application
& Web site
application
marketing,
increasing
revenue
Mo
re
tha
n
30
%
increa
s e
first
year
Estim
at e of
6
month
s to
compl
et e
Organizatio
n al
expand
-
Bran
d
-
Maintenance
- More than
Strateg
ic
- Increase
Market
share
expa costs 20%
ns io th
n and
mark
et
share
Incre
as e
invest
m e
e
firs
t
ye
nts
ar
-
More
than
25%

com
pl
e
te
Marketing
through
social
media
- MMA
Safety
- MMA
education
- MMA
Health
- MMA
environm
en
t
Increase
s
investme
nt
per
year
Increas
e by
50%
per
year
Social

.
Project Scope
To increase customer volume by 15% based off of initial years estimated numbers.
This is the desired area due to the implications it brings about. With more members
brings more revenue,this idea, in time will lead to the expansion of new academy
buildings in new areas fueling the desired impact of more customers bringing it in full
circle.
A Comparison of Alternatives :
1. Do nothing and continue to process sales transactions and
inventory management manually.
2. Develop a custom point of sales (POS) and inventory management
system, requiring the purchase of hardware such as cash registers, personal
computers and servers and consultant time.
3. Purchase a commercially off the shelf point of sales and inventory
management systems which are installed on equipment and hardware
purchased.
Allowin
g new

4. Contract with a vendor that provides a hosted point of sales and
inventory management system eliminating the need to purchase hardware
and software.
Total Cost of Ownership (TCO):
Resou
rce
Descript
ion
A
lt
1
Al
t 2
Al
t 3
Al t 4
Developm
ent
C
os
1,220 hrs.
@
$100 per
hr.
0.
00
$122,0
00
.
0
0.
0
0
0.
0
0
t 0
Installati Alt 0. $5,00 0. $5,00
on 2 – 00 0.0 0 0.0
0

Softw
are
develo
ped
Alt 3 –
Includes
softwa
re,
Hardware
and
Installation
of
POS
Alt 4 –
Hosted
POS
and
Invent
ory
Managem
ent
Syst
em
C 0.
os 00
t
0 $15,0 0
00.
Software
or
Hosti
ng
0. 0
0 0
0
$25,0
00.
0
0

Traini
ng
Alt 0.
2 0
0
$1,60
0.0
$500.
00
$1,60
0.0
Consult 0 0
ant
provi
ded
Training 2
days
@ $ 100
per
hour
Alt
3
Compu
ter
Based
Training,
5 employees
@
$ 25 per hr.
for
4
hour
s

Alt 4
2day
traini
ng
Suppor
t &
Maintena
nce
Ann
ual
Cont
ract
0.
0
0
Alt 2
N/A;
Requi
res
additio
nal
developme
nt,
1,040 hours
@
100 per
hour
Alt
3 –
$750.
00
0
$2,500.0 0.
0 0
0
eCommer Alt 1 N $104,0 $2,76 $5,00
ce N/A / 00 0.0 0.0
A
. 0
0
0

To
tal
eCommer
ce
serv
ice
provided
by
POS
&
Invent
ory
Managem
ent
ven
dor
0.
0
0
$240,1
00
.
0
0
$20,8
10.
0
0
$36,0
00.
0
0

Total Benefits of Ownership (TBO):

Recommendation
Excellence would recommend that MMA choose Alternative 3. It would be the most
beneficial for the bottom line if MMA were to purchase a commercially off the shelf
software product, host all the data locally, and purchase new equipment necessary to
deliver the requirements. This alternative has the best score for usability and
functionality.
Alternative 4 would also allow for similar results in implementation but scored less on
the usability score and would have added costs of recurring rental fees for all the
software and hardware rented. While Alternative 1 and 2 still add value, both options
would leave MMA with several areas of needed improvement.

Project Start Date: Martial Academy project will begin on January 9, 2016. The project will
take approximately 56 days and the estimated end date is March 15, 2016.
Project end Date: There are seven critical paths in the project with System Development being
the longest and the most important critical path at 56 days.
Project Reviews: The initial total project baseline cost of the project is $27,445.60. This
baseline cost does not account for the delivery team, outside coding, and product installation
team. Those costs will be adjusted during the project. Project Manager was an over allocated
resource, to compensate, the salary was raised $5,880, to bring the cost of resource to $15,680.
The increase in cost of resource will hopefully help with member satisfaction and increase
product quality.

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Project Resources
Resources
People Description Technology Facilities Other
Project Team Structuring and
organizing the
setup and
execution of
the project
Computers Offic
e
Spa
ce
Training
Softwa
re
Engine
er
To produce
the code for
the new Info
system for
MAA.
Routers Stora
ge
Spac
e
Travel
expenses
Delivery Team To deliver all
hardware
needed for the
project.
Ethernet
Cables
Shipping
and
Handling
Installati
on Team
To install all
hardware and
software in
respective
locations for the
project.
Backup
Hard
Drives
Maintenance To provide
security to make
sure all
hardware/softwa
re is executing
properly.
Internet
Service
Provider

Estimated Cost of Resources
Resources Cost (Salary)
Project Team · Project Manager $70,000
annually
· Project Members $55,000
minimum (members pay is
differentiated based
On expertise)
Outside coding assistance · $25 per hour
Delivery team · Project Manager $60,000
annually
· Project Members $45,000
minimum
Product Installation team · $25,000 annually
Computers and Laptops ∙ $20,000
Routers ∙ $200
Ethernet Cables ∙ $150
Backup hard drives ∙ $300

Software ∙ $5,000
Internet Service Provider ∙ $300 per month
Office space ∙ $110 per square foot
Storage space ∙ $200 per month
Training ∙ $10,000
Travel ∙ $1,500
Shipping ∙ 1,000
Contract Structure:
Assumptions and Risks
Excellence will suggest that Martial Arts Academy to go with the
CostReimbursableplusfixedfee contract. In terms of work structure flow this allows
Excellence and MMA to be able to work easier together and will allow clear visibility
of all costs associated with this project. This structure will also allow Excellence to
use its best judgment to be able to cut down unnecessary costs that could occur.
This project is anticipated to last anywhere from 6months to a year once the project
begins. The following below are the other contract options that are available if MMA
desires an alternative contract structure.
Fixed Price
Using the Fixed price contract structure Excellence would require MMA to pay a flat
fee for all of the work that is specified to be completed in the contract. Excellence will
be conservative in estimation of costs due while still keeping the a realistic budget.
This structure is more of a gamble for both parties involved as all costs cannot be
fully calculated ahead of time without over or underestimation.

Time and Materials
This structure is very similar to CostReimbursableplusfixedfee where there is a more
wiggle room to be able to get costs low and will allow Excellence to build a realistic
budget. Since this project will not require a unit based cost system this structure
would be the third option that we suggest. This is why we suggest going with the
CostReimbursableplusfixedfee structure.
Project Risk Analysis and plan Report
1. Conceptualize and initialize
a. Potential Risk Ideas and thoughts often don't take budget into account
b. Known or Unknown Unknown
c. External or Internal Internal
d. Involved Party Organization
e. Constraint Budget
2. Develop project charter and plan
a. Potential Risk Not knowing the variable costs that will incur during the execution
of the project
b. Known or Unknown knownunknown
d. Involved Party process
e. Constraint Budget
3. Execute and control
a. Potential Risk A natural disaster occurring that causes delay of project
b. Known or Unknown unknownunknown
c. External or Internal External
d. Involved Party Other
e. Constraint Schedule

4. Close project
a. Potential Risk Project is not met on or before the agreed upon date
b. Known or Unknown unknownunknown
5. Evaluate Project those are the applicable responses for this
a. Potential Risk Managers have a tendency to not give slack time on tasks ;
b. Known or Unknown Known
Risk Owner Strategy
Conceptualizeand
Initialize
Project Manager Formulate plans to
maximize costs by
brainstorming.ideas
Develop Project
charter and plan
Project manager Plan for the work
times that will be
established for the

project with a fall back
plan to include a
reasonable amount of
extra time in case of
set backs.
Execute and control Stakeholders Research highest
rated natural disasters
in the region and base
plan off of answer.
Close Project Project Constantly keep
schedule updated in
order to make
adjustments where
needed to keep the
project on time
Evaluate Project Stakeholders Compare the initial
budget to the final
costs with an initial
goal in mind
Communication Plan and Rules
Agreed Upon Meeting Times
Excellence will be scheduling meetings as assignments are assigned. Team
members will be expected to submit their available times to meet up within 24 hours
after the assignment being assigned. Team member will use google drive documents,
Skype, and Groupme for around the clock communication.
Team Rules and Expectations
NOTE: This Charter is a Living Document, and is subject to change at the
consensus of the group.
All team members will be expected to give full participation and effort in assignments
as they become assigned. All team members are expected to behave in a

professional manner and comply within the Virginia Commonwealth University student
conduct codes.
At the beginning of each team meeting all team members will be expected to voice
their opinions on how they personally feel the project is going and will be asked how
they feel the project could improve.
Each member will attend every meeting (barring extenuating circumstances), with a
possibility for loss of points on the evaluation if meetings are not attended.
Team Rules:
1. All team members must actively participate in all assignments
2. Team members will post meeting availability within 24 hours of an
assignment being assigned
3. If a team member cannot make a meeting then work will be assigned to
him. The team member must write in the GroupMe chat that they understand
the work that was assigned to them
4. Team members must give 48 hours’ notice prior to the assignment due
date if they feel like they cannot turn in their assignment to the group.
5. Team members are expected to reply to all emails within 24 hours, and 12
hours for GroupMe messages.
All team members are responsible to keep each other’s' most up to date contact
information.
Scope Management Plan:
Excellence will insure that MAA’s scope requirements are met if any new requirements
should arise. In order to submit the form, the requestor must have at a minimum one
sponsor in order for Excellence and MMA to be able to adjust the scope. A full detail of
the scope change process is stated in the charter. All requestors must submit the
Scope Change Request Form as provided below:
Excellence Scope Change Request Form

Requestor's Name: Request Date:
Requestors Title: Request Number:
Requestor's Authorization: Requesters Charge Number:
Sponsors:
Description:
Justification:
Possible Alternatives:
Impacts Alternative A Alternative B
Scope
Schedule
Resources Required
Cost
Recommendation from Committee:
Authorized by
Date:
Date:
Date:
Scope Change Log

Request
Number
Request
Title
Date of
Request
Requested
By
Priority Authority
to
Approve
Requests
Expected
Response
Date
Scope
Change
Approved
Status
Quality Management Plan

It is not a coincidence that we go by the name Excellence, because when it
comes to our products we expect to deliver nothing less than excellent service,
quality, and efficiency. Here at Excellence we believe a product or service is only as
strong as the story it tells with the work it emits. With that ideal we believe we need to
create products and services that not only exceed the customer's expectations, but
the time of which it is deemed efficient. Our work reflects our ethics and morality so it
is expected to be nothing but the best for our customers.
B)
Type Metric Description
Process Employee
satisfaction rate
Ingratiation period
Percentage of
employees that
approve of change.
Amount of time it will
take employees to
learn and be
comfortable with the
new system.
Product Stakeholder
satisfaction rate
Maintenance requests
Amount of
stakeholders that
approved of final
product.
Amount of times
requests are made to
preserve product
Project Task completion
rate Deliverable
evaluation
Amount of tasks
completed on schedule.
Measures
current
deliverables
quality to
projected quality
of deliverable

C)To ensure the quality of our project we have a set of verification activities to
ensure the baseline requirements have been met.The first is a checklist to be
communicated via the stakeholders to make sure our systems meet not just their
customers needs but ours as well. This checklist will be periodically checked along
with the progression of the system to make sure no functionalities are lost with the
evolution of the system.
The second is field trials, through this we will field test the system to make sure that
basic needs such as registration, logins and payments can be done by customers.
After will be the alpha and beta tests of the system, this will be made in order to
check if the workload of traffic can be handled by the system.
Last is to perform a final open beta test that will flow into the full integration of the
system giving a clean entrance to the MAA system.
D) To ensure the quality of the project, a set of validation activities have to be met.User
requirements have to be met for each milestone and if they weren’t met on time,
necessary adjustments have to be made to the project timeline.Final testing has to
meet not only user requirements but our requirements as well to ensure top
quality.Maintenance checks will have to be done to ensure top quality and necessary
adjustments will be taken if need be.
Change Management Plan:

Sponsors
Loaning banks- Borrow credit to help fund the new system and later paid back
with accrued interest.
Financial benefactors- People or organizations who invest in the project because they
have or seek equity in its future..
Change Agents
Project Manager- Manages the team assigned for the project and helps keep
them focused
Project team- Team assigned to help facilitate in the change
Benefactors- People who have equity in the future of the process and have
interest in the benefits.
Upper Management- Higher management that oversees project and has control
of project
goals.
Targets
Customers- for project to be a success, customer satisfaction must increase.
Employees- employees must be able to grasp and flourish in the new system.
Stakeholders- financial value must be gained for project to be a success.
Change Assessment
Employees are willing and accepting of the change. Resources have been
allocated with no resource overallocated. Training sessions have been built to teach
employees new systems and employees will be paid to attend those sessions. Team
will be heavily regulated so that the process will be regulated.
Change Strategy
Develop a system that’s tailored to help employees with work and make work
processes smoother so that quality product is being produced. A group of tenured
employees will be taught the system first and then they will teach the other employees.
This will be done so that the employees understand the system better. There will be a
phase in the beginning of implementation where it may be difficult but once employees
grasp the system. Change will bring benefits to all stakeholders involved.
Tracking Change Management Plan

Change management plan will be tracked by the project charter and scheduled
tasks. If tasks aren’t completed by deliverable dates then plan is running behind
schedule. Scope will also help manage track plan progress by comparing project to
original scope.
Conversion Plan:
● Chosen Strategy: Parallel
○ This strategy was chosen due to this system eliminating the need for
human interaction with MAA when it comes to membership and payment.
In order to secure customer satisfaction, having the system be in put in
place with the already in place system will create a more comfortable
environment of change allowing a smooth transition. Customers will be
able to use the older inefficient system while they get comfortable will the
new system, but be given incentive to transition over to the new system
after 1 month of operation.
● Direct cutover
○ This strategy was possible but does not take a large consideration of
customer satisfaction. If you were to do direct cutover those who struggle
with the new system or may not have exact available access to get to the
new system may not be please with that result. While this would force use
and eliminate the need of incentives to switch over it could lose members
or form a negative image of our customer relations.
● Phased
○ Phased was closer to parallel but still failed in some aspects. The main
aspect being that the dragging the system out can cause confusion and
annoyance to others. People who would rather wait to use a complete
product will not have much of another choice unlike in parallel.
Closure Checklist
● First portion of the closure checklist is to have a fully functional diagnostics test of
a final system.
● A double check towards all deliverable and milestones will be conducted to check
for completion and duration insurance towards the system
● Any documents from the project will be saved in case of future reference being
needed

Signatures of
Agreement
Maat AlJaririDate 05/02/16
Jordan Atwater Date 05/02/16
Jonathan Bulcha Date 05/02/16
John Ruiz Date 05/02/16
Stephen Yoder Date 05/02/16
References:
http://www.payscale.com/research/US/Skill=Project_Management/Sala ry
http://www.payscale.com/research/US/Job=Computer_Programmer/Sa
lary
https://www.recruiter.com/salaries/teamassemblerssalary/
http://www.pcworld.com/article/256683/what_separates_business_routers_from
_consumer_rout ers_.html
http://www.pcworld.com/article/246479/how_to_choose_an_isp_for_your_small
_business.html http://www.loopnet.com/Richmond_Virginia_MarketTrends
Part 1:

Conversion Strategy :
● Chosen Strategy: Parallel
○ This strategy was chosen due to this system eliminating the need for human
interaction with MAA when it comes to membership and payment. In order to
secure customer satisfaction, having the system be in put in place with the
already in place system will create a more comfortable environment of change
allowing a smooth transition. Customers will be able to use the older inefficient
system while they get comfortable will the new system, but be given incentive to
transition over to the new system after 1 month of operation.
● Direct cutover
○ This strategy was possible but does not take a large consideration of customer
satisfaction. If you were to do direct cutover those who struggle with the new
system or may not have exact available access to get to the new system may not
be please with that result. While this would force use and eliminate the need of
incentives to switch over it could lose members or form a negative image of our
customer relations.
● Phased
○ Phased was closer to parallel but still failed in some aspects. The main aspect
being that the dragging the system out can cause confusion and annoyance to
others. People who would rather wait to use a complete product will not have
much of another choice unlike in parallel.
Closure Checklist:
● First portion of the closure checklist is to have a fully functional diagnostics test of a final
system.
● A double check towards all deliverable and milestones will be conducted to check for
completion and duration insurance towards the system
● Any documents from the project will be saved in case of future reference being needed
● MAA will be given a testing day to ensure that all parameters, requirements, and
conditions have been met, once checked a final contract stating the end of the project
will be signed and payments will be delivered
● All training and initiation lessons and videos will then start for MAA.
● All support services will be available for 2 months after the initiation to make sure the
system is secure
Project Evaluation
● The project evaluation will be based heavily off of our MOV. This is to have an 100%
increase in customer satisfaction which will be calculated by surveys on the new system.

Also to increase the customer base from the availability of the system giving possibility to
more ads in the area and a potential to open new MAA’s in new areas aswell. We also
plan to increase our volume and stability with this system as well
Part 2:
Sponsors:
Loaning banks- Borrow credit to help fund the new system and later paid back
with
accrued interest.
Financial benefactors- People or organizations who invest in the project because
they have or seek equity in its future..
Change Agents
Project Manager- Manages the team assigned for the project and helps keep them focused
Project team- Team assigned to help facilitate in the change Benefactors- People who have
equity in the future of the process and have interest in the benefits.
Upper Management- Higher management that oversees project and has control of project
goals.
Targets:
Customers- for project to be a success, customer satisfaction must increase.
Employees- employees must be able to grasp and flourish in the new system.
Stakeholders- financial value must be gained for project to be a success.
ChangeAssessment:
Employees are willing and accepting of the change. Resources have been
allocated with no resource overallocated. Training sessions have been built to teach
employees new systems and employees will be paid to attend those sessions. Team
will be heavily regulated so that the process will be regulated.
Change Strategy
Develop a system that’s tailored to help employees with work and make work
processes smoother so that quality product is being produced. A group of tenured
employees will be taught the system first and then they will teach the other employees.

This will be done so that the employees understand the system better. There will be a
phase in the beginning of implementation where it may be difficult but once employees
grasp the system. Change will bring benefits to all stakeholders involved.
Tracking Change Management Plan:
Change management plan will be tracked by the project charter and scheduled
tasks. If tasks aren’t completed by deliverable dates then plan is running behind
schedule. Scope will also help manage track plan progress by comparing project to
original scope.

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