MET AD 646 Program Management
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Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages Description/Paper Instructions
MET AD 646 Program Management
Boston University
MET AD 646 Program Management
Summer II 2019
YOUR LO
Program Plan Elements:
No One Goes Hungry
Alan Brou
Suhui Liu
Linrui Liu
Qizhen Li
07/24/2019
Final Version
Executive Summary
This report outlines our program on the topic about a charitable activity. As graduate students, our team members are also thinking about what we can do for the society. Fortunately, one of our team members was involved in a public welfare project several years ago, which was about collecting food and daily supplies for the poor. The serious phenomenon of poor community intrigued our program management team due to our connection with the concept.
To address this issue, our team decided to develop and launch a website that is designed to make our task easier. In order to operate and promote the website to be well known in the country or even in the world, we need to do some projects include fundraising, recruitment of volunteers, community service and marketing. This report will also take into consideration all risks that we may encounter during the program. We are confident that all those risks will be hedged using appropriate strategies.
Introduction to the Program Plan
In this report, you will find our initial summary of the following using the Smartsheet Templates:
Business Case
A good business case is credible and compelling. It provides qualitative and quantitative cost-benefit analysis information.
Program Master Calendar
Easily communicate milestones and important meetings across multiple projects. With the Program Master Calendar, it is easy to keep items up to date, share the latest schedule with stakeholders
Program Management Charter
A good charter not only establishes the scope, goals, and budget of the PMO, but also stimulates discussion.
Program Governance Structure
Documenting a program’s governance structure helps stakeholders understand the program’s methodologies, frameworks and context for how decisions are made.
Program Milestones
This template can be used to create a milestone chart for monitoring progress of the various projects. You include this chart as part of the program plan to highlight major events.
- Program Change Control
Manage change requests with this change control form template. This form includes sections for documenting the reason for the change, costs and benefits, priority level, work required, approval, and implementation.
- Program Governance Structure
Documenting a program’s governance structure helps stakeholders understand the program’s methodologies, frameworks and context for how decisions are made.
Detailed Project Plan for Any One Project
We are also describing a complete Initiation phase and Project plan – including subsidiary plans for one project using the Kanabar Templates.
BUSINESS CASE (No One Goes Hungry Program)
BRIEF PROJECT BACKGROUND People in many poor areas lack food and food, in which case many social welfare organizations need help and donations. GENERAL AIMS Goal – Our program is a platform for caring people in society who want to care and donate to people in poor areas. INITIAL RISKS High risk: Fundraising(strategic) Medium risk:Time management(strategic and objective)
Low risks: Communication(strategic and objective), Food contamination(objective), Volunteers’ safety
Acceptable risk: Food waste
EXPECTED OUTCOMES 1. Ensure that more than 15% of poor community can eat nutritious food. 2. Increase donations by 10% in a six months period.
3.Increase people’s awareness and number of volunteers
PROGRAM BENEFITS OPERATIONAL BENEFITS – 10% increasing donations would increase in six months. STRATEGIC BENEFITS – promote our program’s awareness in public
COST or SIZE ESTIMATES Three point method for all projects and non-project work. P 4L O /6
P1 = Feasibility 750,000 + 4(1,000,000) + 1,250,000 = 1,000,000
P2 = Developing website … 15,000, 20,000 25,000
10% contingency
TIME ESTIMATES 21days+31.7days+5.2days+5.2days+5.2days+5.2days+30.8days+3days=107.2days Samaritan Center Program-Charter and Management Plan
Prepared by: Qizhen Li
Program Name: No one goes hungry Program Sponsor: JP Morgan Program Manager:QIZHEN LI Estimated start date:09/01/2019 Estimated finish date:01/20/2020 Program Scope
Program description
We expect to raise around 1 million dollars for our program that we describe as a journey to create a better community. We intend to hire staff, cook and provide food to people in the street every week.
Preliminary Understanding of Business Need
In order to realize our goal, we will need the help of sponsors and a lot of volunteers.
Benefits
This section describes the Benefits to be gained by our program.
Brief name Description Tangible or intangible? Metrics Expected benefit delivery date Related program milestones and component projects · Food sharing · Less hungry people in the street . intangible Less beggar in the street ( decreased by 3%) 114 days Serving · Program awareness Promote Program’s awareness intangible More volunteers & more donations (5-10% more) 60 days Social Media and Marketing H Healthier neighborhood provide nutritious & healthier food / less risk of disease intangible Less people dying of food disease (3% less ) 114 days Cooking/ Healthy food menu Program components and/or member projects
Component / Project name Manager Description Primary deliverables Estimated delivery date Fundraising Alan Brou Negotiate with JP Morgan 14 days 21 days max Hiring staff Suhui Liu Hire staff to help us accomplish programs 20 days 30 days Cooking /healthy food menu Linrui Liu Cooking for community 4 days /w 5 days /w Organizing and preparing ( includes testing food ) Xiansen Wu Testing food / putting food in boxes etc.. 4 days /w (2-3 hours ) 5 days / w (2-3 hours) serving Haiqian Long Distribute food to different locations for less favored communities 4 days /w 5 days /w cleaning after service Huijun Cai Cleaning after services ( plastic boxes, recycle etc.) 4 days /w 5 days/ w Social Media marketing Azizah Record our work and publish it on social media so that people can be aware of our program and activities. 1 day /w 2 days /w Looking for volunteers (websites /school) Dan Podeanu Looking for people that want to occasionally participate in this program for free, and help community. 25 days 30 days Training volunteers Jasmine Training students who want to participate in our activities 2 days 3 days In Scope
This section lists the items that are to be included in this program.
Out of Scope
This section lists the items that are not to be included in this program.
Work and Program Processes
Preliminary Description of Work
This is a high level statement of the work that is required to complete this program.
Standard project management activities
This is a formal description of how changes will be submitted, evaluated, and either included or rejected in a member project. Some of the larger projects may be required to appoint a change review board.
Program steering committee
Steering committee structure and members
This section includes the steering committee members and roles as well as an outline of the meeting schedule.
Decisions
This section describes the decision making approach the committee will follow. It includes a detailed list of decision guidelines and agreed upon priorities against which decisions will be made. This section should also outline how decisions will be documented and communicated.
Reviews
Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining whether to move to the next stage.
Program performance reviews: This section establishes the dates for which program performance will be reviewed. These reviews concentrate on the overall performance and management of the program. This section also describes the required program performance information that must be provided in support of these reviews.
Program and component change requests: This section identifies the process the steering committee will use to manage change to the program. A process will be outlined for changing the scope of the program and initiating or terminating program components.
Risks, impacts, and dependencies
This section includes:
- Identification and ranking of program level and critical project level risks based on probability of occurrence and level of impact. Each risk will have a mitigation plan and one safe contingency plan.
- Dependencies matrix for components and other closely related activities.
- Description of impacts the program and its member projects may have on other University work and organizations.
Program and critical project risks
Risk Risk Description Impact (How would this risk impact schedule, budget or scope) Likelihood of Occurrence (What is the chance or this risk situation occurring on this project: High/Medium/Low) Mitigation and Contingency Plan (What steps would be taken to avoid the risk? What would be done if it happened?) Owner and Trigger (Who monitors for this risk and how do we know the risk has become reality?) Fund raising Risk in terms of raising enough funds from sponsors. Without money we can not start the program. This would prevent us from hiring staff, and providing food to the community. High because Banks might not support us or agree with our budget. Accept to delay our program if we do not find any sponsor / ask multiple sponsors to increase the probability of finding at least one sponsor (transfer method) Alan Brou Time management Time to hire staff / training time may vary This would delay the length of our program, and reduce efficiency . Medium Suhui Liu Communication Miscommunication between organism representatives and sponsors, staff/ transition between hiring – cooking – serving – cleaning. A lack of communication would delay the accomplishment of our projects / less efficiency Low Prevent – more training for staff. Linrui Liu Food contamination Food that we serve might get contaminated Spread disease in the community – the total opposite of our program. This may ruin everything we worked for Low Prevent by testing our food before serving it to community. Shanice Liang Volunteers safety Our volunteers might be serving food in dangerous neighborhoods. If volunteers are hurt while working, our corporation’s image will be affected ,and we might lose staff. Low Prevent- by paying an insurance for our staff and volunteers Blair Zheng Food waste Left over after serving this would embody a less efficient cooking and service from us but this is manageable. Acceptable Accept it. We will just try to be more efficient in future services. Kenneth Kai Dependencies
The information for this section is best represented with a network diagram showing program components and milestones and their dependencies.
Component A
Component B
Milestone 1
Program level timeline
This section includes:
- Gantt chart of major project deliverables and their dependencies.
- Identification of program level and key project decision points, decision makers, and a description of the decision process to be used.
- Program level milestones and check-up points for program sponsors.
Preliminary Estimate of Program Size
This is the initial estimate that is based upon the program proposal. This estimate should be the best guess at the time of filling out the charter & may not necessarily match what is listed in the program proposal or what will eventually be listed in the project charters and plans. Detailed estimates will be coming at a later date.
Initial roles and authority
Role and Name Authority and decisions Approval Program Sponsor JP morgan Y Program Manager QIZHEN Li Y Steering committee (see above section for full details) Alan Brou – Fundraiser Y HR Suhui Liu Y Operation Manager Linrui Liu Y PROJECT SPONSOR: Jamie Dimon PROJECT MANAGER: QIZHEN Li
SIGNED:JD DATE: 7/25/2019
[No One Goes Hungry] Program Governance and Steering Committee
Prepared by: [Qizhen Li]
Program Name:No One Goes Hungry Program Sponsor:JP Morgan Program Manager:Qizhen Li Steering committee structure and members
This section includes the steering committee members and roles as well as an outline of the meeting schedule.
Decisions
This section describes the decision making approach the committee will follow. It includes a detailed list of decision guidelines and agreed upon priorities against which decisions will be made. This section should also outline how decisions will be documented and communicated.
Reviews
Stage gate reviews: This section outlines stage gate reviews and their requirements. It should include when these reviews will be held, what will be reviewed, and the data to be reviewed prior to determining whether to move to the next stage.
Program performance reviews: This section establishes the dates for which program performance will be reviewed. These reviews concentrate on the overall performance and management of the program. This section also describes the required program performance information that must be provided in support of these reviews.
Program and component change requests: This section identifies the process the steering committee will use to manage change to the program. A process will be outlined for changing scope of the program and initiating or terminating program components.
Stakeholder Worksheet
Prepared by: [Qizhen Li] Do NOT distribute after completed
This table contains sample information to help start the process. It is not complete. Please do not limit your stakeholders to the items in this table.
Name and Role Main Goal of Communication Communication Preferences (how often, method, and detail) Overrun Tolerances Notes Examples: project sponsor, team member, end user, support, program sponsor, project managers, Examples: encourage collaboration | action on specific risks or issues | provide money or time or resources | prioritize project | provide public support/sponsorship | improve team morale | recognize team performance | influence attitude | manage expectations | ensure future timely responses How often examples: daily | weekly | major milestones | exceptions only as they occur | on demand Method examples: in person | sharepoint | email | report | informal conversations | presentations | conferences | special events | newspaper articles | newsletters | web sites | web casts | through executive sponsor only
Detail examples: all tasks and details | milestones and issues | issues only | general progress against schedule| general information about program
Describe their tolerances for a budget or schedule overrun. Which would they prefer? What are acceptable reasons for such an overrun. Other notes (not all need to be documented, but they should be thought about): special interests, impacts on their group, higher priority initiatives, how will they measure success, what is their attitude, do they have a big influence over other stakeholders, how have they affected other projects, who do they influence and who influences them, perceived benefits if program succeeds, perceived benefits if program fail. Campus IT Groups To market the project within the campus hence boosting contributions to the project. Daily through online presentations Any amount contributed will be highly appreciated Other students interested to join the move are welcomed with a registration fee of $10 Other folks using program resources Supporting the project financially On demand Not limited to any contribution limits Helps in achieving the project goals Owners of any systems that interface with or can be affected by this program Support the project in developing online links As the come Limited to the campus Helps in reaching many well wishers as possible Potential clients including current clients of other ongoing work Providing financial support to the project Any time when they are ready through the campus website Not limited to the amount of contribution Boosts the project financially. Specific Clients Moral support besides financially Weekly in the project milestones Minimum of the agreed contribution but not limited to any maximum contribution Financially boosts the project Specific Functional Representatives Helps the project team in identification of shortcomings. Weekly via presentations All the time Prevents downfall of the project Specific team members Supporting the project agendas Daily through conferences and presentations Limited to project supporting information Helps in marketing the project agendas Support team Encourages the project besides offering financial assistance and advice Any time via presentations Not limited in their support Gives morale to the project team Vendors Supporting the project with quality food products (Eskerod, & Jepsen, 2016). Daily Not limited to their support Helps in the realization of the project goals Students Helps in the distribution of food staffs Daily Only during off studies sessions Helps in reaching out for the hungry ones Campus Business Managers Supporting the group with project implementation tips Daily Not limited on their support Helps in reaching out for potential sponsors of the project Faculty Supporting the project financially and in terms of human resource like advisors Daily Not limited in project support Helps in attaining the project goals Principal Investigators Helps in ensuring smooth flow of activities Daily Not limited in their duties Helps in project agenda implementation. Granting agencies Helping financially Any time Not limited to their assistance Helps in finding potential sponsors Community members Helping in identification of poor individuals in the community Daily Not limited in their support Helps in meeting the project agendas [No One Goes Hungry] Communication Plan
Overview
This section provides a summary of the communication strategy for the overall program. It should provide an overview of how information flows between components, from components to the program level, and out to internal and external customers. If there are common approaches and goals for specific stakeholder groups, these approaches and assumptions should be detailed here.
Escalation and feedback
This section contains an outline of the escalation process for communication activities. It also documents how feedback such as email questions, service desk tickets, newspaper articles, interviews, etc.are handled.
Responsibility and authority
This section provides an outline of the type of communication activities that will occur during this process and the person who is generally responsible for those types. This section also identifies the person who generally has the authority to approve or implement the communication. In many cases the responsible person and the authorizer are the same.
Communication activities
What Who/Target Purpose When/Frequency Type/Method(s) Program Kick-off Meeting Project team Planning for subsequent proceedings Once Meeting Stage Gate Review Project team Assuring that the OMB and HHS requirements are observed (Yamaguchi et al. 2018). Monthly Meeting Program Component Status Reports and Review Project Stakeholders and project team To inform on the project progress Weekly Meeting Component Status Meetings Project team and stakeholders Reflection of the project’s current UI components. Weekly Meeting Sub team working meetings or discussions Project sub-team members. Sharing on the progress and finding solutions for the problems faced. Weekly Face to face meeting Sponsor Meetings Project design, technical and team members Discussing the achievements, progress besides the changes that might be necessary in the initial plan. Monthly Meeting Steering Committee Meetings Project manager, stakeholders, and sponsors Discussing the implementation of the proposed changes in the project Monthly Face to face Meeting Program Review Project team and stakeholders Identification of the deliverables which have been produced to the present besides examining whether the project has met its objectives. Monthly or after every project phase Face to face meetings Periodic Demos and Target Presentations Audience Presenting the project progress and the project impact to the society Monthly Face to face meetings Communications to component team members Project team Reviewing the component status and design proceedings (Comins, Llewellyn, & Offiler, 2017). Weekly Email and conference call Program level issues. risks, and escalation Project manager and stakeholders Discussing on the effective implementation of the ERM system in the project Weekly Face to face meeting Roll-out, change and deployment announcements Project sponsors, stakeholders and project manager Endorsing the necessary changes to the project. As needed Face to face meeting Program decisions Project manager and project team Deciding on the shortcomings and making the necessary decisions Weekly Face to face meeting Lessons learned Project team Making the necessary changes from the learnt lessons Monthly Face to face meeting Reviews for program performance. benefits realization, risks, change requests, and resources Project manager and the project risk manager Making general overview of the additional resources in the project besides ascertaining the risks associated with the project (Budde, Alkemade, & Hekkert, 2015). As needed Face to face meetings Project community awareness creation Audience and Project manager Discussing the benefits of the project to the community Once Face to face meeting. WBS Tree Diagram for the Program & Projects
PROGRAM TITLE No One Goes Hungry COMPANY NAME Samaritan Center PROGRAM MANAGER Qizhen Li DATE 09/01/2019 MILESTONE CHART (for all the projects and Non-project work)
MILESTONE PROJECT MANAGER DEADLINE Month/year Get fundings around $900,000 Qizhen Li 10/2019 Partner with local restaurants and supermarkets Qizhen Li 10/2019 Hire full-time employees Qizhen Li 9/2019 Hire IT people to establish website Qizhen Li 10/2019 Partner with schools and volunteer websites Qizhen Li 11/2019 Training Volunteers Qizhen Li 10/2019 Acquire place settings for program & projects operation Qizhen Li 9/2019 Collecting from donations or purchasing equipment & tools Qizhen Li 9/2019 Promotion in local communities Qizhen Li 9/2019 More than 200 local poverty group join the program Qizhen Li 11/2019 Timeline settings for operation time Qizhen Li 10/2019 Risk Analysis and Assessment Qizhen Li 9/2019 Complete project charter Qizhen Li 9/2019 Food and daily goods quality and safety control Qizhen Li 1/2020 Food and daily goods serving Qizhen Li 1/2020 RISK ANALYSIS FOR THE PROGRAM
RISK DESCRIPTION LIKELIHOOD (high, medium, low)
IMPACT (high, medium, low)
ACTION REQUIRED OWNER Fund raising High High Mitigate : ask more sponsors than expected and pitch on benefits of program through facebook and other social media before creating our own website Managers Time management Medium Medium Mitigate : start each project earlier than expected. Also, overestimate time for project accomplishment so that there are no bad surprises. Managers Communication Low High Mitigate : getting sponsors and stakeholders more involved in the projects by meeting them every month or two weeks. Managers Food contamination Low High Prevent : Test the food before serving it to people Scientists Volunteers safety Low High Transfer: by purchasing insurance for employees Insurance Food waste Low Low Accept NA PROJECT DEFINITION FORM FOR ANY ONE PROJECT
PROJECT TITLE Food & daily goods project PROJECT SPONSOR JP morgan Chase PROJECT BACKGROUND In order for this project to make a good first impression and also get stakeholders and sponsors more involved, we need good organization. In fact, we consider working with a lot of volunteers, but we need to hire and train cooks and get staff more involved in our vision. This project involves training staff to cook, serve and organized the distribution of healthy nutrients to community. PROJECT BENEFITS Less hungry people in the street- Food sharing – Healthier food in poor community – less diseases caused by the consumption of unhealthy food- Less death by hunger. PROJECT OBJECTIVES Distribute food to poor community 5 times a week. ( Cook, place food in boxes, go to poor neighborhood, share, clean ) PROJECT DELIVERABLES 114 DAYS MEASURABLE CRITERIA FOR SUCCESS Less sick people in poor community (3%). CONSTRAINTS Not too much diversity in foods we will provide / distribution of foods will be limited to 1-2 times a day. KEY ASSUMPTIONS More poor people will eat healthier, and avoid certain diseases. PROJECT MANAGER Linrui Liu / ROLE RESPONSIBILITIES : Reach out sponsors for PROJECT SPONSOR JP MORGAN CHASE / ROLE RESPONSIBILITIES: Provide us funds to pay for food, cooks , people who will test the food etc. OPTIONAL
Change Control Form Template
PROJECT TITLE PROJECT SPONSOR CHANGE REQUEST ORIGINATOR NAME DATE OF REQUEST ORIGINATOR CONTACT INFO CHANGE ID NO.
ITEMS TO BE CHANGED ARGUMENT REFERENCE(S) CHANGE DESCRIPTION ESTIMATED FINANCIAL IMPACT ESTIMATED TIMELINE IMPACT PRIORITY / CONSTRAINTS CHANGE EVALUATION ASPECTS AFFECTED WORK REQUIRED RELATED REQUESTS DATE EVALUATED EVALUATOR NAME EVALUATOR SIGNATURE CHANGE APPROVAL ACCEPTED – REJECTED – HOLD DATE APPROVED APPROVED BY SIGNATURE COMMENTS CHANGE IMPLEMENTATION ASSET IMPLEMENTER DATE EXECUTED SIGNATURE
CHANGE ID NO.
AUTHORIZER CHANGE DESCRIPTION DATE EVALUATED DATE EVALUATED DATE APPROVED DATE EXECUTED Conclusion and Findings:
In this paper, we decided to evaluate the implementation of a program called “No One Goes Hungry ” designed to manage the problem that poor community lacks of food and daily goods. In order to set up this program, we focused on some important program management tools and area that helped us to achieve the final goal of our program. It includes the program management charter, program governance and steering committee, WBS trees, program communication, key risks and milestone assumptions. Our team made a lot of efforts and commitment to set up a website and make it functional to satisfy our stakeholders expectations.
In order to prove our program is efficient, the measurement might be the key factor. First, we five program managers have learned many lessons from the program. In the process of completing this program, we learned how to use Wechat app and google drive to communicate our creative ideas and some formal documents. All the knowledge we have learned here in this program will be useful for other programs in the future as well. In other words, the accumulated experience increased the probability of success of other programs. Although there will be some differences between programs and specific problems need to be analyzed, some parts of teamwork are almost the same. Therefore, lessons learned from this program can serve as recommendations for other programs.
For the project itself, by building a website, Raising donations and food can help people in many deprived communities to Increase health in more deprived community. We increase people’s awareness and number of volunteers in our program. This kind of donation and helping activity can guide more people into the area of donation. The issue of poor community will come back on the stage.
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