green computing research: project management report
TRANSCRIPT
Summer 2017 Prepared by Supervised by INFS7570 Applied Research Mohammad Balgoname Dr. John C. Turchek
Project Management Report
Green Computing Research Project Document ID: 01
Version: 1.0
Release Date: May 15th, 2017
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Table of Contents 1. Project Integration Management ............................................................................................................. 8
1.1 Definition of Green Computing ........................................................................................................... 8
1.3 Financial Analysis of Business case ................................................................................................... 14
1.4 Project Charter .................................................................................................................................. 15
1.5 Integrated Project Change Control ................................................................................................... 16
2. Project Scope Management .................................................................................................................... 20
2.1 Requirements Specifications ............................................................................................................. 20
2.1.1 Project Overview ........................................................................................................................ 20
2.1.2 Purpose and Scope of this Specification .................................................................................... 20
2.1.3 Traceability Matrix ..................................................................................................................... 21
2.1.4 Questions for Project Sponsor ................................................................................................... 23
2.2 Project Scope Statement .................................................................................................................. 23
2.3 Work Breakdown Structure 2.3.1 Work Breakdown Structure Table .............................................. 24
2.3.2 Work Breakdown Structure Tree ............................................................................................... 26
2.4 Gantt Chart ........................................................................................................................................ 27
3. Project Time Management ..................................................................................................................... 29
3.1 Review of WBS and Gantt Chart ....................................................................................................... 29
3.2 Project Milestones ............................................................................................................................ 30
3.3 Gantt Chart with Duration and Dependencies ................................................................................. 32
3.3.1 Gantt Chart ................................................................................................................................. 32
3.3.2 Network Diagram ....................................................................................................................... 32
3.4 Resource Assignment Matrix ............................................................................................................ 33
4. Project Cost Management ...................................................................................................................... 36
4.1 Project Planned Cost Budget ............................................................................................................ 36
4.1.1 Weekly Budget ........................................................................................................................... 36
4.1.2 Resource Usage .......................................................................................................................... 38
4.2 Project BAC and Planned Value ........................................................................................................ 39
4.3 Earned Value Analysis ....................................................................................................................... 39
4.4 Corrective Actions ............................................................................................................................. 41
5. Project Quality Management .................................................................................................................. 43
5.1 Quality Management Requirements ................................................................................................ 43
5.1.1 Quality Management Approach ................................................................................................. 43
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5.1.2 Quality Objectives and Standards Identification ....................................................................... 43
5.1.3 Project Reviews and Assessments ............................................................................................. 44
5.1.4 Deliverable Acceptance Criteria ................................................................................................. 44
5.2 Seven Basic Tools of Quality ............................................................................................................. 45
5.3 Summary of High Quality Research Report ...................................................................................... 46
6. Project Human Resource Management .................................................................................................. 48
6.1 MBTI Types in Work Environments ................................................................................................... 48
6.1.1 MBTI Personality types .............................................................................................................. 48
6.1.2 Introductory Email ..................................................................................................................... 50
6.2 Responsibility Assignment Matrix RACI ............................................................................................ 50
6.3 Human Resources Related Concerns ................................................................................................ 52
7. Project Communication Management .................................................................................................... 55
7.1 Project Issue Log ............................................................................................................................... 55
7.2 Applications of Wikis ......................................................................................................................... 56
7.3 Conflict Resolution ............................................................................................................................ 57
8. Project Risk Management ....................................................................................................................... 60
8.1 Risk Register ...................................................................................................................................... 60
8.2 Risk Assessment and Impact Matrix ................................................................................................. 61
8.3 Risk Response and Contingency Plans .............................................................................................. 62
9. Project Procurement Management ........................................................................................................ 64
9.1 Contract Agreement with Anne Consulting Firm .............................................................................. 64
9.2 Content of Research Report .............................................................................................................. 70
9.2.1 Executive Summary .................................................................................................................... 70
9.2.2 Table of Contents ....................................................................................................................... 70
9.3 Lesson Learned ........................................................................................................................... 71
10. Periodic Reporting: Project Monitoring and Controlling ...................................................................... 73
10.1 Week 13 Work Progress .................................................................................................................. 73
10.1.1 Gantt Chart Update .................................................................................................................. 73
10.1.2 Network Diagram Update ........................................................................................................ 74
10.1.3 Budget Report Update ............................................................................................................. 75
10.1.4 EVM Analysis ............................................................................................................................ 75
10.1.5 Status Report ........................................................................................................................... 76
10.2 Week 14 Work Progress .................................................................................................................. 77
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10.2.1 Gantt Chart Update .................................................................................................................. 77
10.2.2 Network Diagram Update ........................................................................................................ 78
10.2.3 Budget Report Update ............................................................................................................. 79
10.2.4 EVM Analysis ............................................................................................................................ 79
10.2.5 Status Report ........................................................................................................................... 80
10.3 Week 15 Work Progress .................................................................................................................. 81
10.3.1 Gantt Chart Update .................................................................................................................. 81
10.3.2 Network Diagram Update ........................................................................................................ 82
10.3.3 Budget Report Update ............................................................................................................. 83
10.3.4 EVM Analysis ............................................................................................................................ 83
10.3.5 Status Report ........................................................................................................................... 84
10.4 Week 16 Work Progress .................................................................................................................. 85
10.4.1 Gantt Chart Update .................................................................................................................. 85
10.4.2 Network Diagram Update ........................................................................................................ 86
10.4.3 Budget Report Update ............................................................................................................. 87
10.4.4 EVM Analysis ............................................................................................................................ 87
10.4.5 Status Report ........................................................................................................................... 88
10.5 Week 17 Work Progress .................................................................................................................. 89
10.5.1 Gantt Chart Update .................................................................................................................. 89
10.5.2 Network Diagram Update ........................................................................................................ 90
10.5.3 Budget Report Update ............................................................................................................. 91
10.5.4 EVM Analysis ............................................................................................................................ 92
10.5.5 Status Report ........................................................................................................................... 93
10.6 Week 18 Work Progress .................................................................................................................. 93
10.6.1 Gantt Chart Update .................................................................................................................. 93
10.6.2 Network Diagram Update ........................................................................................................ 94
10.6.3 Budget Report Update ............................................................................................................. 95
10.6.4 EVM Analysis ............................................................................................................................ 96
10.6.5 Status Report ........................................................................................................................... 96
10.7 Week 19 Work Progress .................................................................................................................. 97
10.7.1 Gantt Chart Update .................................................................................................................. 97
10.7.2 Network Diagram Update ........................................................................................................ 98
10.7.3 Budget Report Update ............................................................................................................. 99
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10.7.4 EVM Analysis ............................................................................................................................ 99
10.7.5 Status Report ......................................................................................................................... 100
10.8 Week 20 Work Progress ................................................................................................................ 101
10.8.1 Gantt Chart Update ................................................................................................................ 101
10.8.2 Network Diagram Update ...................................................................................................... 102
10.8.3 Budget Report Update ........................................................................................................... 103
10.8.4 EVM Analysis .......................................................................................................................... 103
10.8.5 Status Report ......................................................................................................................... 104
10.9 Week 21 Work Progress ................................................................................................................ 105
10.9.1 Gantt Chart Update ................................................................................................................ 105
10.9.2 Network Diagram Update ...................................................................................................... 106
10.9.3 Budget Report Update ........................................................................................................... 107
10.9.4 EVM Analysis .......................................................................................................................... 107
10.9.5 Status Report ......................................................................................................................... 108
10.10 Week 22 Work Progress .............................................................................................................. 109
10.10.1 Gantt Chart Update .............................................................................................................. 109
10.10.2 Network Diagram Update .................................................................................................... 110
10.10.3 Budget Report Update ......................................................................................................... 111
10.10.4 EVM Analysis ........................................................................................................................ 111
10.10.5 Status Report ....................................................................................................................... 112
10.11 Week 23 Work Progress .............................................................................................................. 113
10.11.1 Gantt Chart Update .............................................................................................................. 113
10.11.2 Network Diagram Update .................................................................................................... 114
10.11.3 Budget Report Update ......................................................................................................... 115
10.11.4 EVM Analysis ........................................................................................................................ 115
10.11.5 Status Report ....................................................................................................................... 116
10.12 Week 24 Work Progress .............................................................................................................. 117
10.12.1 Gantt Chart Update .............................................................................................................. 117
10.12.2 Network Diagram Update .................................................................................................... 118
10.12.3 Budget Report Update ......................................................................................................... 119
10.12.4 EVM Analysis ........................................................................................................................ 119
10.12.5 Status Report ....................................................................................................................... 120
10.13 Week 25 Work Progress .............................................................................................................. 121
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10.13.1 Gantt Chart Update .............................................................................................................. 121
10.13.2 Network Diagram Update .................................................................................................... 122
10.13.3 Budget Report Update ......................................................................................................... 123
10.13.4 EVM Analysis ........................................................................................................................ 123
10.13.5 Status Report ....................................................................................................................... 124
10.14 Week 26 Work Progress .............................................................................................................. 125
10.14.1 Gantt Chart Update .............................................................................................................. 125
10.14.2 Network Diagram Update .................................................................................................... 126
10.14.3 Budget Report Update ......................................................................................................... 127
10.14.4 EVM Analysis ........................................................................................................................ 127
10.14.5 Status Report ....................................................................................................................... 128
10.15 Week 27 Work Progress .............................................................................................................. 129
10.15.1 Gantt Chart Update .............................................................................................................. 129
10.15.2 Network Diagram Update .................................................................................................... 130
10.15.3 Budget Report Update ......................................................................................................... 131
10.15.4 EVM Analysis ........................................................................................................................ 131
10.15.5 Status Report ....................................................................................................................... 132
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Part 1
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1. Project Integration Management
1.1 Definition of Green Computing The concept of green computing has started to grow in the past few years, attaining
increasing popularity. Asides of the widespread sensitivity to ecological issues, such attention
also stems from economic needs, as both energy expenses and electrical requirements of IT
industry around the word show a continuously growing trend. This project aim is to define green
computing and provide actual application examples where green computing applications made a
positive impact.
The concept of green computing can be defined as "the environmentally responsible and
eco-friendly use of computers and their resources" (Techopedia, 2017). Green computing is also
defined as the examination of designing, manufacturing/engineering, utilizing and dumping of
computing devices in a way that lessens their environmental impact. Today, many IT
manufacturers and vendors are continually investing in designing energy efficient computing
devices, reducing the use of hazardous materials and encouraging the recyclability of digital
devices and papers. Recently, green computing concept expanded to include software code. The
advances of coding languages enabled the implementation of effective and efficient software
coding that saves power through making software less dependent on the use of hardware while
maintaining superior performance and less utilization of energy. (Singh & Vatta, 2016)
Green computing practices came into being in 1992 when the Environmental Protection
Agency (EPA) launched the Energy Star program - a government-backed labeling program that
helps individuals and organizations save money and reduce greenhouse gas emissions thought to
identify factories, office equipment, home appliances and electronics that have superior energy
efficiency. The EPA has more than 19,000 partner organizations across the United States to
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lessen emissions and achieve significant environmental and economic gains. EPA programs
prevent more that 416 million metric tons of U.S. GHG emissions. Also, reducing net energy
bills by more than $31 billion reductions in methane emissions by $7.7 billion in 2014 alone
(U.S. Environmental Protection Agency, 2016).
There are also other non-governmental organizations that support and apply green
computing concept throughout their organizations. One of these companies is VIA Technologies,
a Taiwanese company that manufactures motherboard chipsets, CPUs, and other computer
hardware. In 2001, VIA introduced an initiative for green computing that aims to design and
build efficient and effective hardware products that utilize less power. VIA's environmentally
friendly products are produced using a variety of clean-computing approaches. "In 2005, the VIA
launched its VIA C7-M and VIA C7 CPUs that have a maximum power consumption of 1W"
(Sultana, Suvarchala, & Ramay, 2016). These energy-efficient CPUs produced more than four
times less carbon during their operations and can be efficiently embedded in solar-powered
devices.
IBM is also one of the long supporters of green computing concept. In the 1960s, IBM
originated computer virtualization, which refers to the abstraction of computer resources, such as
the process of operating two or more logical computer systems on one set of physical hardware.
With virtualization capability, a system admin could merge many physical systems into virtual
machines on one single, robust system, thereby unplugging the original hardware and reducing
power and cooling consumption. Moreover, virtualization can assist in distributing work, so that
servers are either busy or put in a low-power sleep state.
Microsoft, Google, and Yahoo are addressing the environmental concerns about their
data center's carbon footprint, "the measure of the environmental impact of an individual or
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organization's lifestyle or operations, measured in units of carbon dioxide generated" (Rouse,
2010). In recent years, Microsoft and other corporations have built data centers in central
Washington to gain an advantage of the hydroelectric power produced by two dams in the
region. The Microsoft facility, which consumes up to 27 megawatts of energy at any given time,
is powered by hydroelectricity. Another Microsoft data center, located in Dublin, Ireland, that
started operation in 2009, thanks to Ireland's moderate climate, the 51,000-square-meter facility
is air cooled, making it 50& more energy-efficient than other comparable sized data warehouses.
(Kurp, 2008)
Google has committed to being carbon-neutral starting from 2007 and beyond, says Bill
Weihl, Google's director of energy strategy. According to Google, its data centers uses half the
industry's average amount of power. Google attributes this improved energy usage to the cooling
technologies, such as ultra-efficient evaporative cooling, that the company has customized for
itself. Yahoo’s data warehouses also went carbon-neutral, in part because of its use of carbon
offsets. (Kurp, 2008)
Many of industry-leading companies, such as Cisco Systems, Dell, Digital Reality,
Hewlett-Packard, IBM, and Intel to name few have joined efforts to reduce their carbon footprint
and promote the eco-friendlier environment through the establishment of a non-profit
organization called The Green Grid Association in 2007. The non-profit, open industry
consortium of information and communication technology (ICT) industry end-users, policy
makers, technology providers, facility architects have come together to improve data center and
IT resource efficiency globally, through sharing expertise and insights of best practices of
running data centers (The Green Grid, 2017). Overall green computing is a continuous non-
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endless innovation, and practices that make the use of hardware and software eco-friendlier and
saves energy and money. 1.2 Weighted Decision Matrix for Evaluation
The evaluation process of the project manager position of green computing research project
starts with identifying essential criteria that should be found in the nominees for this position.
After examining key characteristics of project manager, six criteria have been selected. Those
criteria are:
1. Project Management Experience
2. Knowledge level of IT
3. Leadership
4. Communication & Coordination
5. Analytical skills
6. Time Management
Each criterion is assigned by a rank of priority and weight factor which will be used to calculate
the final decision once candidates have been selected.
Table 1: Criteria selection
Once the priority has sorted, and weighted criteria, the process proceed to select candidates for
this position. Five candidates: Mia, Isabella, James, William, and Sophia nominated.
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Each candidate assigned points from a 1 – 10 scale. Then raw scores and weighted scores are
calculated to determine the rank of each candidate. The following chart shows the conclusion of
the decision matrix process.
Table 2: Decision Matrix
Based on the calculations that appear above, Mia has got the highest weighted score among other
candidates; therefore, she has been selected for this post. The following charts illustrate each
candidate weaknesses and straights. It also shows candidates total scores.
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Figure 2: Chart of total candidates’ scores
Figure 1: Chart of candidates’ straights and weaknesses
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1.3 Financial Analysis of Business case
Table 3: Project’s Financial Analysis
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1.4 Project Charter
PROJECT CHARTER
PROJECT NAME DATE AREA OF FOCUS
Green Computing Research 5/15/2017 Research and Development
BUSINESS CASE SCOPE In line with our strategic goal, which is to help improve
the environment while increasing revenues and reducing
costs. The VP of Operations, Natalie called for starting a
green computing research project.
IN SCOPE OUT OF SCOPE Thin client solutions Electronic waste disposal &
recycling
Development of green computing
solutions for internal use
Telecommuting Server resources virtualization Potential sale to other organizations
Open sources software Data center & Energy efficiency
MEASURABLE KEY DELIVERABLES
TARGET/GOAL DATE Financial analysis Standard work and reporting
Finalize Financial analysis 7/20/2017 Possible technologies to implement Orientation completion
Finalize recommended solutions 8/18/2017 Recommended Solutions
Finalize standard work and reporting 11/15/2017
SUCCESS FACTORS TIMELINE
Achieving scope of project ACTIONS/MILESTONES TARGET DATE/ STATUS Meeting time constraint Development of high level requirements 5/18/2017
Execute project within budget Team job descriptions approval 5/21/2017
Achieving high quality processes Selection of team members 5/25/2017
STAKEHOLDERS FINANCIALS
NAME FUNCTION BUSINESS IMPACT INVESTMENT Natalie VP of Operations The project shall provide environmental and financial
solutions that will save money and reduce the carbon
footprint of operating computers.
Total invested amount in the
project $356,000.00 Ben CIO & project sponsor
Mia Project Manager
ASSUMPTIONS/ CONSTRAINTS RISK PLANNING Project must complete in 6 moths Team members must be selected carefully as the project will be conducted online. Transacting
information among team members should be highly encrypted to assure the security. Team must be functioning by 5/15/2017
Work on project will be virtual (online
Sign-off:
VP of Operations: ……………… CIO & Project Sponsor: ……………… Project Manager: ………………
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1.5 Integrated Project Change Control The principal focus of Integrated Change Control is to measure the impact of changes or
modifications on all project constraints. Changes to any component of the project might be
requested at any given time during the development of the project, especially during the project
executing & monitoring, or control phases. It is not essential to achieve all changes. In the
Perform Integrated Change Control, changes or modifications are accepted or rejected based on
their evaluation and impact to the project by the project Change Control Board (CCB).
Mainly, there are three reasons for change request which are: preventive actions, corrective
actions, and defect repair. Whenever a change is received, suggested, or identified, it will be
logged in the Change log of the project. Regardless of the size of the change or the impact of the
change, each and every change will be recorded in the Change Log. The project manager, Ms.
Mia, alone cannot do the impact analysis, inputs from the project team and if required from the
stakeholders are needed. In the impact analysis, the impact of the proposed change is analyzed
on all project constraints scope, cost, schedule, quality, or any other dimension. This is a critical
step in the process as impact analysis will be regarded as input for the change request’s rejection
or approval. Once the impact analysis is done, it should be provided to the CCB along with
change request for the decision of approval, postponed, or rejected.
In case the change request is approved, the work associated to change request becomes part of
the project, and all associated project documents, plans, and charter get updated. If the change or
modification request is postponed or rejected, the CCB will send to the project sponsor the
reasons of postponed or rejection. Finally, the Change Log will be updated for all details
regarding change request such as the decision that has been taken on, reasons for postponed, or
rejection, and if accepted follow-up steps.
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Figure 3: Flowchart of Change Request Process
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Change Request Form
Project Name Project Sponsor
S
T
E
P
1
Urgency
Change Request # Originator Change Requested by Date Requested
JU
ST
IFIC
AT
ION
Description of Change Request #
Reason for Change
Proposed Approach to Resolve
PROJECT PLAN AREA IMPACT OF PROPOSED CHANGE(S)
S
T
E
P
2
IMP
AC
T
Impact on Scope
Impact on Schedule
Impact on Spending
Impact on Risk
Other
APPROVALS TO PROCEED
S
T
E
P
3
Originator/ Date Project Manager Sponsor/ Date Customer/ Date
Table 4: Change Request Form
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Part 2
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2. Project Scope Management
2.1 Requirements Specifications
2.1.1 Project Overview
The project calls for researching possible eco-friendly technologies that reduce carbon footprint
to reduce global warming and save money to reduce the financial burden of the organization.
2.1.2 Purpose and Scope of this Specification
This requirements specification document describes the functions and requirements specified for
green computing research project. The purpose of the specification document is to apply
constraints to what and what not is included in the scope of the research. There are several
requirements for this project, including but not limited to the establishment of project charter,
plan, scope baseline, cost baseline, and activity plan.
In Scope
❖ Thin client solutions
❖ Electronic waste disposal & recycling
❖ Telecommuting
❖ Server resources virtualization
❖ Open sources software, and
❖ Data center & energy efficiency technologies
Out of Scope
❖ Development of green computing solutions for internal use
❖ Potential sale to other organizations
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2.1.3 Traceability Matrix
Requirements Traceability Matrix
Project Name: Green Computing Research Project
Cost Center: Environmental Technologies Program
Project Description: Researching possible green computing applications
ID Associated ID
Requirements
Description
Business Needs,
Opportunities, Goals,
Objectives
WBS
Deliverables
Owner Source Status
001
1.0 Project Charter Project Justifications Project Charter
Project
Sponsor
Business Case Accomplished
1.1 Team Selection Candidates screening and evaluation
Project Team
Formation
Project
Manager
Project Charter Ongoing
1.2 Project Management Plan
Project execution and control guide
documentation
Project
Management Plan
Project
Manager
Project Charter Ongoing
1.2.1 Scope Management Plan Collection of all project's processes Project Statement
Project
Manager
Project Charter Pending
1.2.2
Requirements Management
Plan
Documentation of project's
requirements
Project
Management Plan
Project
Manager
Project
Management Plan
Pending
1.2.2.1
Requirements
Documentation
Project’s definition, traceability
matrix, and deliverables
Requirements
Management Plan
Project
Manager
Requirements
Management Plan
Ongoing
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002
2.0 Develop WBS
Organizes team's work into
manageable sections
WBS
Project
Manager
Scope
Management Plan
Pending
2.1 Scope Baseline
Finalized WBS, WBS dictionary, and
the project scope statement
Scope
Management Plan
Project
Team
Scope
Management Plan
Pending
003
3.0 Schedule Management Plan
Establish policies and procedures used
to develop, execute, monitor and
control the project schedule
Schedule
Management Plan
Project
Team
Project
Management plan
Pending
3.1 Activity Plan
Develop detailed list of all project’s
activities
List of Activities
Project
Team
Project
Management plan
Pending
3.2 Schedule Baseline
Establish fixed timeline measurement
for accomplishment of project tasks
Schedule Baseline
Project
Manager
Schedule
Management Plan
Pending
004 4.0 Cost Baseline
Develop time-phased spending plan
for the project
Cost Baseline
Project
Manager
Cost Management
Plan
Pending
005 5.0
Stakeholder Management
Plan
Develop management strategies to
engage stakeholders effectively
Stakeholders
Registration
Project
Manager
Project
Management Plan
Pending
Table 5: Requirements Traceability Matrix
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2.1.4 Questions for Project Sponsor
▪ What is the project context, including organization's political considerations?
▪ What do you regard the main functions and features to be?
▪ What are your expectations of schedule and budget?
▪ What are the tradeoffs that will have to be made?
▪ What could be a high-level potential risk?
2.2 Project Scope Statement
Scope Statement Project Name Green Computing Research Project
Project Manager Mia
Date 05/23/2017
Version History
Version Date Comments
1.0 05/16/2017 Preliminary Scope statement
2.0 5/23/2017 Finalized Scope Statement
Project Justifications
As a strategic goal for the Environmental Technologies program at the organization, this
project will help to improve the environment, while at the same time increase corporate
revenues and decrease computers operational costs. It also helps to promote a positive
corporate image and shows social responsibility.
Project Scope
To produce a comprehensive research report including detailed financial analysis and
recommendations on what green computing technologies can be applied internally and
potentially sold to other organization.
Project Deliverables
Financial analysis
Recommended Solutions
Orientation completion
Possible technologies to
implement
Standard work and reporting
Project Budget
Total invested amount in the project $356,000.00
Project Deadline
6 Months starting form 05/15/2017
Table 6: Scope Statement
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2.3 Work Breakdown Structure 2.3.1 Work Breakdown Structure Table
Work Breakdown Structure Project Name Green Computing Research Project Project # 2
Project Manager Mia Sponsor Ben
Project Artifacts Business Case, and Risk Assessment Version 1.0
ID Task Depen-dencies
Status Cost Start Date Planned
Completion Estimate to Completion
Actual Completion
Resou-rces
1 Project Initiation 1.0 Completed $21,747.00 05/15/2017 11 Mia, Ben
2 Team Member Selection 1.1 Completed 5,931.00 05/15/2017 3
3 Stakeholders Meeting 1.2 Completed 1,977.00 05/17/2017 1
4 Project Management Plan 1.3 Completed 7,908.00 05/18/2017 4
5 Project Scope Statement 1.4 Completed 1,977.00 05/21/2017 1
6 Project Change Control 1.4.1 Completed 1,977.00 05/21/2017 1
7 Charter Signed 1.4.1.1 Completed 1,977.00 05/22/2017 1
8 Planning 2.0 Ongoing $108,735.00 05/23/2017 55 Mia, Project Team
9 Project Kick-Off Meeting 2.1 Ongoing 1,977.00 05/23/2017 1
10 Develop Work Plan 2.2 Ongoing 59,310.00 05/24/2017 30
11 Develop Project Control Plan 2.3 Ongoing 39,540.00 06/23/2017 20
12 Finalize Project Plan 2.4 Ongoing 5,931.00 07/15/2017 3
13 Gain Approvals 2.5 Ongoing 1977.00 07/16/2017 1
15 Execution 3.0 Pending $205,608.00 07/17/2017 104 Mia, Project Team
16 Survey Analogous Researches 3.1 Pending 45,471.00 07/17/2017 23
17 Conduct Research 3.2 Pending 108,735.00 08/09/2017 55
18 Technologies Examination 3.2.1 Pending 39,540.00 10/4/2017 20
19 Analyze Findings 3.2.1.1 Pending 9,885.00 10/25/2017 5
20 Report Findings 3.3 Pending 1,977.00 10/30/2017 1
21 Monitoring and Controlling 4.0 Pending $2,117.00 11/01/2017 1 Mia
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24 Performance Reporting 4.1 Pending 2,117.00 11/01/2017 1
25 Closing 5.0 Pending $17,793.00 11/01/2017 9 Mia, Project Team
26 Conduct Post Project Review 5.1 Pending 15,816.00 11/4/2017 8
27 Approve Project Closeout 5.2 Pending 1,97700 11/14/2017 1
Total $356,000.00 180
Table 7: Work Breakdown Structure table
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2.3.2 Work Breakdown Structure Tree
Figure 4: Work Breakdown Structure Diagram
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2.4 Gantt Chart
Figure 5: Gantt Chart of the Project
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Part 3
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3. Project Time Management
3.1 Review of WBS and Gantt Chart
Figure 6: An updated WBS and Gant Chart
Shown above, an up-to-date picture of the WBS and Gantt chart. It includes all the dependencies,
milestones, and timeline. There are, however, few tasks that suggested to be added to the project.
Three tasks to be exact.
The first task is quality control monitoring. Since the scope of this project revolves around
research, there should be a quantitative and qualitative quality metrics that measure the processes
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of the project and its procedures. The role of this task is to assure that the work is not only done
as planned, but also in accordance with national and international quality standards.
The second suggested task is to establish a knowledge management (KM) logging to aid the
project team along the way. The KM log has short and long-term benefits to the project team and
the organization. When utilized correctly, it enables sharing of tacit knowledge among the
project team, which shorten the time required to perform tasks. It also benefits the organization
as its quality increase the more knowledge is logged.
The last suggested task for the project is communication coordination tool. Since two of the
project team are working remotely. It is important to facilitate the communication among the
project team systematically. Without such a tool, the work might get delayed, or done
incorrectly.
3.2 Project Milestones
The project has four milestones. Each milestone signifies a major achievement of the project's
components. The process of selecting project's milestones is based on SMART, which is an
acronym of four words that was created by Peter Drucker's Management by Objectives concepts.
Those four words are Specific, Measurable, Achievable, Relevant, and Time-bound (Drucker,
1954). Each of the three milestones is carefully selected to assure that it meets the criteria of
SMART. If one of these three milestones did not meet the constraints, it would cause problems
later the project life cycle.
The first milestone of green computing research project is the signature of the project charter. It
is chosen as the first milestone, due to the importance of this task. The signature of the project
charter means that everything that is required for the project to go is in place, including scope
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and time management, and budget. The second milestone is gaining the approval of the planning
phase. This milestone is of high importance due to the sensitivity of the entire planning phase. It
is known that during the planning phase, all the procedures, requirements, and tools get selected;
therefore, a successful planning shall increase the possibility of having a successful project.
The third milestone of this project is report the findings process, which is the final stage of the
research processes. This process has been selected as a milestone because it is the fruit of the
project and the final outcome. The last milestone of green computing research project is
conducting post review of the project. This task has been selected as a milestone due to the
importance of work review. No work is complete without its been reviewed. The rest of the
project procedures and tasks are not as important as the mentioned three processes; furthermore,
most of the tasks are pre-requisite for meeting the project's three milestones.
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Figure 7: Gantt Chart with milestones, and duration
3.3 Gantt Chart with Duration and Dependencies
3.3.1 Gantt Chart
3.3.2 Network Diagram
Figure 8: Network diagram of the project dependencies, and tasks
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3.4 Resource Assignment Matrix
Table 7: Resource Assignment Matrix
Shown above, is an assignment matrix of the project resources. As explained in the case, the
team consists of five team members including the project manager. Assumptions made while
assigning the resources matrix:
❖ The project sponsor and manager are responsible for selecting team members
❖ Full-time engagement in the project means 8 hours a day and six months commitment
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Three members of the team, the project manager, James, and Teresa are available 100% to
engage in the project. While two of members, Matt, and Lee are available 50% to engage in the
project. The project manager is responsible for monitoring and coordinating the project and team
members. She is also responsible for reporting performance of the team members. Meanwhile,
the remaining four members, Teresa, Matt, James, and Lee are responsible for executing the
research. They are also responsible for conducting the post-project review before the final
submission of the project. According to the case, attention should be drawn that, one of the team
members, Lee, will not be available to work on the project the first four weeks. He will join the
team during the planning phase and beyond. Outsourced labor are requested based on specific
tasks that require extra manpower, or certain expertise that is not available in the project
resources.
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Part 4
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4. Project Cost Management
4.1 Project Planned Cost Budget
4.1.1 Weekly Budget
Year Quarter Week Budget Cost Baseline
Cost Cost Actual Cost
20
17
Q2
Week 17
4282.00 4282.00
4282.00 4282.00
Week 18
7980.00 8190.00 8190.00 8190.00
Week 19
4956.00 5005.00 5005.00 5005.00
Week 20
4956.00 5005.00 5005.00 5005.00
Week 21
4956.00 5005.00 5005.00 5005.00
Week 22
4956.00 5005.00 5005.00 5005.00
Week 23
4956.00 5005.00 5005.00 5005.00
Week 24
4100.00 4004.00 4004.00 4004.00
Q2 Total $41,142.00 $41,501.00 $41,501.00 $41,501.00
Q3
Week 25
7150.00 7260.00 7260.00 7260.00
Week 26
7150.00 7260.00 7260.00 7260.00
Week 27
7150.00 7260.00 7260.00 7260.00
Week 28
7150.00 7260.00 7260.00 7260.00
Week 29
12149.00 12251.00 12251.00 0.00
Week 30
16290.00 17300.00 17300.00 0.00
Week 31
16290.00 17300.00 17300.00 0.00
Week 32
16290.00 17300.00 17300.00 0.00
Week 33
16300.00 17300.00 17300.00 0.00
Week 34
13142.00 13284.00 13284.00 0.00
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Week 35
14430.00 14520.00 14520.00 0.00
Week 36
7150.00 7260.00 7260.00 0.00
Q 3 Total $140,641.00 $145,555.00 $145,555.00 $29,040.00
Q4
Week 37
7260.00 7260.00 7260.00 0.00
Week 38
7260.00 7260.00 7260.00 0.00
Week 39
7260.00 7260.00 7260.00 0.00
Week 40
7150.00 7260.00 7260.00 0.00
Week 41
7260.00 7260.00 7260.00 0.00
Week 42
7150.00 7260.00 7260.00 0.00
Week 43
7150.00 7260.00 7260.00 0.00
Week 44
7260.00 7260.00 7260.00 0.00
Week 45
8852.00 8952.00 8952.00 0.00
Week 46
14479.00 15975.00 15975.00 0.00
Week 47
18745.00 19475.00 19475.00 0.00
Week 48
18745.00 19475.00 19475.00 0.00
Q 4 Total $118,571.00 $121,957.00 $121,957.00 $-
2017 Total $300,354.00 $309,013.00 $309,013.00 $70,541.00
201
8
Q1
Week 1
0.00 0.00 17153.00 0.00
Week 2
0.00 0.00 12078.00 0.00
Week 3
0.00 0.00 10090.00 0.00
Week 4
0.00 0.00 4036.00 0.00
Week 5
0.00 0.00 0.00 0.00
Week 6
0.00 0.00 0.00 0.00
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Week 7
0.00 0.00 0.00 0.00
Week 8
0.00 0.00 0.00 0.00
Week 9
0.00 0.00 0.00 0.00
Week 10
0.00 0.00 0.00 0.00
Week 11
0.00 0.00 0.00 0.00
Week 12
0.00 0.00 0.00 0.00
Q 1 Total $- $- $43,357.00 $-
2018 Total $- $- $43,357.00 $-
Grand Total $300,354.00 $309,013.00 $352,370.00 $70,541.00
Table 8: Weekly Budget
4.1.2 Resource Usage
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Figure 9: Gantt chart shows resource usage
Table 9: Resource usage total hours and cost
4.2 Project BAC and Planned Value
Budget at Completion and Planned Value
BAC $356,000.00
Planned Value
End of Week 4 (BAC x 0.10) $35,000.00
End of Week 8 (BAC x 0.25) $89,000.00
End of Week 12 (BAC x 0.50) $178,000.00
End of Week 15 (BAC x 0.60) $213,600.00
Table 10: BAC and PV values
4.3 Earned Value Analysis Given
BAC $366,000.00
PV $180,500.00
EV $191,500.00
AC $206,500.00
Part (A)
CV = EV – AC = $ (15,000.00)
SV = EV – PV = $11,000.00
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CPI = EV / AC = 0.93
SPI = EV / PV = 1.06
Part (B)
EAC = BAC / CPI = $394,668.41
Table 11: Budget analysis
Figure 10: Earned Value Chart
Shown above, a chart for the earned value (EV) for the given problem. The five indexes, PV,
EV, AC, EAC, and BAC that have been utilized examines the Budget at Completion (BAC)
against the Variance at Completion (EAC). This project has a variance $28,668 from the planned
budget. This overspending occurred due to low-cost performance index (CPI) of this project at
0.93. The project is also behind schedule as the CPI and SPI indexes illustrate. This analysis, is
an alarming benchmark. The sponsor, and manager of this project have to take actions to return
this project on track to assure its successfulness.
$366,000.00
$180,500.00
$191,500.00
$206,500.00
$394,668.41
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1 2 3 4 5 6
Earned Value Chart
EAC
AC
EV
PV
BAC
Timeline
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4.4 Corrective Actions
Many corrective actions can be made for this given problem to overcome it. First, before hiring
consultancy, the project manager has to ensure that he or she have clear specification
requirements documentation. The purpose of this document that it specifies in in-depth details
the processes and procedures to conduct the project. Any confusion this document causes will
cause defects, and errors, that eventually causes delays or complete failure of the project.
Another method that assures good outcomes is through measurable quality indexes. These
indexes are pre-determined by the project management office or the organization, which reflect
what work is considered meets the quality of a certain entity.
Lastly, while considering assigning consultant, it is better to test the company through the
Capability Maturity Model (CMM). This model is a ranking system consists of five ranks. A
company with level one is considered chaotic, while companies with level five considered well
established and provide quality work.
In this light, and when having good specification requirements, the project team or consultant is
closer to achieve better outcomes. A good specification requirement is a road map that illustrates
the details of the project including costs. A good quality matrix protects the project from any
creeps in scope or budget. Finally, selecting project team including consultants should be
systematic and using models such as CMM which identify good from bad consultant to assign.
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Part 5
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5. Project Quality Management
5.1 Quality Management Requirements
5.1.1 Quality Management Approach
The objectives of quality management for Green Computing Research Project are to assure:
❖ Project deliverable meet their standards
❖ Project management processes are appropriately developed.
Quality management is performed throughout the entire project lifecycle with attention to:
1. Quality Planning
2. Quality Assurance
3. Quality Control
4. Independent Verification and Validation (IV&V)
Quality management planning determines quality policies and procedures relevant to the project
for both project deliverables and project processes, defines who is responsible for what, and
documents compliance.
Key Component of Quality Management Plan Objects of quality review Quality Measure Quality Evaluation Method Project Deliverables Deliverables Quality Standards
Customers Satisfaction
Quality Control Activities
Project Processes Processes Quality Standards
Stakeholders Expectations
Quality Assurance Activities
Table 12: Components of QMP
5.1.2 Quality Objectives and Standards Identification
5.1.2.1 Project Deliverables
❖ The research should be well formulated, and the purpose of the study should be clear
❖ The research should be well designed and executed
❖ The research should demonstrate an understanding of related studies
❖ The research should utilize best available data and information
❖ The research assumptions should be explicit and justified
❖ The findings should advance knowledge and bear on important policy issues
❖ Implications and suggestions should be logical, warranted by the findings, and explained
thoroughly, with appropriate caveats
❖ Documentations should be accurate, understandable, clearly structured, and temperate in
tone
❖ The research should be compelling, useful, and relevant to stakeholders and decision
makers
❖ The research should be objective, independent, and balanced
5.1.2.2 Project Processes
❖ The PDCA Cycle
❖ Cause and Effect Diagram
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❖ Pareto Charts;
❖ Control Charts
❖ Maturity Models
5.1.3 Project Reviews and Assessments
Review Type Frequency Tools Reviewer Reports Project Charter Constant reviews until
approval of charter
ISO, IEEE
Project Manager
Attach finalized reports of all reviews conducted under the project quality management document
Project Management Plan
Scope Management Plan
Requirements Management
Plan
Requirements Documentation Once after completion
WBS
Constant reviews
Microsoft Project
Scope Baseline Microsoft Project, Microsoft Excel
Schedule Management Plan
Activity Plan
Schedule Baseline
Cost Baseline
Stakeholder Management Plan Once after completion ISO, IEEE
Table 13: project reviews and assessments table
5.1.4 Deliverable Acceptance Criteria
Deliverable Final Approval Process Stakeholder Acceptance Criteria Financial analysis Ongoing Proper mathematical calculations
Recommended Solutions Ongoing Based on logical comprehension
approach Orientation completion Ongoing
Possible technologies to implement Ongoing
Standard work and reporting Ongoing Follow American reporting and
citation standards
Table 14: project deliverable acceptation criteria table
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5.2 Seven Basic Tools of Quality
The Project Management Institute (PMI), references the seven basic tools in a guide to the
Project Management Body of Knowledge (PMBOK), as an example of a set of general tools
useful for planning or controlling project quality. The Seven Basic Tools of Quality is a name
given to a set of graphical models, which are identified as being most helpful in troubleshooting
issues related to quality. Since they are basic, they are easy to utilize as they require little formal
training in statistics. Also, they can be used to solve most of, much of quality related issues.
(Project Management Institute, 2013)
The seven tools are the following:
❖ Cause-and-effect diagram also known as the "Ishikawa diagram" or "fishbone"
❖ Control Chat
❖ Check sheet
❖ Pareto chart
❖ Histogram
❖ Scatter diagram
❖ Stratification (alternately, flow chart or run chart)
The Cause and Effect diagram can be utilized in Green Computing research to examines why
something happened or might happen by potential causes into smaller categories. It also can be
useful for showing the relationship between contributing factors. Another useful tool is the
histogram, which is a graphical depiction of how many times different, mutually exclusive
events are inspected in an experiment. The two explained tools and all other seven tools have to
be utilized in the project to guarantee more high level of quality.
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5.3 Summary of High Quality Research Report
In 2014, the Journal of Chemical and Pharmaceutical Sciences (JCHPS), published a report by
Namburi Anupama concerning green computing. Mr. Anupama has done phenomenal work in
explaining green computing. The report describes and defines in depth green computing and its
implications.
The paper aims to urge organizations to apply green computing through many practices, such as
saving energy during idle operation, using eco-friendly sources of energy, reducing harmful
effects of computing resources, and reducing computing wastes. Furthermore, the author
provided tangible examples where green computing practices have positively impacted
organization financially, environmentally, and socially.
For instance, one of the programs that were mentioned in this paper is about cooling database
centers through the leveraging of local climate to cool down data center instead of using air
conditions to do so. The program was effective and shown tremendous financial and
environmental benefits. (Anupama, 2014)
This paper is of high-quality sources that would aid the team in conducting the research due to
many facts. First, this paper has been revised by academic researchers and published in a
scientific journal. Second, the author has provided an excellent definition of green computing,
and its practices in the organization. Third, this report contains many useful sources that; when
considering, it will enlighten the project team to enrich their work further. Due to these reasons, I
believe this paper must be one of the sources that will be used to build upon out green computing
research.
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Part 6
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6. Project Human Resource Management
6.1 MBTI Types in Work Environments
6.1.1 MBTI Personality types
MBTI stands for The Myers-Briggs Type Indicator. MBTI was designed by Carl Jung’s theory
of psychological type. It indicates individuals’ personality preferences in four dimensions:
❖ Where individual focus his/her attention - Extraversion (E) or Introversion (I)
❖ The way individual take information - Sensing (S) or Intuition (N)
❖ How individual makes decisions - Thinking (T) or Feeling (F)
❖ How individual deal with the world - Judging (J) or Perceiving (P)
There are 16 unique MBTI personalities:
• ISTJ
• ISFJ
• INFJ
• INTJ
• ISTP
• ISFP
• INFP
• INTP
• ESTP
• ESFP
• ENFP
• ENTP
• ESTJ
• ESFJ
• ENFJ
• ENTJ
Each four letters make up individuals personality type. When individuals know their personality
type, it can help them understand their behavior and interacting with others better. While there
are no personalities better than others; there are, however, a preference to certain personality
types based on the nature of this project that requires the ability to conduct research. To narrow
the search scope of the preferred personality types. (Jung, 1971)
The 16 personality types can be break into four sub-sets:
Analysts
This group of personality type contains four personalities all of which revolve around analytical
skills. Those four personality types are: INTJ, INTP, ENTJ, and ENTP. The first personality
INTJ individual is an imaginative and strategic thinker. While INTP individual is an inventor
with a thirst for knowledge. The ENTJ personality individual is bold, imaginative and strong-
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willed leader, and always trying to find a way or solution to a certain problem. Lastly, ENTP
personality individual is a smart and curious thinker who cannot resist an intellectual challenge.
Diplomats
This group also contains four personality types whom skills lean toward diplomacy. Those four
types are INFJ, INFP, ENFJ, and ENFP. The INFJ individual is a quiet and mystical person, yet
very inspiring and tireless idealists. An individual with INFP personality type is a poetic, kind
and altruistic person, always eager to help a good cause. The ENFJ individual is charismatic and
inspiring leaders, and able to mesmerize their listeners. Lastly, the ENFP individual is
enthusiastic, creative and sociable free spirit, who can always find a reason to smile.
Sentinels
This four personality types group consists of ISTJ, ISFJ, ESTJ, and ESFJ. The first type ISTJ
individual is a rational and fact-minded individual, whose reliability cannot be doubted. The
second personality individual ISFJ is very dedicated and warm protector, and always ready to
defend their interests. The third personality individual, ESTJ is an excellent administrator, and
unsurpassed at managing things, or people. Finally, the ESFJ individual is an extraordinarily
caring, social, and accessible person and always eager to help.
Explorers
This group of four personality types consists of ISTP, ISFP, ESTP, and ESFP all of which have
skills related to exploration. The ISTP personality individual is a bold and practical
experimenter, and master of all kinds of tools. The ISFP individual is a flexible and charming
artist, and always ready to explore and experience something new. An individual with ESTP
personality type is a smart, energetic, and very perceptive person, who truly enjoy living on the
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edge. Lastly, ESFP individual is a spontaneous, energetic, and enthusiastic person, who is
admired by his peers. (Meade, 2017)
6.1.2 Introductory Email
Project team,
Myself and on behalf the project sponsor, I am delighted to welcome you to the Green
Computing Research Project. As you may all know that our project is a high priority to our
organization, as it will provide solutions to overcome the consumption of energy problem and
reduce the bad impact on our environment. Dear team members, I am fully confident in your
abilities to make this project reality. You all have shown good competencies and you have been
selected among others according to this fact. Thank you for being part of our team and I hope our
project with your participation and cooperation sees the light.
Best regards,
Project Manager
6.2 Responsibility Assignment Matrix RACI
The Responsibility Assignment Matrix (RAM), or Linear Responsibility Chart (LRC), represents
the participation by different duties in achieving tasks or deliverables for a project or business
process. It is valuable in defining duties and obligations in cross-functional/ departmental
projects and processes.
Assumptions for the RAM
The RACI acronym is derived from four key responsibilities most typically used:
❖ Responsible - Individuals who do the work to achieve the task
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❖ Accountable - The ultimately responsible person for the correct and thorough completion
of the deliverable or tasks
❖ Consulted - Individuals whose opinions are sought, typically subject matter experts
❖ Informed - Individuals who are kept up-to-date on progress
Table 15: Resources Assignment Matrix (RAM) with RACI responsibilities.
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6.3 Human Resources Related Concerns
Human resources are the most important element of any work. They are the real asset and
working power of any organization or organized work. The influence of human resources is so
powerful and reflects, either positively or negatively on their work based on the challenges and
circumstances. This paper spotlight some of the challenges and concerns that might encounter a
project's human resources.
There are many human resources contributing factors for project failure, such as stakeholders,
motivation, diversity in (culture, ethnicity, and protected groups), work environment. One factor
that contributes to project failure is related to the lack of project management expertise in an
organization. When a project team's risks are given little or no prominence, it creates resistance,
apathy, and lack of engagement, which have a significant impact on the procedures and timelines
of the project plan.
The project's human resource management is a multifaceted process. The project manager is
solely responsible for lead, direct and orchestrate the project team, customers, contributors,
partners, and any other stakeholders to achieve the desired results for the project's purpose,
which is a huge challenge and subject to wrong personal judgment. Therefore, throughout the
project, the project manager has to address project team retention, labor relations, and
performance appraisal and depending on the nature of the project work, health and safety
concerns.
The number of stakeholders in the project sometimes change; therefore, the project manager and
project team need to be aware of the incoming flux of interested parties and how this shift may
affect the dynamics of the project work and the project team. One approach to project human
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resources may work well in one phase of the project, yet it might not work in another phase due
to the stakeholders who involve. Since individuals drive processes, it is logical to build
competencies in employees’ management skills as well as in quantitative and analytical process
management. The project manager may have to pull together teams of employees who do not
work for the same organization. For instance, contractors view themselves as peers or colleagues
and where they must be managed differently from the organization's employees.
The workforce is diverse more than ever before, not only culturally and ethnically, but also in
other ways as well. It includes older workers, women, disabled individuals and other protected
groups by law from discrimination. Moreover, with the demands for skilled, high-tech workers at
all levels, employees’ searches span the globe and cross-cultural barriers. In project work
environment, organizations cannot offer permanent employment, nor can they guarantee raises,
benefits, job definition, management stability. Moreover, they cannot repay loyalty with loyalty
or hard work with compensation. Thus, the challenges of motivating employees go beyond their
abilities.
A stressful work environment results in stressed employees, and when employees are stressed,
they are more likely to make mistakes and perform at less than their optimal levels. The more
mistakes employees make, the worse they feel about their jobs and themselves, and the more
likely they are experience burnout. A high burnout rate leads to a high turnover rate, and
eventually, more time for a project manager spent on rehiring and retraining.
Staying within time and budget limits goes a long way toward stress-free project management
within the process and human resources issues that come with the job. Many problems can
happen to throw project processes off schedule; however, managing personnel matters properly
can do a great deal towards maintaining the project running smoothly.
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Part 7
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7. Project Communication Management
7.1 Project Issue Log
Project Green Computing Research Project
Project Manager Mia
Project Description Research possible green computing application for internal use and possible sale to other organizations
ID Status Priority (L/M/H)
Issue Disruption Assigned to
Expected Resolution Date
Escalation Required (Y/N)
Impact Summary
1
Work in progress H Couple of team members do not use the share site to post their work and use e-mails instead.
Teressa 6/20/2017 Yes This issue hinders the progress of work as it requires more time to check on work done and provide feedback though wiki tools.
2 Open
M Some of team members are not using webcams during conference calls.
Matt 7/17/2017 Yes This issue prevents visualized meetings, which enhance the team meeting experience. It also hinders the credibility to participation.
3 Closed
L Lack of time commitment during team meetings. Meeting times goes beyond what is planned.
Project Manager
7/20/2017 No This issue consumes some of the team members time, which can be spent on other necessary work.
4 Open H Lack of enough date.
Recommendation deliverable is behind schedule.
Teressa 7/28/2017 Yes This issue might cause possible delay to the project as it part of the project core.
Table 16: Issue Log
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7.2 Applications of Wikis
Wiki is one of the most common buzzwords on the internet. The term wiki means quick in
Hawaiian, and it also defined as a website tool that enables collaborative editing of its content
and structure by its users. What makes wiki a useful instrument in the project work, is it
collaborative editing environment that allows brainstorming, and discussion of various ideas
without the need of having the participants in one place. Wiki is widely adapted in many
organization today, due to its swiftness, and effectiveness of allowing participants to generate
contents. (LeBar, 2017)
Some of the project team members have concerns about using wiki because they do not want
other team members to change, or edit their work; therefore, they are not using the wiki tool to
post their work. They instead use the email to send their work, which consumes a precious time
for the rest of the team. The use of wiki can be very chaotic or very organized. If there are rules
and policies of using wikis, the tool is organized and fruitful; on another hand, if there are no
rules or policies on who do what, the tool is causing chaos. Having rules and policies of using
wiki will satisfy the concerns of some of the team members and assure the effectiveness of
utilizing the tool.
In conclusion, wiki is very valuable tool, given the nature of the project is heavily research. It
will allow team members to brainstorm and share their ideas, which will positively reflect on the
work. The fact, that wiki is a tool that allow participant to share and edit the content, made some
of the project members withdrawal from participating and preferred traditional communication
method – the e-mails. However, if there are rules and polices of the way participant generate,
edit, and share content, the team members’ concerns are solved.
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7.3 Conflict Resolution As part of the project management, there must be a method to approach conflict and control it in
a way that limits the negative impact on the project and the team. Conflict management is the
means of limiting the adverse aspects of conflict while increasing the positive side of the
conflict. The purpose of conflict management is to enhance learning and group outcomes,
including effectiveness or performance in an organization setting. When conflicts managed
properly, it can improve team results and reduces the negative impact
Conflict resolution is a method for two or more parties to find a peaceful solution to
disagreement among them, due to personal, financial, political, or emotional reasons. Conflict
resolution conceptualized as the method and processes implicated in facilitating the peaceful
ending of conflict. A project manager can attempt to resolve a conflict by communicating about
conflicting ideologies, or motives to the individual(s), and by involving in bilateral negotiation.
There are procedures for addressing conflicts, including negotiation, mediation, and arbitration. .
(Afzalur Rahim, 2002)
For the Green Computing Research Project, the aim of conflict resolution is to solve a problem
through negotiation immediately, once a problem or conflict occurs. By doing so, most of the
conflicts would not escalate to require mediation and or arbitration. the project, few conflicts
occurred among the project team in the communication management. Here are some of these
issues and how they can be solved.
First, James and other team members did not seem uncomfortable using collaboration tools to
post their work, arguing that other team members might change, or edit their work, which
eventually leads to delaying the work and impedes the progress of the project. Solving this issue
requires knowing that one's enemy is unknowingness; in this case, it is possible that the team
members are not aware of how to use the wiki tool and control it in a way that allows only
authorized an individual to edit a certain post. It is also recommended during the training
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sessions to explain how to use wiki tool efficiently and adequately and at the same time
emphasize the benefits that it brings to the project and its team members from agility, flexibility,
and security.
Another conflict arose while in project management was that some team members failed to use
webcams during team meetings. In this case, the project manager should stress the importance of
having webcam during video conferences. Since few of the project team are working remotely, it
makes them feel isolated from the work environment and lead to losing their motivation to work.
Having a webcam during conferences stimulates the team members to work better because they
are metaphorically meeting face-to-face with their peers and it also increases the participant's
seriousness to share their arguments and inputs.
Another issue that arose was that during meetings the team did not adhere to the predetermined
meeting time, which affects other team members because they are occupied with other important
matters. The project manager should state three important policies at the beginning of each
meeting to increase the effectiveness of meetings. First, the manager should indicate the subject
of the meeting, what and what not it includes for discussion during the meeting. The project
manager also must remind the team of the meeting time boundaries, when it starts, and when it
ends. Finally, it is important that the project manager state what he or she is looking forward to
accomplishing by the end of the meeting.
Overall, conflicts are an inevitable matter. It could be caused for legitimate or illegitimate
reasons, and it might happen anytime. The ability to deal with conflict and manage it is
extremely important to assure a steady progress of the work. There are many approaches to
achieving conflict resolution such as negotiation, mediation, and arbitration. The leader's ability
to encounter conflicts and solve them are a pivotal point that can sway the dispute to an end or an
escalation.
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Part 8
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8. Project Risk Management
8.1 Risk Register
Table 17: Risk register table contacting seven possible risks for Green Computing Project
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8.2 Risk Assessment and Impact Matrix
Table 18: Risk Assessment and Impact matrix
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Table 19: Risk Response and Contingency Plans
8.3 Risk Response and Contingency Plans
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Part 9
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9. Project Procurement Management
9.1 Contract Agreement with Anne Consulting Firm
Service Contract Agreement
THIS SERVICE AGREEMENT (the “Agreement”) dated this 5th day of July, 2017
BETWEEN:
We Are Big, Inc.
(the “Client”)
-AND-
Anne Consulting
(the “Contractor”).
BACKGROUND:
A. The Client is of the evaluation that the Contractor has the required experience, abilities,
and qualifications to provide services to the Client.
B. The Contractor is amenable to granting such services to the Client on the conditions and
terms set out in this Agreement.
IN CONSIDERATION OF the matters explained above and of the mutual benefits and
commitment outlined in this Agreement, the receipt and sufficiency of which consideration is
hereby acknowledged, the Client and the Contractor (independently the “Party” and collectively
the “Parties” to this Agreement) agree as follows:
Services Provided
1. The Client hereby accepts to engage the Contractor to provide the Client with the
following services (the “Services”):
• Support project team in research work to generate ideas for green computing
• Provide consultants for the project as per need for the project
2. The Services will include any other duties which the Parties shall agree on. The
Contractor hereby consents to provide such Services to the Client.
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Term of Agreement.
3. The term in this Agreement (the “Term”) will be effective on the date of this Agreement
and will abide in full force effect until the completion of the Services, subject to earlier
termination as provided in this Agreement. The Term of this Agreement may be extended
with the written consent of the Parties.
4. In the event that either Party violates an article provision under this Agreement, the non-
defaulting Party against all reasonable damages.
Performance
5. The Parties consent to do everything necessary to ensure that the terms of this Agreement
take effect.
6. Except as otherwise granted in this Agreement, all monetary amounts indicated to in this
Agreement are in US Dollars (USD).
Compensation
7. The Contractor will charge the Client an hourly rate of $190.00 for Anne’s Services. The
Contractor will also charge the Client $150.00 per hour for any other consultants that is
subject to a maximum of 100 hours (the “Compensation”).
8. The Client will be billed when the Services are finished.
9. Invoices handed by the Contractor to the Client are due within 30 days of submission.
10. In the event that the Client ended this Agreement prior to completion of the Services, but
where the Services have been partly performed, the Contractor will be entitled to pro rata
payment of the Compensation to the date of end provided that there has been no breach of
contract on the part of the Contractor.
11. The Compensation as declared in this Agreement does not include sales tax or other
applicable duties as may be required by law. Any charges and sales tax required by law
will be charged to the Client in addition to the Compensation.
Reimbursement of Expenses
12. The Contractor will be repaid from time to time for reasonable and necessary expenses
incurred by the Contractor in relation to providing the Services.
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13. All expenditures must be previously approved by the Client.
Confidentiality
14. Confidential information (the “Confidential Information”) attributes to any data or
information relating to the business of the Client that would reasonably be considered to
be proprietary to the Client including, but not limited to, business processes, accounting
records, and client records and that is not generally known in the industry of the Client
and wherever the reveal of that Confidential Information could reasonably be expected to
cause harm to the Client.
15. The Contactor agrees that they will not disclose, divulge reveal, report or use for any
purpose, any confidential information that the Contractor has obtained, except as
authorized by the Client or as required by law. The responsibilities of confidentiality will
apply during the term of this Agreement and will survive indefinitely upon termination of
this Agreement.
16. All oral and written information and materials disclosed or provided by the Client to the
Contractor under this Agreement are Confidential Information despite whether it was
provided before or after the date of this Agreement or how it was presented to the
Contractor.
Ownership of Intellectual Property
17. All intellectual property and associated material, including any trade secret, moral rights,
goodwill, relevant registrations or applications for registration, and rights in any
copyright, patent, trademark, trade dress, industrial design and trade name (the
“Intellectual Property”) that is produced or developed under this Agreement, is a “work
made for hire” and will be the individual property of the Client. The utilize of the
Intellectual Property by the Client will not be bound in any way.
18. The Contractor may not utilize the Intellectual Property for any purpose other than that
contracted for in this Agreement except with the written agreement of the Client. The
Contractor will be liable for any and all damages occurring from the unauthorized
utilization of the Intellectual Property.
Return of Property
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19. Upon the expiration or termination of this Agreement, the Contractor will return to the
Client any property, records, documentation, or Confidential Information which is the
property of the Client.
Capacity/Independent Contractor
20. In providing the Services in accordance with this Agreement, it is expressly agreed that
the Contractor is acting as an autonomous contractor and not as an employee. The
Contractor and the Client reckon that this Agreement does not constitute a joint venture
or partnership between them, and is solely a contract for service. The Client is not
required to pay, or make any contributions to, any social security, local, state or federal
tax, unemployment compensation, workers’ compensations, insurance premium, profit-
sharing, pension or any other employee benefit for the Contractor during the Term. The
Contractor is obligated for paying and complying with reporting requirements for, all
local, state and federal taxes associated with payments made to the Contractor under this
Agreement.
Notice
21. All notices, requests, demands or other communications required or permitted by the
terms of this Agreement will be given in writing and hand over to the Parties at the
following addresses:
• 700 Liberty Ave, Pittsburgh, PA 15222
• 201 Fifth Ave, Pittsburgh, PA 15222
Or to other address as either Party shall notify the other, and will be deemed to be
properly hand over (a) immediately upon being served personally, (b) two days after
being deposited with the postal service is served by registered mail, or (c) the following
day after being deposited with an overnight courier.
Indemnification
22. Except to the amount paid in settlement from any applicable insurance policies, and to
the extent permitted by applicable law, each Party accepts to indemnify and hold
harmless the other Party, and its respective employees, officers, agents, affiliates,
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officers, and permitted successors and assigns against any and all claims, damages,
losses, penalties, liabilities, punitive damages, expenses, reasonable legal fees and costs
of any kind or amount whatsoever, which arise or result from out of any act or omission
of the indemnifying party, its own affiliates, officers, agents, employees, and permitted
successors and assigns that occurs in connection with this Agreement.
Modification of Agreement
23. Any amendment or modification of this Agreement or additional obligation assumed by
either Party in connection with this Agreement will only be obligated if evidenced in
writing signed by each Party or an authorized representative of each Party.
Time of the Essence
24. Time is the essence in this Agreement. No variation or extension of this Agreement will
operate as a waiver of this provision.
Assignment
25. The Contractor will not willingly, or by operation of law, assign or otherwise transfer its
obligations under this Agreement without the prior written approval of the Client.
Entire Agreement
26. It is agreed that there is no representation, warranty, collateral agreement or condition
affecting this Agreement except as expressly provided in this Agreement.
Enurement
27. This Agreement will guarantee to the benefit of and be binding upon the Parties and their
respective administrators, executors, heirs, and permitted successors and assigns.
Titles/Headings
28. Headings are inserted for the convenience of the Parties only and are not to be considered
when interpreting this Agreement.
Gender
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29. Words in the plural mean and include the singular and vice versa. Words in the masculine
mean and include the feminine and vice versa.
Governing Law
30. This Agreement will be ruled by and construed in accordance with the law of the State of
Pennsylvania.
Severability
31. In the event where any of the terms of this Agreement are held to be unenforceable or
invalid in whole or in part, all other terms will nevertheless continue to be enforceable
and valid with the invalid or unenforceable parts severed from the remainder of this
Agreement.
Waiver
32. The waiver by either Party of a delay, breach, default, or omission of any of the
provisions of this Agreement by the opposite Party will not be construed as a waiver of
any following breach of the same or other provisions.
IN WITNESS OF THIS the Parties have duly affixed their signatures under hand and seal on
this 5th day of July 2017
___We Are Big, Inc._________________
____________________________(Client)
__Anne Consulting__________________
________________________(Contractor)
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9.2 Content of Research Report
9.2.1 Executive Summary
This project was commissioned by the Environment Technologies Program of We Are Big, Inc.
The project aims to find possible green computing technologies that reduces energy consumption
and increases the efficiency of computing power. Green computing or eco-friendly computing is
a term that refers to the environmental responsibility use of computers and their resources, where
the designing, engineering, manufacturing, and disposing of computing devices have minimal
impact on the environment. Through researching, the project team will work to generate ideas,
methods, and technologies that work in accordance with the definition of green computing and
based on the financial analysis. The prospect outcomes will help the We Are Big, Inc. to
rationalize energy consumption, which would reflect on savings of budget money. Once the
technology proves effective, the company aims to provide its expertise and technologies to other
company to harvest the benefits of green computing.
9.2.2 Table of Contents
Preface …………………………………………………………………………………………. 2
Executive Summary ……………………………………………………………………………. 3
Table of Content ………………………………….……………………………………….……. 4
Introduction ……………………………………………………………………………………... 5
Green computing Solutions …………………………………………………………………..…. 8
Financial Analysis …………………………………………………………………………….... 10
Conclusion ……………………………………………………………………………………... 12
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9.3 Lesson Learned
1. Having a realistic financial planning will allow the project manager to avoid spending issues
during the span of project life cycle.
2. The quality of the project is how it is defined; therefore, it is important to search for best
standards, and practices to guarantee optimum results.
3. Outsourced labors do overcome workers shortages; however, it is tough to control the work
quality.
4. Conflicts among team members are inevitable, therefore, the project manager ability to
resolve conflicts is very crucial to maintain the progress of the project and avoid expensive
costs.
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Part 10
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10. Periodic Reporting: Project Monitoring and Controlling
10.1 Week 13 Work Progress
10.1.1 Gantt Chart Update
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10.1.2 Network Diagram Update
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10.1.3 Budget Report Update
10.1.4 EVM Analysis
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10.1.5 Status Report
Week 13 goes as planned with work and budget. Currently, the project team has successfully
finished the first two phases – initiation, and planning. We are waiting for the approval to
proceed with the project execution. The indexes of schedule performance (SPI) and cost
performance (CPI) are showing a positive performance of the project processes.
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10.2 Week 14 Work Progress
10.2.1 Gantt Chart Update
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10.2.2 Network Diagram Update
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10.2.3 Budget Report Update
10.2.4 EVM Analysis
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10.2.5 Status Report
Week 14 goes as planned with work but with a variance of actual spending that is less than
budget by $6,250. So far, the project team has successfully finished the processes of the second
phases – planning. We are currently waiting for the sponsor approval to proceed with the project
execution. The project Schedule Performance Index (SPI) is indicating a normal progress, while
Cost Performance Index (CPI) is showing a positive performance due to the cost variance.
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10.3 Week 15 Work Progress
10.3.1 Gantt Chart Update
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10.3.2 Network Diagram Update
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10.3.3 Budget Report Update
10.3.4 EVM Analysis
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10.3.5 Status Report
Week 15 goes as planned with work and budget. Currently, the project team has successfully
finished the first two phases – initiation, and planning. The project team received the approval to
proceed with the project execution. The indexes of schedule performance (SPI) and cost
performance (CPI) are showing a positive performance of the project processes.
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10.4 Week 16 Work Progress
10.4.1 Gantt Chart Update
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10.4.2 Network Diagram Update
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10.4.3 Budget Report Update
10.4.4 EVM Analysis
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10.4.5 Status Report
Week 16 goes as planned with work but with a positive variance of actual spending that is more
than budget by $6,250. So far, the project team has successfully finished the processes of the
second phases – planning. Currently, the project team are executing the first task of the project’s
WBS. The project Schedule Performance Index (SPI) and Cost Performance Index (CPI) are
showing a normal progress.
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10.5 Week 17 Work Progress
10.5.1 Gantt Chart Update
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10.5.2 Network Diagram Update
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10.5.3 Budget Report Update
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10.5.4 EVM Analysis
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10.5.5 Status Report
Week 17 goes as planned with work and budget. Currently, the project team has successfully
finished the first two phases – initiation, and planning. The project team has successfully finished
the processes of the first task of the execution phases – survey analogues researches and
currently, they are executing the second task of the project’s WBS. The indexes of schedule
performance (SPI) and cost performance (CPI) are showing a positive performance of the project
processes.
10.6 Week 18 Work Progress
10.6.1 Gantt Chart Update
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10.6.2 Network Diagram Update
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10.6.3 Budget Report Update
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10.6.4 EVM Analysis
10.6.5 Status Report
Week 18 went as planned schedule and budget. Both cost and schedule performance indexes are
indicating a normal to positive work progress
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10.7 Week 19 Work Progress
10.7.1 Gantt Chart Update
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10.7.2 Network Diagram Update
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10.7.3 Budget Report Update
10.7.4 EVM Analysis
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10.7.5 Status Report
Only 50% of scheduled work has been done while planned budget has been consumed. Both
schedule and cost performance indexes are showing a negative progress.
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10.8 Week 20 Work Progress
10.8.1 Gantt Chart Update
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10.8.2 Network Diagram Update
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10.8.3 Budget Report Update
10.8.4 EVM Analysis
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10.8.5 Status Report
Only one-half of what was planned got completed, but spend all the budget on the tasks
scheduled for week 20. We have not expected any delays as we have rescheduled delayed work
to meet the deadline. Based on the schedule and cost performance indexes, during weeks 5, and 6
work was ahead of what was scheduled, which will substitute to the delays occurred week 20.
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10.9 Week 21 Work Progress
10.9.1 Gantt Chart Update
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10.9.2 Network Diagram Update
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10.9.3 Budget Report Update
10.9.4 EVM Analysis
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10.9.5 Status Report
Week 21 went as planned. The delays occurred during week 20 has been taken care of and work
is gradually moving to planned schedule thanks to the actions that have been taken to overcome
the schedule issues.
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10.10 Week 22 Work Progress
10.10.1 Gantt Chart Update
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10.10.2 Network Diagram Update
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10.10.3 Budget Report Update
10.10.4 EVM Analysis
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10.10.5 Status Report
Total work planned is completed for this stage of the project and budget meets the original
budget for week 22. Based on the schedule and cost performance indexes, the project is
progressing as scheduled with no positive or negative variance of the budgeted costs.
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10.11 Week 23 Work Progress
10.11.1 Gantt Chart Update
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10.11.2 Network Diagram Update
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10.11.3 Budget Report Update
10.11.4 EVM Analysis
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10.11.5 Status Report
Only one-half of scheduled work has been achieved during week 23. We have experienced a
positive variance of budgeted costs by $7,000 more. The project manager with the project team
has met to discuss options that can be taken to overcome this problem.
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10.12 Week 24 Work Progress
10.12.1 Gantt Chart Update
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10.12.2 Network Diagram Update
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10.12.3 Budget Report Update
10.12.4 EVM Analysis
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10.12.5 Status Report
Week 24 went as planned with schedule and budget. Based on the cost and schedule performance
indexes for this week, the project has been affected by week’s 23 delays and over spending. The
project manager is assessing the possibility of eliminating some of executable tasks of the project
if the schedule performance does not meet the planned schedule time by week 26.
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10.13 Week 25 Work Progress
10.13.1 Gantt Chart Update
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10.13.2 Network Diagram Update
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10.13.3 Budget Report Update
10.13.4 EVM Analysis
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10.13.5 Status Report
Week 25 went as planned with budget and schedule.
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10.14 Week 26 Work Progress
10.14.1 Gantt Chart Update
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10.14.2 Network Diagram Update
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10.14.3 Budget Report Update
10.14.4 EVM Analysis
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10.14.5 Status Report
By the end of week 26 work and budget wet as planned.
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10.15 Week 27 Work Progress
10.15.1 Gantt Chart Update
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10.15.2 Network Diagram Update
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10.15.3 Budget Report Update
10.15.4 EVM Analysis
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10.15.5 Status Report
All the work planned for week 27 have been completed on planned schedule. The project
experienced a positive variance of actual cost by $5,500 more. The project cost performance is
showing a negative performance while the schedule performance index is still maintaining a
normal performance. As the project continues the project manager might take necessary actions
to maintain an actual spending based on what is budgeted.
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