DOCSLIB.ORG

Project Initiation Document (PO003)

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Project Initiation Document (PO003) Network Upgrade Project NUPB/08/04 Project Initiation Document (PO003) Document Control Project Title: Network Upgrade Project Project Manager: John Carroll Date: 11-February-2008 Version Date Author(s) Notes on Revisions 1.0 17/01/08 John Carroll First Issue 2.0 11/02/08 John Carroll Revisions requested by ISG Project Initiation Document 1 of 15 Date printed: 27/07/2009 Network Upgrade Project NUPB/08/04 Table of Contents 1. PROJECT OVERVIEW................................................................................................................... 3 2. PROJECT OBJECTIVES................................................................................................................ 3 2.1. TOP 10 METRICS ....................................................................................................................... 4 2.2 SUSTAINABILITY ISSUES ............................................................................................................. 4 3. SCOPE & TIMESCALE OF THE PROJECT .................................................................................. 4 3.1 RELATED PROJECTS .................................................................................................................. 7 3.2 OUT OF SCOPE ......................................................................................................................... 7 4. RISKS, CONSTRAINTS AND ASSUMPTIONS ............................................................................. 8 4.1 RISKS ....................................................................................................................................... 8 4.2 CONSTRAINTS & DEPENDENCIES ................................................................................................ 8 4.3 ASSUMPTIONS ........................................................................................................................... 8 5. RESOURCE FOR THE PROJECT ................................................................................................. 9 5.1 FINANCE ................................................................................................................................... 9 5.2 RESOURCES .............................................................................................................................. 9 6. MANAGING THE PROJECT ........................................................................................................ 11 6.1 ISSUE CONTROL ...................................................................................................................... 11 6.2 ACTIONS REGISTER ................................................................................................................. 11 6.3 FINANCIAL CONTROL ............................................................................................................... 11 6.4 INFORMATION MANAGEMENT .................................................................................................... 12 7. COMMUNICATION PLAN ............................................................................................................ 12 8. PLANNING.................................................................................................................................... 13 9. APPROVAL................................................................................................................................... 14 APPENDIX A: KEY PROJECT RISKS................................................................................................. 15 Project Initiation Document 2 of 15 Date printed: 27/07/2009 Network Upgrade Project NUPB/08/04 1. PROJECT OVERVIEW The University’s current IT and telephone networks were largely installed in the early to mid 1990’s and some parts (such as St Luke’s) were installed even earlier in the 1980’s. The most recent upgrade was the high-speed backbone, which was installed around the time of the millennium. These systems are now outdated and are not capable of supporting the required data and voice transfer throughput, resulting in increasingly poor performance for users. The current network was built up in a piecemeal fashion and there is no real resilience in the system resulting in regular ‘single points of failure’ across the network. In a nutshell, the equipment and cabling are close to being ‘unfit for purpose’. This has been tested and verified through two external audits to the network, cabling and wireless connectivity. If the network is not upgraded, the University will be unable to exploit new technologies and the efficiencies they bring. It will also be prone to increasing failures with a consequent adverse impact on the functioning of the University. There is already a worrying level of dissatisfaction within the University with the poor wireless connectivity and poor telephone service. This project has therefore been proposed to upgrade the network and greatly improve the wired and wireless data and telephony networks. Academic Services recognise that different groups of users have different requirements and will cater for these where possible. The new approach will also allow bespoke solutions to be put in place where reasonable and will also enable closer collaboration with regional institutions via the South West of England Regional Network (SWERN) and nationally via JANET. 2. PROJECT OBJECTIVES The primary objective of the project is to provide an upgraded network, which combines wired, wireless and mobile data and telephony. The upgrade will provide faster network access, wireless network across the Exeter Campuses (Cornwall Campuses are dealt with under a separate project) and greatly improved e-learning capabilities. It will offer increased protection against network damage and provide maximum reliability for the majority of users. The proposed changes will also allow easier integration of new technology and give uninterrupted service wherever required, making hot-desking and working from home easier for the end users. It will also support research and our science strategy. The project objectives will be delivered through four main deliverables: • Upgraded cabling to provide a faster, more resilient backbone which has room for future expansion if required. • Upgraded network switches and routers to provide a faster, more resilient network with multiple-routing options and room for future expansion if required. • Upgraded wireless access to provide for easier campus-wide roaming access and room for future expansion if required. • Upgrade to a voice over internet protocol (VOIP) telephony system to provide a modern, resilient telephony system with room for future expansion if required. The key deliverable from the project will be a fully-documented, wired and wireless, upgraded data and voice network, capable of meeting the known and projected requirements of the University for the next five to seven years from time of implementation. Successful achievement of these objectives should be measurable through ease of use, improved network response times, less network failure and ease of future growth. Project Initiation Document 3 of 15 Date printed: 27/07/2009 Network Upgrade Project NUPB/08/04 2.1. TOP 10 METRICS While the top 10 metrics have not yet been fully defined, it is worth stating that the University is reliant on its IT infrastructure for the delivery of research, learning, teaching and outreach activities; and that this project is a necessary precondition for successful IT. In order to attract and support the best students and staff we have to have to have a strong IT infrastructure at our heart. This investment coupled with a successful implementation is going to be critical to the University achieving a top 10 status. Research activity (research income) and student satisfaction (NSS) are particularly strong examples of the Key Performance Indicators that will be supported by this investment. 2.2 SUSTAINABILITY ISSUES The project will result in the necessary replacement of a large amount of the existing network. All new equipment and materials will be selected against sustainability criteria in their environmental impact for: manufacture, delivery, power consumption and re-usability (suppliers will also be asked to propose industry standard solutions and energy efficient options in all cases). It should not be necessary to replace all the existing cabling, ducting and equipment and, wherever it is of sufficient quality to meet the project objectives, it will be retained and re-used. Our requirements will also specify that the suppliers should buy back, re-cycle and re-use replaced equipment wherever possible. As we will be purchasing a large amount of equipment and cabling, we will, wherever possible, request the minimum number of deliveries to reduce the impact of heavy goods vehicle travel. Finally, we will also request that the suppliers provide the minimum amount of printed documentation. 3. SCOPE & TIMESCALE OF THE PROJECT The project will span the entire Exeter University network from hub to individual desktop or wireless user, covering the Streatham and St Luke’s (including PCMD) Campuses. It will cover all University buildings and residences and will provide secure local access for users. The link between the Streatham and St Luke’s campuses is part of the University Wide Area Network (WAN) and this link is included in the scope of the project. It will also provide remote access for users, via the Internet, using unsecure Web and secure virtual private network (VPN) connections. The network
Load more

Recommended publications
  • Earned Value Management Earned Value Management
    Earned Value Management Earned Value Management Earned value management is a project management technique for measuring project performance and progress. It has the ability to combine measurements of the project management triangle: • Scope • Schedule, and • Costs In a single integrated system, Earned Value Management is able to provide accurate forecasts of project performance problems, which is an important contribution for project management. Essential features of any EVM implementation include: • a project plan that identifies work to be accomplished, • a valuation of planned work, called Planned Value (PV) and, • pre-defined “earning rules” (also called metrics) to quantify the accomplishment of work, called Earned Value (EV) • Current expenditure on project, called Actual Cost (AC). Demystifying EVM | 2 EVM and ITM Platform • You hire a bricklayer to build a 4 side fence in your backyard. Each side is built in sequence, one after the other. He charges S2 by the hour, 200€ a day. Each side takes him one day of work. He starts working on 12/09/2011. You budgeted 800€. • At the end of the 3rd day (14/09/2011): S1 S3 o He has completed side 1 (cost 200€) o and side 2 (cost 275€) S4 o Side 3 is 50% complete (cost 200€) • How much are you going to pay in the end? Demystifying EVM | 3 EVM and ITM Platform • You can see EVM data in view Follow-up Tab, table Earned Value • Before that, you need to: o Assign resources to tasks o Enter standard rates for each resource o Register Actual Work + update pending Work for each task Demystifying EVM
    [Show full text]
  • Project Initiation Documents, the Information Contained in Those Documents Is Often Quite Similar, Despite Variations in the Terms Used
    et the Free Newsletter By the Project Initiation Mind Tools Editorial Team Documents Getting Your Project off to a Great Start 17 ratings Make sure that you're clear where you're heading from the outset. © iStockphoto FrancescoCorticchia Have you ever been part of a project where not everyone has the same view of where the project is heading? This lack of clarity can breed confusion: People start pulling in different directions, building up unrealistic expectations, and harboring unnecessary worries and fears. While it's normal as part of a project to put the detailed plans, controls and reporting mechanisms into place, how do you get everyone on the same page to start with? This is accomplished by creating a Project Initiation Document (PID) – the top-level project planning document. In it, you bring together all of the information needed to get your project started, and communicate that key information to the project's stakeholders. With a well-put-together Project Initiation Document, you can let everyone understand where the project's heading from the outset. Your Project Initiation Document does the following: • Defines your project and its scope. • Justifies your project. • Secures funding for the project, if necessary. • Defines the roles and responsibilities of project participants. • Gives people the information they need to be productive and effective right from the start. By creating a PID, you'll answer the questions: What? Why? Who? How? When? You can also use a Project Charter instead of a Project Initiation Document for these purposes as they are very similar documents. However, a Project Charter usually has less detail.
    [Show full text]
  • An Application to PRINCE2
    Bringing Model-based Systems Engineering Capabilities to Project Management: an Application to PRINCE2 Diana Coppola1, Andrea D’Ambrogio2, and Daniele Gianni1 1 Dept. of Applied Sciences and Technologies 2 Dept. of Enterprise Engineering Guglielmo Marconi University University of Rome Tor Vergata Rome, Italy Rome, Italy [email protected], [email protected] [email protected] Copyright © held by the author. Abstract—PRINCE2 is arguably one of the most adopted performance indicators and the maturity level of the process-based methods for project management. adopted project management methodology [2]. Currently, PRINCE2 is defined in a textual specification, PRINCE2 is arguably one of the most adopted which describes the principles, the themes, and the standard project management methodologies in various processes that project managers should apply in their systems engineering domains. PRINCE2 has been more management activities. Although the specification is well structured and mature, the specification does not provide and more adopted since 2009, for three reasons: a browsable digital representation that can be interactively used for learning and/or for the specification application 1. the overall trend of business to use a project- during project management activities. This paper aims to based approach to develop products or overcome these limitations with the application of a model- transformations within increasingly collaborative based systems engineering approach to represent the contexts with multiple partners; PRINCE2 specification in a model-based format. This can 2. the overall trend of capitalizing on knowledge of bring several benefits to the specification, including the best practices in project management; availability of a graphical, comprehensive and digitally 3.
    [Show full text]
  • 110 Project Management 110.1 Introductions and Definitions for Additional Information (On Project Management in Design/Planning) See FDM 2-1
    110 Project Management 110.1 Introductions and Definitions For additional information (on Project Management in Design/Planning) see FDM 2-1. 110.1.1 Originator The Bureau of Project Development (BPD) is the originator of this section. Any questions or recommendations concerning this chapter should be directed to the BPD Proposal Management Section, DOT DTSD BPD Project Management mailbox. Terms and acronyms used in this section are defined in FDM 2-1 Attachment 1.1 and FDM 2-1 Attachment 1.2. 110.1.2 Overview FDM Chapter 2 includes policies, standards, procedural requirements and guidelines used to deliver highway improvement projects. Project management is using skills, knowledge, and resources to deliver the right project that meets the division's and public's expectations for schedule, costs and serviceability. DTSD's project management begins at program development and carries through facility construction project closure. Project management methodology is applied throughout the following major phases: Project Initiation, Design, and Construction are discussed in FDM 2-15. Each of these phases includes one or more processes to complete one or more products, services, or projects. 110.1.3 Project Management Support The DTSD provides support for project management through the Transportation Project Management System (TPMS) which is developed, implemented and maintained by the Division's Project Management Unit. The TPMS includes the applications, reports, training, processes, documentation, support, etc. that are needed to manage WisDOT improvement projects. DTSD's project management methodology is applying processes and procedures to advance projects through sequential phases that result in completing one or more products or services.
    [Show full text]
  • Great Big List of Project Management Words!
    Great big list of project management words! Accountability - The obligation to report on one's actions. Activity - Any work performed on a project. May be synonymous with task but in some cases it may be a specific level in the WBS (e.g., a phase is broken down into a set of activities, activities into a set of tasks). An activity must have duration and will result in one or more deliverables. An activity will generally have cost and resource requirements. See Task. Actuals - The cost or effort incurred in the performance of tasks. Also, the dates tasks have been started or completed and the dates milestones have been reached. Analogous Estimating - Estimating using similar projects or activities as a basis for determining the effort, cost and/or duration of a current one. Usually used in Top-down Estimating. Assumption - Something taken as true without proof. In planning, assumptions regarding staffing, complexity, learning curves and many other factors are made to create plan scenarios. These provide the basis for estimating. Remember, assumptions are not facts. Make alternative assumptions to get a sense of what might happen in your project. Authority - The ability to get other people to act based on your decisions. Authority is generally based on the perception that a person has been officially empowered to issue binding orders. See Power. Baseline - A point of reference. The plan used as the comparison point for project control reporting. There are three baselines in a project—schedule baseline, cost baseline and product (scope) baseline. The combination of these is referred to as the performance measurement baseline.
    [Show full text]
  • Project Management Plan Overview
    Department of Health Care Services CA-MMIS Project Management Plan Overview Version 3.00 Table of Contents Preface .................................................................................... vi Revision History ..........................................................................................vi Configuration of This Document..................................................................vi 1. Introduction ........................................................................ 1 1.1 Scope ................................................................................................. 1 1.2 Objectives .......................................................................................... 1 2. PMM Process Groups ........................................................ 2 2.1 Integration with System Development ................................................ 5 3. PMM Alignment with PMBOK ............................................ 8 4. Project Management Plans .............................................. 10 4.1 Action Item Management Plan ......................................................... 10 4.1.1 Objectives ............................................................................. 10 4.1.2 Key Content .......................................................................... 10 4.1.3 Essential Relationships ......................................................... 11 4.2 Change Control Management Plan .................................................. 12 4.2.1 Objectives ............................................................................
    [Show full text]
  • MARLAP Manual Volume I: Chapter 4, Project Plan Documents (PDF)
    4 PROJECT PLAN DOCUMENTS 4.1 Introduction The project plan documents are a blueprint for how a particular project will achieve data of the type and quality needed and expected by the project planning team. In the planning documents, the data users expectations and requirements, which are developed during the planning processincluding the analytical protocol specifications (APSs) and measurement quality objectives (MQOs)are documented along with the standard operating procedures (SOPs), health and safety protocols, and quality assurance/quality control (QA/QC) procedures for the field and laboratory analytical teams. The objectives of this chapter are to discuss: The importance of project plan documents; The elements of project plan documents; and The link between project planning and project plan documents, in particular the incorporation of the analytical protocols. The importance of project plan documents is discussed in Section 4.2. Section 4.3 discusses a graded approach to project plan documents. The different types of planning documents and the elements of the project plan documents are discussed in Sections 4.4 and 4.5, respectively. The link between project planning and project plan documents is discussed in Section 4.6. The project plan documents should be dynamic documents, used and updated over the life of the project. Under a performance-based approach, the analytical protocols requirements in the project plan documents initially may reflect the APSs established by the project planning team and issued in the statement of work (SOW). When the analytical laboratory has been selected, the project plan documents should be updated to reflect the actual protocols to be used.
    [Show full text]
  • Project Manager
    Project Manager As a Project Manager at WBT Systems, you will take ownership of multiple projects. Your primary focus will be on managing all aspects of project planning and delivery, ensuring a focus on customer success in every project. Project Managers at WBT Systems work in close partnership with our customers. To develop a clear understanding of our customers’ exact business and education challenges, your role will include an element of business analysis, helping customers to define their requirements clearly in order to develop a detailed project plan. You are a primary point of contact for internal and external project stakeholders, using your excellent communication skills to keep customers, project teams, and stakeholders informed and working toward the same goals. As a member of the Professional Services Team, your role will be instrumental in enabling software development teams to rapidly deliver functionality that drives customer satisfaction. You should be able to: Lead your team: Motivate your project team to achieve the deliverables you help them plan, scope and execute. Encourage an environment of ownership and accountability. Support our customers: Establish good relationships with customers and ensure their requirements and timelines are properly accounted for in our project planning. They should feel like you and your project team are an extension of their organization. Stay one step ahead: Pro-actively manage project issues, risks, and change, keeping the team on-task, projecting milestones & deliverables to specification. Be able to easily quantify the impact of changing requirements and timelines. Be comfortable working in a software development environment, understand terminology and be able to clearly communicate technical information to stakeholders and customers.
    [Show full text]
  • Project Manager's Checklist
    Project Manager Checklist Large Projects – Class 3 and Above Project: Project Manager: Key Document Additional Phase Activities Deliverables Deliverables Define Identify customer and project needs Assign Project Class Create initial Work Plan (WBS) Develop Proposal Project Proposal • Problem/Opportunity Statement • Goals and Objectives • Methods and Approach • Success Criteria • Risks and Dependencies • Resources • Estimated Duration • Estimated Budget • Complete Initial Request for Change (RFC) Proposal Reviews • Core Technology – System Design & Administration, NTS, Security • Applications & Project Management – System Design, Project Management • Business and Resource Management – Funding, Budgeting, Procurement, HR • Client Services and Security - Licensing, Security, New Services, Support Center Other UCSC Reviews • PP&C Review • Strategic Sourcing Support for RFP • Staff HR – New Hire Recruitment Assign Project Manager Sponsor Approval Phase Gate - ITS SMT Approval Copy Approved Project Proposal to PMG Plan Develop Charter Project Charter • Problem/Opportunity Statement • Benefits Project Budget • Goals • Stakeholders and Clients Resource 1 Last Update: February 2012 Project Manager Checklist Large Projects – Class 3 and Above Project: Project Manager: Key Document Additional Phase Activities Deliverables Deliverables • Objectives Requirements • Deliverables • Approach and Methodology • Timeline • Success Criteria • Issues and Policy Implication • Risk Management Plan • Technical Features • Organization and Staffing • Budget
    [Show full text]
  • The Importance of Supply Chain Management and Procurement to the Project Management Discipline
    The Importance of Supply Chain Management and Procurement to the Project Management Discipline ISM-CV, Triangle Chapter January 10, 2012 Kathy Bromead, EPMO Director, State of NC 1 Agenda • What is a successful IT project? • Importance of project management • Importance of supply chain management • Comparison of project and supply change management principles • Examples of procurement related projects • Project management discipline • What is success? 2 Successful IT projects • Begin with a business need and meet or exceed the business sponsor expectations • Do it right the first time (planning) • On budget, on time, fully functional (scope) • Deliver quality – Product or service fully meets customers expectations 3 “Renovation Reality” Project Business Need Two story house has HVAC in 3rd floor attic. To access attic must haul ladder up stairs and climb up into narrow area. Goal Construct ladder from 2nd floor storage area to 3rd floor attic. Unknown budget and time. No bill of material. 4 The “Dreaded” Attic Entrance 5 Newly Constructed Stairs 6 OOPS! Entrance Stairs 7 Result • Does not serve business function – In fact, essentially worthless • Cost overrun – Wrong materials used, additional materials needed – Must find money in budget to complete job • Delay in completion 8 Importance of Project Management – Prevent failure of high-profile projects and costly overruns – Provide clear accountability – Plan the work and work the plan – Procure the right resources at the right time and at best value – Deliver a solution that meets business
    [Show full text]
  • Project Budget Management
    pm4dev, 2015 –management for development series © Project Budget Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Budget Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2015 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist in their project management activities. www.pm4dev.com Project Budget Management PROJECT BUDGET MANAGEMENT A project budget is the total sum of money allocated for the particular purpose of the project for a specific period of time. The goal of budget management is to control project costs within the approved budget and deliver the expected project goals. Our definition of a successful project is one that meets four success criteria: that the project’s scope is delivered on schedule, it is delivered within budget and, once delivered, it meets the quality expectations of the donor and the beneficiaries. For project managers to be truly successful they must concentrate on meeting all of those criteria. The reality is that most project managers spend most of their efforts on completing the project on schedule. They spend most of their time on managing and controlling the schedule and tend to forget about monitoring and controlling the budget. The focus of this chapter is on managing and controlling the project budget throughout the entire project life cycle while relating budget control to the other success criteria.
    [Show full text]
  • Integrated Project Management Plan Document
    Integrated Project Management Plan Document Is West conchal when Wilden equalise tortiously? Pantaletted Broderick usually barging some affix or deconsecrating invulnerably. Tongan Claus grub no Paiute crucified gaily after Erl filtrates delusively, quite splay. Automation is a pmp certification training requirements; this deliverable quality plan of knowledge or processes necessary to streamline your resources, you begin developing this? What that Project Integration Management Edwel Programs. When your see this, including projects that are structured as line organizations, formal a document is developed that will around the existence of special project. Changes can impact on integration in which input into integrated into practice, whatever suits your. This plan documents for planning process for example components related to integrate them so if an online reviews, documenting various processes. The better balance careers, equipment procured for agreement among team focuses on a working with a thorough documenting its meeting with various parties. They plan document? The current study step type is: Checkpoint. Thanks for the great feedback. The jar of Integrated Project Management IPM CMMI-DEV is to. In documenting various documents that reflect a document must therefore, integrate them with this knowledge or anything you temporary activities to create great results have repetitive processes? For planning documents and plan to false if a similar in any components as to report is. What the a generation project plan? The project document that either approved changes in planning is spent on a vital to monitor the chief project charter as part properties may already outlined at your. Intelligent decision tool to select the most appropriate project delivery method for a project.
    [Show full text]