TRITONTM MANAGEMENT PLAN TEAM ORANGE Orange Team Milestone December 10, 2007 The purpose of this plan is to describe the management philosophy, program organization, schedule, and major milestones that serve as the guidelines for execution of Triton. Program Identification This program management plan (PMP) is for Triton, Automated Swimmer Surveillance System. This program will deliver Triton hardware, software, and documentation. Team Orange is responsible for the integration, acceptance testing, and training for this project. Program Management Overview Execution of this program will be performed in accordance with the procedures defined by the set of planning documents. These documents include Program Management Program (PMP), System Quality Program Management (SQPM), Development Plan (DP), Resource Plan (RP), Funding Plan (FP), Engineering Management Plan (EMP), Marketing Plan (MP), Evaluation Plan (EP), and Risk Management Plan (RMP). The responsibilities of each team member, the capabilities of the system, and the Program deliverables are detailed under the contractual provisions, as well as Orange Team’s technical, management, and cost proposals. This Program Management Plan (PMP) describes the management philosophy, program organization, schedule, and major milestones that serve as the guidelines for execution of this project. The PMP also provides the customers and the team with the information needed to monitor and evaluation the progress. This plan provides the following information: Corporate organization Areas of responsibilities of each member of the organization Work breakdown structure (WBS) Program planning Progress reporting and team management Detailed schedule and major milestones Program overviews This PMP also provides the guidelines for these followings: Risk Management Evaluation Plan 2 Orange Team Milestone December 10, 2007 Testing Plan Resource Management Plan Funding Plan Marketing Plan Installation Plan Corporate Structures Orange team was formed in fall 2007 at Old Dominion University. Orange team’s members are responsible for the planning and development of the Triton System. We will be either directly involved in the entire process or outsource the responsibilities to other entity. The corporate structures are: CEO & President, Orange Team corporation Vice President Triton System Program Office that will execute the program and provide day-to-day management, engineering, and administrative resources necessary to management and maintain the program. Management Approach Orange Team’s goal is to work closely with the customers and specialists to fully understand the system requirements. The management approach, therefore, is based on the philosophy that successful Programs are delivered by goal-oriented teams. A program manager (PM) will lead the team toward this goal. A PM is responsible for all planning, programmatic, technical and financial aspects of the program. The PM will assigned and distribute tasks among each team member to assure that the project is carried out effectively and successfully. The primary duties of the PM include these aspects: Planning Scheduling Technical activities Customer liaison Program related decisions (with the approval and suggestion from team members) A key element of Orange Team project is specialist and customer involvement. Orange Team seeks specialists’ opinions during the development and installation process as well as customer active involvement to create a product that meets that customers’ goal. Project Team 3 Orange Team Milestone December 10, 2007 Orange Team’s goal is to provide an effective, low cost COTS system. Through strategic planning and an extensive selection process, Orange Team has assembled a cohesive Program Team that will work together to develop and implement each component that is needed to comprise the Triton System. Program Manager (PM) Kate Nguyen Senior at Old Dominion University, expected graduation date: August 2008 Dual major in Computer Science and Applied Mathematics Interest : applied Mathematics, graphics design, web design, web database Skills: Programming (C++, Java, Prolog), graphic design and web design (Photoshop Adobe CS2, Google Sketchup 3D, InDesign, Illustration), web design, tutoring Responsibility The PM will manage the orange team and is responsible for the planning and coordination of the day-to-day technical, contractual, and financial aspects of the program. She/he is responsible for the development and management of all program schedules, the coordination of all team members and all program activities. ` Technical Director (TD) / Senior Hardware Engineer Director (SHED) Brandon Simpkins Senior at Old Dominion University, expected graduation date: May 2008 Major in Computer Science Interest: network, software engineer, hardware, web administration Skills: Software engineering, web administration, networking, java programming, web programming. Responsibility The TD will provide the overall and high level technical guidance for the team. As the senior engineer, the TD’s task is to oversee all production and integration of the project to ensure the all requirements are met. Several senior engineers in the area of software and hardware development will assist the TD. The SHED is responsible for the development and implementation of the system hardware as defined in the system specification. Senior Software Engineer (SSE) Scott Seto Senior at Old Dominion University, expected graduation date: May 2008 Computer Science Major Interest and Skills: Computer programming, Java webserver, 3D graphics, web design 4 Orange Team Milestone December 10, 2007 Responsibility The SSE is responsible for the development and implementation of the system software function as defined in the system specification. She/he will assure that the integration for all systems components meet the performance requirement for the system. Financial Director (FD) / Product Director (PD) Dave Larnerd Senior Old Dominion University, expected graduation date: May 2008 Major in Computer Science Interest and Skills: Software engineering, computer network, military history Responsibility FD is primarily responsible for managing the financial risks of the Triton System project. She/he is also responsible for financial planning and record-keeping, as well as defining and reporting the budget for each project phase (defined in staffing plan). He will work closely with the technical director to ensure that the project meet budget requirement for each phase. The PrD is responsible for all the system testing activities and production of the project. She/he will work closely with SHED and SSE to ensure the production and testing progress meet the schedules. Marketing Manager (MM)/Technical Writer (TW) Cesar Barbieri Senior at Old Dominion University, expected graduation date: May 2008 Major in Computer Science Interest: Web database, web design, web programming Skills: Web database and programming (PHP, HTML, XML, mySQL, pl/SQL, PERL), programming (Java, C++, .NET). Responsibility MM is primarily responsible for managing contact with subcontractors. This person is responsible for strengthen and expand Triton System awareness and develop new marketing channels that are critical for the successful of the product. As a guardian for brand values, the MM will develop, implement and evaluate the annual strategic plan and oversee various marketing programs including developing market research programs. Finally, the MM will build the framework for marketing initiatives and devise marketing and PR campaigns. The TW is responsible at collecting and delivering the operator manuals, system manuals, and training material for the triton system during the installation process. 5 Orange Team Milestone December 10, 2007 Program Duration The Triton System program is a 3-year duration project, from initializing the project to delivering the first product. The schedule consists of the preliminary design phase which will last through January of the year 2007, the construction and development process will be completed around the last quarter of 2008, the evaluation and testing process will last though the third quarter of 2009 and the first delivery of the product will be in April of 2010. Work Breakdown Structure (WBS) Constructed using Microsoft Project, WBS1 reflects the budgeted cost versus resources required to complete each task. The WBS phase (see staffing plan) numbers are integrated as part of the master program schedule. For each WBS element, budgets for work planned, actual cost and estimates to complete are managed by the Project Manager with the assistance of the Funding Director. The WBS is an essential tool used to track program costs, progress, and earned values relative to master program schedule. Program Planning The Orange program team will maintain the program master schedule. The master schedule contains a line item for each WBS element and will be used to track the progress of each element. All deviations from the master schedule must be coordinated with the program office It is the responsibility of each team member to call attention to possible schedule deviation at the earliest opportunity. The program will be develop in phases2, formal review will play an integral part in monitoring program progress. Team Orange will use the “top-down approach” for our schedule. This means that we will start with the largest items of the project and break them into their subordinate items. This helps make constructing the WBS more convenient. Progress Performance Assessment (PPA) All members of the Orange Team will participate in the PPA. As a team, all members will track technical and financial progress of the project. Reviews will 1 2 For detailed WBS see Work Breakdown Structure document For detailed phase information see Staffing Plan and WBS document 6 Orange Team Milestone December 10, 2007 be held monthly to assure the project’s goals will be met. The PPA contains the followings, Report of progress to date Present work to be performed for the next period Present status of all the deliverable Discussion of technical and programmatic issues (if exist) In preparation for each meeting, the PM will collect the current status of on-going activities, progress against schedule and budget, and plan the activities for the next meeting. Quality reviews for all documentations and activities will be performed periodically. Technical Progress and Report The schedule of the program is established during the planning phase and monitored throughout the performance period. The schedule contains an entry for each WBS element. The percentage of completion for each WBS element is determined as necessary to manage program progress and is reviewed at least quarterly. Financial Management and Report The financial management for the program is established during the planning phase and is monitored throughout the performance period. A budget representing labor costs, material purchase, overhead cost, travel expenses, and other expenditures is prepared and implemented for each phase. The Project Manager with the assistance of the Financial Manager will oversee the overall spending profile of the program. They will use the financial summary provided by the Contracts Administrator to assess the technical progress in order to track the overall status of efforts. Earned Value Ratio (EVR) EVR will be reported quarterly. The EVR will be reported in form of Schedule Performance Index (SPI) ratio and the Cost Performance Index (CPI) ratios. If the ratios are below 0.90, further explanation is needed. SPI and CPI are defined below: SPI = BCWP/BCWS CPI = BCWP/ACWP Where BCWP = Budgeted Cost of Work Performed 7 Orange Team Milestone December 10, 2007 BCWS = Budgeted Cost of Work Scheduled ACWP = Actual Cost of Work Performed Quality Process and Reporting Quality management on the program will be a team effort. It is the responsibility of the quality system manager to coordinate conduct, quality reviews, and audits. The Project Manager task is to oversee the development and implementation of the System Quality Program Plan. Monthly Progress Report In order to ensure the goals of the project to be met, Orange Team will produce a monthly progress report. The report should include, but not limited to the followings, Progress summary Milestone deliverables, planned, actual, and forecast Earned value schedule and cost performances indices Critical list of all items, responsibilities, and activities Risk status Resource profile Milestones/deliverables planned, actual, and forecast status Quality Actions Configuration change control issues Reviews Reviews will play an integral part in the management and monitoring of all phases of the Triton System project. Informal reviews with the program team members will be held on a weekly basis to ensure that the project stay on track and meet the planned deadlines. Reviews includes the followings, Program management review Technical reviews Software requirement review Hardware requirement review Preliminary design review Critical design review Quality review 8