ADTS Paper Week 5
Content
Allen, Augurson, Gamboa, Harris, Snyder EastSide Team CMGT 410 Gerald Rojewski 6 February 2002 Automated Data Transmission System
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Introduction This document details the Automated Data Transmission System proposal that has been developed by the Eastside Network Development Team, consisting of Graham Allen, T. Augurson, Joe Gamboa, James Harris, and Scot Snyder. This system that has been developed will provide an efficient, secure, automated, and cost saving solution to the present data transmission system. Background Eastside Network Development Team is a consulting agency that provides analysis, design, development, and maintenance services involving hardware and/or software for virtually any information system. Currently, Eastside maintains contracts and service agreements with several military and government agencies, including existing service contracts with the 12 Air Force. Due to the nature and sensitivity of data these military and government contracts comprise, all employees of Eastside require thorough background checks and are required to qualify for a security clearance appropriate to the project that is assigned to them. The 12 Air Force A2 gathers intelligence data from unmanned aircraft that fly over various locations around the world. Data gathered from these aircraft are used for logistical purposes for several sectors throughout the government. This data is transmitted in the form of email messages. Users of this system must sort relevant messages and manually type this data into a report. This
Allen, Augurson, Gamboa, Harris, Snyder report is then printed and secure-faxed to a mobile command center. The current process is very inefficient, time-consuming, and often produces inaccurate information since data must be manually entered into the preformatted report.
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Because this process needs to be performed constantly, a team of individuals is required to process this data. At this time, there are five people that work on this assignment. Several major problems with the current process have motivated the Air Force to develop a solution. The main issue includes the time required to process and deliver these reports, as well as validity of these documents due to mistyped information. Processing these reports is very time-consuming and labor-intensive. To produce a finished report, email messages must be manually filtered for relevant data. Then, data is copied and manually typed into another report. This manual process often produces inaccurate records resulting in unusable information. Automating this process will eliminate steps that cause this imprecision. Another issue concerns the way these reports are delivered. At this time, only a secure facsimile is sent after the data is processed, but alternative delivery methods have been suggested to enhance distribution of these documents. The last major issue occurs is when one of these individuals is out sick, or takes vacation. Due to the inadequate number of individuals assigned to this responsibility, nonattendance strains the rest of the team. These reports must be processed constantly, so when one member is absent, the others must fill in and work beyond their normal schedule. The purpose of the project is to decrease time and man-hours necessary to perform these duties, while increasing security. There are several obstacles that make this request problematic. These reports contain classified material, which cannot be sent over regular networks (i.e. phone lines, email, facsimile, etc…) without some sort of protection or encryption. The original data source is from various military aircraft operating throughout the world that are constantly
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transmitting data. It is not possible to change the method of receipt, as it is necessary to utilize the existing secure email intranet network. The command center receiving the secure facsimile is mobile, and is never in the same location for a long period of time. The method of secure facsimile transmissions must remain intact.
Project Objectives The objective of this assignment is to develop a cost-saving, efficient, and secure solution to the current data processing situation. This will incorporate an increase in security, elimination of erroneous data entries, decrease man-hours required to process these reports, and provide alternative reporting methods. Once this project is implemented, reporting will be automated and will require very little user intervention. This will eliminate the need for a team to process this information twenty-four hours a day. The current team of five users will be downsized to two users, and the remaining individuals may be reassigned to other critical projects within the 12th Air Force. This elimination of personnel will cut costs, and save more than the amount of the cost of this project in the first year of usage. Upgraded facsimile machines will transmit these documents more rapidly, and will provide a higher level of security. Alternative reporting methods will provide the latest and most current data to recipients in the form of automatic printing, and accurate intranet web page easily accessible to appropriate users within the secured Local Area Network. The 12 Air Force A2 Division has hired Eastside Network Development Team to create a solution to this problem, and has established a $40,000 target budget for successful completion of this project. One risk that may hinder the completion of this project is the installation of the upgraded facsimile machine in the mobile command center. The hardware technician assigned to this
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project must rendezvous with this vehicle at a scheduled time and location in order to perform this installation and test its usage. Once this step is complete, all other modifications will be performed at this location. Another risk that may affect this project is the dependency of newly ordered hardware to be delivered in a timely manner. If this new hardware is not received at the proper time, segments of this project will be unable to complete assigned tasks in the allocated time. This delay will ultimately affect the entire project.
Mission and Goals of Project Existing LAN based computers will be utilized to receive incoming data transmissions in email format from the aircraft. As has been noted, these emails are too voluminous to be sorted manually. Software will be developed and implemented that will automatically receive the incoming data and filter what is necessary for this location. Intervention from the user will be dramatically reduced. Once the email messages have been sorted, the goal is to automatically update a database, then organize, analyze, and generate reports defined by the project manager and the 12th Air Force liaison representative. A data conversion system will be designed and implemented that will convert and import the sorted email data into a format that is compatible the database. This data will be initially converted into a text file, and then organized and reformatted as necessary by the database. A new computer will be setup on the secure network to perform all data conversions and importation, provide user interface for report generation, and function as the database server. Additional user utilities will be added to the database to allow for customized searches and regeneration of data reports as necessary. The database development is the core feature of the automated report generation. It is proposed that once again, user interface will be minimal or non-
Allen, Augurson, Gamboa, Harris, Snyder existent, as opposed to the current system that requires constant attention, and is very manually labor intensive. The final stage of this design will solve the main issue of secure data transmission. A three-tiered plan is being proposed that can be altered depending upon budget constraints. The first item is an upgraded secure facsimile system, which will replace current hardware. This solution includes a new secure telephone and facsimile unit for both sender and receiver. Upgrading this hardware allows faster data transmissions and provides more security than the existing hardware. A second output option will be to update a web page at regular intervals located on the existing secure intranet for internal use only. This will provide easily accessible reports to intelligence officials in a timely manner. A new web server will be installed on this network to facilitate automatic web page updates.
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The third transmission option will send the material to an external, but secure, printer. One of the automated reports will be printed to this printer not attached to the database server. A new printer will be purchased that will contain a network card to allow it to function without a dedicated server. This report will be printed automatically at regular intervals to be determined by the project manager.
Project (Plan) Approach The project will be structured and developed, in a manner that is consistent with achieving all of the aforementioned goals, allowing the proposal to be implemented within the required
Allen, Augurson, Gamboa, Harris, Snyder budget and time constraints. Focus will be given to all areas that directly impact the timely development of the project.
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The sponsoring body is the 12th Air Force A2 division. They will oversee all aspects of the ongoing project and monitor its development, from problem definition through to implementation and maintenance. This division of the Air Force has employed the services of East Side Network Developing to solve this problem. A project manager employed with East Side Network Developing will report directly to the military management and a military liaison will be assigned to insure communication is maintained at all times. Eastside is not responsible for any wages accrued by the military liaison, but will provide all other labor required to complete this project. Details of the project management and technical staff structure are detailed in the next section. Eastside Network Developing is responsible for providing leadership and technical personnel for this project. Continuous monitoring of development activities will be necessary so that all tasks and sub-tasks are completed on time, and any potential delays to the proposed schedule can be avoided. Should problems occur, it is the project manager’s responsibility to work with the team leads to keep any negative impact to a minimum. The technical staff of engineers and technicians specializing in their respective fields will complete software development, hardware installation, and integration. A team lead will be assigned to each key area to insure that progress is made according to the planned schedule. Continuous feedback from all departments is mandatory, and emphasis will be placed on constant communication between the team leads and the project manager. The manager will oversee all aspects of the program and monitor budget levels accordingly. By creating a dynamic team environment committed solely to the development and integration of the new process, this program will be implemented on time and within budget.
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Project (Plan) Organization This section identifies the team members that will be involved in every aspect of completing this project. Included on the following page is the graphical depiction of the full project organization chart. The sponsoring body is the 12 Air Force A2, and they will oversee every phase of the project development. The project manager will report directly to the Air Force command, on all issues relating to schedule, budget, and process issues. The project manager will also answer any questions or issues raised by the military during this program. To enable a smooth transition of the process upon its completion to military management, a military liaison will be assigned to assist the project manager and the development teams. This is indicated on the organization chart as the Tech Sergeant. The program manager will have prior experience in project development and implementation and will focus on effective communication between the development teams and the sponsoring body. An administrative assistant will be assigned to the project manager throughout this project to assist with clerical and general support functions. There are a total of three management/leadership positions in the proposed organization. The second level will consist of a development team lead. The development team is essentially split into three distinct sections; software, hardware, and test and integration. Each section will have a team lead responsible for the progress and resource distribution assigned to that particular area. Each section lead reports directly to the development team lead, which is responsible for coordinating all development activities, and insuring timely completion of all activities. The
Allen, Augurson, Gamboa, Harris, Snyder development team lead, in accordance to direction from the program manager, will also allocate resources and move personnel if necessary. The final level of the organization chart shows the technical personnel involved in the program. The software team will consist of a skilled database programmer, with experience in
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software process development, and an application support engineer, responsible for the installation and running of all necessary software applications. The primary function of the hardware lead is to insure that all necessary computer and electronic hardware is installed correctly, and functioning according to specifications. A technician will be assigned to install and test the hardware. The third segment of the development team is test and integration. A qualified electronic/system test engineer and technician will support test and integration. The organizational structure is designed to maximize efficient use of the skills of the technical staff while providing the necessary skills to design and implement this project. Effective communication is very important in order for this to be successful, and the leadership and team structure has been organized accordingly.
Automated Data Transmission System Project Organization Chart
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Task/Responsibility Matrix The following diagram lists Statement Of Work (SOW) duties assigned to each of the members of this project. This chart represents the matrix of tasks and responsibilities, and the
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individuals that are necessary to perform these duties. The number scheme is the same one used for Work Breakdown Structure, which is used to identify similar processes.
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<Task Responsibility Matrix Diagram Here>
Work Breakdown Structure The Work Breakdown Structure (WBS) of this project is demonstrated in two methods. An outline shows all work details in a simple text display. This is used to summarize the required
Allen, Augurson, Gamboa, Harris, Snyder tasks in a step-by-step fashion. Following the outline, a graphical representation is given in the form of a hierarchy chart. The numbering scheme used in the WBS graphical chart is the same one used in the WBS outline, the Gantt chart, and Task/Responsibility Matrix. The following outline describes the details for the Work Breakdown Structure (WBS) of this project in outline format. It describes all task involved in creating an automated data transmission system.
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Automated Data Transmission System WBS Outline 1.0 Analyze 1.1 Current Process 1.1.1 Question operators 1.1.2 Question customers 1.1.3 Determine problem 1.2 Propose Solution 1.2.1 Desired outcome 1.2.2 Outline solution 1.2.3 Solution requirements 2.0 Design 2.1 Hardware 2.1.1 Determine needs 2.1.2 Block diagram of needs 2.2 Software 2.2.1 Electronic Mail filter 2.2.1.1 Define constraints 2.2.2 Conversion process 2.2.3 Web Pages 2.2.3.1 Design web layout 2.2.3.2 Document web configuration 2.2.4 Database 2.2.4.1 Define data 2.2.4.2 Define reports
3.0 Implement 3.1 Purchase Hardware 3.1.1 Printer 3.1.2 STU-III 3.1.3 Secure Fax machine 3.1.4 Database server
Allen, Augurson, Gamboa, Harris, Snyder 3.1.5 Web server Build Software 3.2.1 Electronic mail filter 3.2.2 Electronic mail conversion script 3.2.3 Web pages 3.2.4 Database Install and Test 3.3.1 Hardware 3.3.1.1 Printer 3.3.1.2 STU-III 3.3.1.3 Secure Fax machine 3.3.1.4 Database Server 3.3.1.5 Web Server 3.3.2 Software 3.3.2.1 Electronic mail filter 3.3.2.2 Electronic mail conversion script 3.3.2.3 Web pages 3.3.2.4 Database Walk through of process Deliver Product
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3.2
3.3
3.4 3.5
4.0 Support 4.1 Write standard operating procedures 4.2 Write maintenance contract 4.3 Train users Automated Data Transmission System WBS Diagram The following chart represents the work breakdown structure outline describing all task involved in creating an automated data transmission system. Due to its size, the chart is split into two separate diagrams. The first diagram shows details for the first two major items listed on the hierarchy chart. The second diagram illustrates last two major items in this chart, and the dotted boxes refer to items detailed on the other chart.
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Automated Data Transmission System
1.0 Analyze
2.0 Design
3.0 Implement Continued on pg.2
4.0 Support Continued on pg.2
1.1 Current Process
1.2 Proposed Solution
2.1 Hardware
2.2 Software
1.1.1 Question operators 1.1.2 Question customers 1.1.3 Determine problems
1.2.1 Desired outcome 1.2.2 Outline solution 1.2.3 Solution requirements
2.1.1 Determine needs 2.1.2 Block diagram of needs
2.2.1 Electronic mail filter
2.2.2 Conversion process 2.2.3 Web Pages 2.2.4 Database
2.2.1.1 Define constraints
2.2.3.1 Design web layout 2.2.3.2 Document web configuration
2.2.4.1 Define data 2.2.4.2 Define reports
Automated Data Transmission System
1 1.0 Analyze Continued on pg.1 2.0 Design Continued on pg.1 3.0 Implement 4.0 Support
3.1 Purchase hardware
3.4 Walk through of process 3.2 Build software 3.3 Install and Test
3.5 Deliver product
4.1 Write SOP 4.2 Write maintenance contract 4.3 Train users
3.1.1 Printer 3.1.2 STU-III 3.1.3 Secure fax machine 3.1.4 Database server 3.1.5 Web server
3.2.1 Electronic mail filter 3.2.2 Electronic mail conversion script 3.2.3 Web Pages 3.2.4 Database
3.3.1 Hardware
3.3.2 Software
3.3.1.1 Printer 3.3.1.2 STU-III 3.3.1.3 Secure fax machine 3.3.1.4 Database server 3.3.1.5 Web server
3.3.2.1 Electronic mail filter 3.3.2.2 Electronic mail conversion script 3.3.2.3 Web pages 3.3.2.4 Database
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Allen, Augurson, Gamboa, Harris, Snyder Project Reporting
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Each Tuesday at 9 a.m., throughout the duration of the project, the project team will meet in the corporate conference room to analyze the project status. Between meetings, the project manager will deliver project updates via e-mail to the applicable staff members. Some verbal communication will be utilized for minor routine project tasks and to establish contingency plans in the event of an emergency situation
Project Schedule This section of the ADTS proposal addresses the project schedule. The following Gantt chart depicts the planned schedule for all of the tasks in this project that were outlined in the work breakdown structure. Total project length is planned for 48 days and will be divided into four distinct phases. This will insure that every task within the program is accounted for, and will enhance project management and control. The four stages of the plan encompass an Analyze Situation (11 days), Design Solution (8 days), Implement Solution with testing (20 days), and the Support stage (9 days). Tasks have been planned to occur concurrently as much as possible within the framework of the project team structure. Dependencies are shown on the Gantt chart as links, and the critical path is highlighted in red. The design phase is planned in the most efficient manner possible, utilizing the three separate development teams of hardware, software, and test. This allows completion of design activities in only 8 days. Milestones are shown at the end of each project stage to enable project tracking. Pending approval the project is scheduled to begin on Monday February 11th and finish on Wednesday April 17th.
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<Insert Gantt Chart Page 1 Here>
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<Insert Gantt Chart Page 2 Here>
Allen, Augurson, Gamboa, Harris, Snyder Baseline Summary
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The baseline for the Automated Data Transmission System (ADTS) project is explained in detail in the following documents, which include; a detailed Budget Report; a full Cost Plan schedule produced in Microsoft Excel, and the Gantt chart, with resource allocation as shown in the previous section. These documents allow project management to effectively track progress of individual assignments that pertain to the successful completion of this project. The format of the data is also organized to allow for effective budget management and coordination for funding between the Project Manager and the Development Team Leads. Every task associated with the program has been allocated a relevant resource in terms of labor (work resource) or material (hardware resource). The costs of individual tasks are sorted from most expensive to least expensive on the Gantt budget schedule. Upon completion of the Budget Report, a detailed cost breakdown spreadsheet will be created which will indicate funding for tasks extended throughout the allocated time for the assignment. The Gantt schedule provides an immediate snapshot of the Manager’s resource allocation and anticipated progress through the project. The critical path is identified in red so that closer attention can be given to tasks that have a direct impact on the project finish date. The budget sheet will allow the Project Manager to allocate funds accordingly to his team leads. The Excel cost plan further assists management in determining exactly when funds need to be released and can be used in accordance with the Gantt chart to identify any budget overruns. The summary worksheet details the total funds required for each major sub-task and when those funds need to be released.
Allen, Augurson, Gamboa, Harris, Snyder This documentation is intended to provide an accurate management tool that can be used
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and reviewed during the important weekly project communication meetings. The team now has a baseline for the project that the Project Manager can use to determine progress, successes, failures, and any potential barriers to the development and deployment of this system.
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<Gantt Chart Budget Report Here>
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<Cost Plan Excel Chart Page 1 Here>
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<Cost Plan Excel Chart Page 2 Here>
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<Cost Plan Excel Chart Page 3 Here>
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<Cost Plan Excel Chart Page 4 Here>
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<Cost Plan Excel Chart Page 5 Here>
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Performance Measurement When measuring performance, there are many variables to consider. All of the major variables can be identified as milestones on the Gantt charts presented as the project schedule. The project manager will closely follow the progress of the project utilizing these Gantt charts as a tool in charting the performance of the project. Every milestone on the Gantt chart indicates a significant portion of the overall completed project. In the event of delays or setbacks, the project manager will have to call a meeting with his managers to create a new plan to get the project back on schedule. This portion of the project is especially crucial if the critical path is affected. The project manager should present a weekly progress report that indicates the percentage of the project that has been completed. When the percentile is out of an acceptable range, the project manager should be able to devise a plan to bring the project back within acceptable tolerances.
Performance Evaluation and Reporting The project manager will conduct a check on a weekly basis, figuring the actual cost of work performed, the budgeted cost of work performed, and the budget at completion. The project manager will be in charge of converting this data into useful information. For example, the Cost Performance Index and Scheduled Performance Index are used to compare budget and work completed. To estimate the cost performance index, the project manager will divide the budgeted cost of work performed by the actual cost of work performed. The scheduled performance index can be estimated by dividing the budgeted cost of work performed by the budgeted cost of work scheduled. The project manager will also be in charge of tracking numbers by building an Earned Value Table. When a portion of the project is completed, an earned value for that portion of the project is credited. If the project is on schedule, the costs of work performed will be equal to the
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budgeted cost of work scheduled. If there are any scheduled or cost variances, the project manager can forecast the cost to completion and the cost at completion. With this information, the project manager can communicate to upper management and to the consumer. Through these weekly briefings, all the variable factors can be assessed, and if corrective action is necessary, it can be made without affecting the project cost at completion.
Project Termination The project will have met all of its objectives when all of the tasks are complete. The project manager must conduct a post-audit to justify that all vendors have been paid; this may include closing all accounts connected with the project. The project manager will then prepare a report stating that the project was a success because it was completed on time and under budget. This report will also include a termination checklist. The checklist should include account balances, closure of accounts, and notification of project termination to all stakeholders in the project. A list of employees that need to be reassigned may also be necessary. This will be helpful for a timely and effective transfer. Once all of this is complete, the project can be officially terminated.
Summary of Lessons Learned In the development of the project management plan, the concept of failures within the plan evolved. These failures need to be recognized and dealt with in an appropriate manner. The major contributors to project failure are as follows: A) The project management model is inadequate. It does not fit the objectives and environment, and does not receive support from top management.
Allen, Augurson, Gamboa, Harris, Snyder B)
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If the project manager fails to properly utilize basic management skills, the success of the project would be in jeopardy.
C)
Failure to fully define project goals and the use of vague wording will lead to poor estimations of time and resources. In turn, the project will go through various changes during its life cycle.
D)
Failures in planning and controlling the project will occur if all members of the team are not engaged in the communication loop.
Eliminating the above failures will not guarantee success of the project, but will greatly enhance the opportunity for a successful project.
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Introduction This document details the Automated Data Transmission System proposal that has been developed by the Eastside Network Development Team, consisting of Graham Allen, T. Augurson, Joe Gamboa, James Harris, and Scot Snyder. This system that has been developed will provide an efficient, secure, automated, and cost saving solution to the present data transmission system. Background Eastside Network Development Team is a consulting agency that provides analysis, design, development, and maintenance services involving hardware and/or software for virtually any information system. Currently, Eastside maintains contracts and service agreements with several military and government agencies, including existing service contracts with the 12 Air Force. Due to the nature and sensitivity of data these military and government contracts comprise, all employees of Eastside require thorough background checks and are required to qualify for a security clearance appropriate to the project that is assigned to them. The 12 Air Force A2 gathers intelligence data from unmanned aircraft that fly over various locations around the world. Data gathered from these aircraft are used for logistical purposes for several sectors throughout the government. This data is transmitted in the form of email messages. Users of this system must sort relevant messages and manually type this data into a report. This
Allen, Augurson, Gamboa, Harris, Snyder report is then printed and secure-faxed to a mobile command center. The current process is very inefficient, time-consuming, and often produces inaccurate information since data must be manually entered into the preformatted report.
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Because this process needs to be performed constantly, a team of individuals is required to process this data. At this time, there are five people that work on this assignment. Several major problems with the current process have motivated the Air Force to develop a solution. The main issue includes the time required to process and deliver these reports, as well as validity of these documents due to mistyped information. Processing these reports is very time-consuming and labor-intensive. To produce a finished report, email messages must be manually filtered for relevant data. Then, data is copied and manually typed into another report. This manual process often produces inaccurate records resulting in unusable information. Automating this process will eliminate steps that cause this imprecision. Another issue concerns the way these reports are delivered. At this time, only a secure facsimile is sent after the data is processed, but alternative delivery methods have been suggested to enhance distribution of these documents. The last major issue occurs is when one of these individuals is out sick, or takes vacation. Due to the inadequate number of individuals assigned to this responsibility, nonattendance strains the rest of the team. These reports must be processed constantly, so when one member is absent, the others must fill in and work beyond their normal schedule. The purpose of the project is to decrease time and man-hours necessary to perform these duties, while increasing security. There are several obstacles that make this request problematic. These reports contain classified material, which cannot be sent over regular networks (i.e. phone lines, email, facsimile, etc…) without some sort of protection or encryption. The original data source is from various military aircraft operating throughout the world that are constantly
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transmitting data. It is not possible to change the method of receipt, as it is necessary to utilize the existing secure email intranet network. The command center receiving the secure facsimile is mobile, and is never in the same location for a long period of time. The method of secure facsimile transmissions must remain intact.
Project Objectives The objective of this assignment is to develop a cost-saving, efficient, and secure solution to the current data processing situation. This will incorporate an increase in security, elimination of erroneous data entries, decrease man-hours required to process these reports, and provide alternative reporting methods. Once this project is implemented, reporting will be automated and will require very little user intervention. This will eliminate the need for a team to process this information twenty-four hours a day. The current team of five users will be downsized to two users, and the remaining individuals may be reassigned to other critical projects within the 12th Air Force. This elimination of personnel will cut costs, and save more than the amount of the cost of this project in the first year of usage. Upgraded facsimile machines will transmit these documents more rapidly, and will provide a higher level of security. Alternative reporting methods will provide the latest and most current data to recipients in the form of automatic printing, and accurate intranet web page easily accessible to appropriate users within the secured Local Area Network. The 12 Air Force A2 Division has hired Eastside Network Development Team to create a solution to this problem, and has established a $40,000 target budget for successful completion of this project. One risk that may hinder the completion of this project is the installation of the upgraded facsimile machine in the mobile command center. The hardware technician assigned to this
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project must rendezvous with this vehicle at a scheduled time and location in order to perform this installation and test its usage. Once this step is complete, all other modifications will be performed at this location. Another risk that may affect this project is the dependency of newly ordered hardware to be delivered in a timely manner. If this new hardware is not received at the proper time, segments of this project will be unable to complete assigned tasks in the allocated time. This delay will ultimately affect the entire project.
Mission and Goals of Project Existing LAN based computers will be utilized to receive incoming data transmissions in email format from the aircraft. As has been noted, these emails are too voluminous to be sorted manually. Software will be developed and implemented that will automatically receive the incoming data and filter what is necessary for this location. Intervention from the user will be dramatically reduced. Once the email messages have been sorted, the goal is to automatically update a database, then organize, analyze, and generate reports defined by the project manager and the 12th Air Force liaison representative. A data conversion system will be designed and implemented that will convert and import the sorted email data into a format that is compatible the database. This data will be initially converted into a text file, and then organized and reformatted as necessary by the database. A new computer will be setup on the secure network to perform all data conversions and importation, provide user interface for report generation, and function as the database server. Additional user utilities will be added to the database to allow for customized searches and regeneration of data reports as necessary. The database development is the core feature of the automated report generation. It is proposed that once again, user interface will be minimal or non-
Allen, Augurson, Gamboa, Harris, Snyder existent, as opposed to the current system that requires constant attention, and is very manually labor intensive. The final stage of this design will solve the main issue of secure data transmission. A three-tiered plan is being proposed that can be altered depending upon budget constraints. The first item is an upgraded secure facsimile system, which will replace current hardware. This solution includes a new secure telephone and facsimile unit for both sender and receiver. Upgrading this hardware allows faster data transmissions and provides more security than the existing hardware. A second output option will be to update a web page at regular intervals located on the existing secure intranet for internal use only. This will provide easily accessible reports to intelligence officials in a timely manner. A new web server will be installed on this network to facilitate automatic web page updates.
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The third transmission option will send the material to an external, but secure, printer. One of the automated reports will be printed to this printer not attached to the database server. A new printer will be purchased that will contain a network card to allow it to function without a dedicated server. This report will be printed automatically at regular intervals to be determined by the project manager.
Project (Plan) Approach The project will be structured and developed, in a manner that is consistent with achieving all of the aforementioned goals, allowing the proposal to be implemented within the required
Allen, Augurson, Gamboa, Harris, Snyder budget and time constraints. Focus will be given to all areas that directly impact the timely development of the project.
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The sponsoring body is the 12th Air Force A2 division. They will oversee all aspects of the ongoing project and monitor its development, from problem definition through to implementation and maintenance. This division of the Air Force has employed the services of East Side Network Developing to solve this problem. A project manager employed with East Side Network Developing will report directly to the military management and a military liaison will be assigned to insure communication is maintained at all times. Eastside is not responsible for any wages accrued by the military liaison, but will provide all other labor required to complete this project. Details of the project management and technical staff structure are detailed in the next section. Eastside Network Developing is responsible for providing leadership and technical personnel for this project. Continuous monitoring of development activities will be necessary so that all tasks and sub-tasks are completed on time, and any potential delays to the proposed schedule can be avoided. Should problems occur, it is the project manager’s responsibility to work with the team leads to keep any negative impact to a minimum. The technical staff of engineers and technicians specializing in their respective fields will complete software development, hardware installation, and integration. A team lead will be assigned to each key area to insure that progress is made according to the planned schedule. Continuous feedback from all departments is mandatory, and emphasis will be placed on constant communication between the team leads and the project manager. The manager will oversee all aspects of the program and monitor budget levels accordingly. By creating a dynamic team environment committed solely to the development and integration of the new process, this program will be implemented on time and within budget.
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Project (Plan) Organization This section identifies the team members that will be involved in every aspect of completing this project. Included on the following page is the graphical depiction of the full project organization chart. The sponsoring body is the 12 Air Force A2, and they will oversee every phase of the project development. The project manager will report directly to the Air Force command, on all issues relating to schedule, budget, and process issues. The project manager will also answer any questions or issues raised by the military during this program. To enable a smooth transition of the process upon its completion to military management, a military liaison will be assigned to assist the project manager and the development teams. This is indicated on the organization chart as the Tech Sergeant. The program manager will have prior experience in project development and implementation and will focus on effective communication between the development teams and the sponsoring body. An administrative assistant will be assigned to the project manager throughout this project to assist with clerical and general support functions. There are a total of three management/leadership positions in the proposed organization. The second level will consist of a development team lead. The development team is essentially split into three distinct sections; software, hardware, and test and integration. Each section will have a team lead responsible for the progress and resource distribution assigned to that particular area. Each section lead reports directly to the development team lead, which is responsible for coordinating all development activities, and insuring timely completion of all activities. The
Allen, Augurson, Gamboa, Harris, Snyder development team lead, in accordance to direction from the program manager, will also allocate resources and move personnel if necessary. The final level of the organization chart shows the technical personnel involved in the program. The software team will consist of a skilled database programmer, with experience in
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software process development, and an application support engineer, responsible for the installation and running of all necessary software applications. The primary function of the hardware lead is to insure that all necessary computer and electronic hardware is installed correctly, and functioning according to specifications. A technician will be assigned to install and test the hardware. The third segment of the development team is test and integration. A qualified electronic/system test engineer and technician will support test and integration. The organizational structure is designed to maximize efficient use of the skills of the technical staff while providing the necessary skills to design and implement this project. Effective communication is very important in order for this to be successful, and the leadership and team structure has been organized accordingly.
Automated Data Transmission System Project Organization Chart
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Task/Responsibility Matrix The following diagram lists Statement Of Work (SOW) duties assigned to each of the members of this project. This chart represents the matrix of tasks and responsibilities, and the
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individuals that are necessary to perform these duties. The number scheme is the same one used for Work Breakdown Structure, which is used to identify similar processes.
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<Task Responsibility Matrix Diagram Here>
Work Breakdown Structure The Work Breakdown Structure (WBS) of this project is demonstrated in two methods. An outline shows all work details in a simple text display. This is used to summarize the required
Allen, Augurson, Gamboa, Harris, Snyder tasks in a step-by-step fashion. Following the outline, a graphical representation is given in the form of a hierarchy chart. The numbering scheme used in the WBS graphical chart is the same one used in the WBS outline, the Gantt chart, and Task/Responsibility Matrix. The following outline describes the details for the Work Breakdown Structure (WBS) of this project in outline format. It describes all task involved in creating an automated data transmission system.
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Automated Data Transmission System WBS Outline 1.0 Analyze 1.1 Current Process 1.1.1 Question operators 1.1.2 Question customers 1.1.3 Determine problem 1.2 Propose Solution 1.2.1 Desired outcome 1.2.2 Outline solution 1.2.3 Solution requirements 2.0 Design 2.1 Hardware 2.1.1 Determine needs 2.1.2 Block diagram of needs 2.2 Software 2.2.1 Electronic Mail filter 2.2.1.1 Define constraints 2.2.2 Conversion process 2.2.3 Web Pages 2.2.3.1 Design web layout 2.2.3.2 Document web configuration 2.2.4 Database 2.2.4.1 Define data 2.2.4.2 Define reports
3.0 Implement 3.1 Purchase Hardware 3.1.1 Printer 3.1.2 STU-III 3.1.3 Secure Fax machine 3.1.4 Database server
Allen, Augurson, Gamboa, Harris, Snyder 3.1.5 Web server Build Software 3.2.1 Electronic mail filter 3.2.2 Electronic mail conversion script 3.2.3 Web pages 3.2.4 Database Install and Test 3.3.1 Hardware 3.3.1.1 Printer 3.3.1.2 STU-III 3.3.1.3 Secure Fax machine 3.3.1.4 Database Server 3.3.1.5 Web Server 3.3.2 Software 3.3.2.1 Electronic mail filter 3.3.2.2 Electronic mail conversion script 3.3.2.3 Web pages 3.3.2.4 Database Walk through of process Deliver Product
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3.2
3.3
3.4 3.5
4.0 Support 4.1 Write standard operating procedures 4.2 Write maintenance contract 4.3 Train users Automated Data Transmission System WBS Diagram The following chart represents the work breakdown structure outline describing all task involved in creating an automated data transmission system. Due to its size, the chart is split into two separate diagrams. The first diagram shows details for the first two major items listed on the hierarchy chart. The second diagram illustrates last two major items in this chart, and the dotted boxes refer to items detailed on the other chart.
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Automated Data Transmission System
1.0 Analyze
2.0 Design
3.0 Implement Continued on pg.2
4.0 Support Continued on pg.2
1.1 Current Process
1.2 Proposed Solution
2.1 Hardware
2.2 Software
1.1.1 Question operators 1.1.2 Question customers 1.1.3 Determine problems
1.2.1 Desired outcome 1.2.2 Outline solution 1.2.3 Solution requirements
2.1.1 Determine needs 2.1.2 Block diagram of needs
2.2.1 Electronic mail filter
2.2.2 Conversion process 2.2.3 Web Pages 2.2.4 Database
2.2.1.1 Define constraints
2.2.3.1 Design web layout 2.2.3.2 Document web configuration
2.2.4.1 Define data 2.2.4.2 Define reports
Automated Data Transmission System
1 1.0 Analyze Continued on pg.1 2.0 Design Continued on pg.1 3.0 Implement 4.0 Support
3.1 Purchase hardware
3.4 Walk through of process 3.2 Build software 3.3 Install and Test
3.5 Deliver product
4.1 Write SOP 4.2 Write maintenance contract 4.3 Train users
3.1.1 Printer 3.1.2 STU-III 3.1.3 Secure fax machine 3.1.4 Database server 3.1.5 Web server
3.2.1 Electronic mail filter 3.2.2 Electronic mail conversion script 3.2.3 Web Pages 3.2.4 Database
3.3.1 Hardware
3.3.2 Software
3.3.1.1 Printer 3.3.1.2 STU-III 3.3.1.3 Secure fax machine 3.3.1.4 Database server 3.3.1.5 Web server
3.3.2.1 Electronic mail filter 3.3.2.2 Electronic mail conversion script 3.3.2.3 Web pages 3.3.2.4 Database
2
Allen, Augurson, Gamboa, Harris, Snyder Project Reporting
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Each Tuesday at 9 a.m., throughout the duration of the project, the project team will meet in the corporate conference room to analyze the project status. Between meetings, the project manager will deliver project updates via e-mail to the applicable staff members. Some verbal communication will be utilized for minor routine project tasks and to establish contingency plans in the event of an emergency situation
Project Schedule This section of the ADTS proposal addresses the project schedule. The following Gantt chart depicts the planned schedule for all of the tasks in this project that were outlined in the work breakdown structure. Total project length is planned for 48 days and will be divided into four distinct phases. This will insure that every task within the program is accounted for, and will enhance project management and control. The four stages of the plan encompass an Analyze Situation (11 days), Design Solution (8 days), Implement Solution with testing (20 days), and the Support stage (9 days). Tasks have been planned to occur concurrently as much as possible within the framework of the project team structure. Dependencies are shown on the Gantt chart as links, and the critical path is highlighted in red. The design phase is planned in the most efficient manner possible, utilizing the three separate development teams of hardware, software, and test. This allows completion of design activities in only 8 days. Milestones are shown at the end of each project stage to enable project tracking. Pending approval the project is scheduled to begin on Monday February 11th and finish on Wednesday April 17th.
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<Insert Gantt Chart Page 1 Here>
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<Insert Gantt Chart Page 2 Here>
Allen, Augurson, Gamboa, Harris, Snyder Baseline Summary
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The baseline for the Automated Data Transmission System (ADTS) project is explained in detail in the following documents, which include; a detailed Budget Report; a full Cost Plan schedule produced in Microsoft Excel, and the Gantt chart, with resource allocation as shown in the previous section. These documents allow project management to effectively track progress of individual assignments that pertain to the successful completion of this project. The format of the data is also organized to allow for effective budget management and coordination for funding between the Project Manager and the Development Team Leads. Every task associated with the program has been allocated a relevant resource in terms of labor (work resource) or material (hardware resource). The costs of individual tasks are sorted from most expensive to least expensive on the Gantt budget schedule. Upon completion of the Budget Report, a detailed cost breakdown spreadsheet will be created which will indicate funding for tasks extended throughout the allocated time for the assignment. The Gantt schedule provides an immediate snapshot of the Manager’s resource allocation and anticipated progress through the project. The critical path is identified in red so that closer attention can be given to tasks that have a direct impact on the project finish date. The budget sheet will allow the Project Manager to allocate funds accordingly to his team leads. The Excel cost plan further assists management in determining exactly when funds need to be released and can be used in accordance with the Gantt chart to identify any budget overruns. The summary worksheet details the total funds required for each major sub-task and when those funds need to be released.
Allen, Augurson, Gamboa, Harris, Snyder This documentation is intended to provide an accurate management tool that can be used
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and reviewed during the important weekly project communication meetings. The team now has a baseline for the project that the Project Manager can use to determine progress, successes, failures, and any potential barriers to the development and deployment of this system.
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<Gantt Chart Budget Report Here>
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<Cost Plan Excel Chart Page 1 Here>
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<Cost Plan Excel Chart Page 2 Here>
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<Cost Plan Excel Chart Page 3 Here>
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<Cost Plan Excel Chart Page 4 Here>
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<Cost Plan Excel Chart Page 5 Here>
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Performance Measurement When measuring performance, there are many variables to consider. All of the major variables can be identified as milestones on the Gantt charts presented as the project schedule. The project manager will closely follow the progress of the project utilizing these Gantt charts as a tool in charting the performance of the project. Every milestone on the Gantt chart indicates a significant portion of the overall completed project. In the event of delays or setbacks, the project manager will have to call a meeting with his managers to create a new plan to get the project back on schedule. This portion of the project is especially crucial if the critical path is affected. The project manager should present a weekly progress report that indicates the percentage of the project that has been completed. When the percentile is out of an acceptable range, the project manager should be able to devise a plan to bring the project back within acceptable tolerances.
Performance Evaluation and Reporting The project manager will conduct a check on a weekly basis, figuring the actual cost of work performed, the budgeted cost of work performed, and the budget at completion. The project manager will be in charge of converting this data into useful information. For example, the Cost Performance Index and Scheduled Performance Index are used to compare budget and work completed. To estimate the cost performance index, the project manager will divide the budgeted cost of work performed by the actual cost of work performed. The scheduled performance index can be estimated by dividing the budgeted cost of work performed by the budgeted cost of work scheduled. The project manager will also be in charge of tracking numbers by building an Earned Value Table. When a portion of the project is completed, an earned value for that portion of the project is credited. If the project is on schedule, the costs of work performed will be equal to the
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budgeted cost of work scheduled. If there are any scheduled or cost variances, the project manager can forecast the cost to completion and the cost at completion. With this information, the project manager can communicate to upper management and to the consumer. Through these weekly briefings, all the variable factors can be assessed, and if corrective action is necessary, it can be made without affecting the project cost at completion.
Project Termination The project will have met all of its objectives when all of the tasks are complete. The project manager must conduct a post-audit to justify that all vendors have been paid; this may include closing all accounts connected with the project. The project manager will then prepare a report stating that the project was a success because it was completed on time and under budget. This report will also include a termination checklist. The checklist should include account balances, closure of accounts, and notification of project termination to all stakeholders in the project. A list of employees that need to be reassigned may also be necessary. This will be helpful for a timely and effective transfer. Once all of this is complete, the project can be officially terminated.
Summary of Lessons Learned In the development of the project management plan, the concept of failures within the plan evolved. These failures need to be recognized and dealt with in an appropriate manner. The major contributors to project failure are as follows: A) The project management model is inadequate. It does not fit the objectives and environment, and does not receive support from top management.
Allen, Augurson, Gamboa, Harris, Snyder B)
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If the project manager fails to properly utilize basic management skills, the success of the project would be in jeopardy.
C)
Failure to fully define project goals and the use of vague wording will lead to poor estimations of time and resources. In turn, the project will go through various changes during its life cycle.
D)
Failures in planning and controlling the project will occur if all members of the team are not engaged in the communication loop.
Eliminating the above failures will not guarantee success of the project, but will greatly enhance the opportunity for a successful project.
