Project Plan Forecast
...ion and Help Begin in January 2006 Feedback Form User Training GVI Trainer All Work Source Staff Training Sessions & Materials March 2006 Pilot June 2006 – Government wide Face to Face and Feedback Form Status Presentations Project Director/ Project Managers Groups requesting status reports (e.g., ITSC, ISB, AISC, etc.) Presentation Ad hoc Face to Face Gov’t wide Teleconference Project Director/ Project Managers TBD Conference Call and Web page Twice a Month Friday mornings Program Managers Orientation & Demo Project Director/ Project Managers Local Level Program Managers Oral Briefing Meeting January 2006 Face to Face On-Site user Orientation and Demo Project Director/ Project Managers Local Program Managers, Front-Line staff Oral Briefing Meeting January 2006 Face to Face Business Team Meetings Project Staff Project Managers Business Staff Meeting Semi monthly Face to Face Technical Staff Meetings Project Staff Project Managers Technical Staff Meeting Semi monthly Face to Face Business/Tech Staff Coordination Meetings Project Staff Project Managers Business and technical staff Meeting Semi monthly Face to Face Time Forecast The project should be completed within six months to a year. A contingency plan was put in place to increase the time to completion by three additional months if problems arise that cause setback to the original plan. The availability of new information, such as unforeseeable costs, unpredictable benefits, or new application(s) of the project's product or service, can cause the end results to change. This should allow the team to identify issues earlier in the project and give us the leeway to make/take appropriate action that can lead to reduction in the financial impact of the project. A forecast of the time required to complete the project is reflected below: Communications Calendar Month Communications Event January 2006 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter Government wide Teleconference User Orientation Demos Project Manager Orientation Demos Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings February 2006 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter Business Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings March 2001 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings April 2006 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter User Training Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings May 2006 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter User Training Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings June 2006 GVI Implementation Project Status Report QA Status Report Best Practices Meetings GVI Implementation Newsletter User Training Team Meetings Technical Staff Meetings Business/Technical Staff Coordination Meetings Carefully managing the closure phase is as important as any other phase of the project. The major challenges are usually over. Getting the project manager and team members to wrap up the odds and ends of closing a project is sometimes difficult. If the project is suddenly canceled early, before completion, it may be judicious to seek someone other than the project manager to close out the project. In successful, completed projects, the project manager is the likely choice for closing down the project. . Project closure is the point of opportunity for an organization learning to improve future performance Audit Process Although every audit project is unique, the audit process is similar for most engagements and normally consists of four stages: Preliminary Review - in this phase the auditor gathers relevant information about the unit in order to obtain a general overview of operations. S/He talks with key personnel and reviews reports, files, and other sources of information; Fieldwork - concentrates on transaction testing and informal communications. It is during this phase that the auditor determines whether the controls identified during the preliminary review are operating properly and in the manner described by the client; Audit Report - the final report in which [auditors] express their opinions, present the audit findings, and discuss recommendations for improvements. To facilitate communication and ensure that the recommendations presented in the final report are practical, Internal Audit discusses the rough draft with the client prior to issuing the final report; and Follow-up Review - client response letter is reviewed and the actions taken to resolve the audit report findings may be tested to ensure that the desired results were achieved. All unresolved findings will be discussed in the follow-up report. The teams’ involvement is critical at each stage of the audit process. As in any special project, an audit results in a certain amount of time being diverted from the usual routine www.indiana.edu/iuaudit/~process.html. Budget Estimates The project will be completed under budget and time primarily because the supply time was shortened and ordering was done during a promotional period. Taking a “snapshot” of the project gave us a sense that delays were expected. However, slack time should accommodate the additional time required for installing the equipment. At the halfway mark of the project, 85 percent of the cost has been accounted with a high index of efficiency. The budget estimates for the project is as follows: Task Normal Time (Weeks) Minimum Time (Weeks) C Crash Cost (Per Phase) Line Connectivity 12 9 $100,000 Update Servers @ all location 6 5 $500,000 Windows NT server/workstation OS 9 8 $120,000 Test Pilot (3 dep’ts/agencies 6 5 $150,000 Fully Operational Extranet 12 10 $700,000 TOTAL 45 37 $1,470,000 Project Outcomes The planned costs and expected completion dates are the basis for the cost-schedule system for evaluating at mid-point completion (six months) of a one-year schedule derived from the worksheet above. EAC equals the estimated cost at completion and are accumulative. Status Report Status Actual and earned value Status at end of Six months Earned Value Rule Work Package Duration ES LF Slack BCWS 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr EAC Complete 1 0 2 1 2 2 2 2 Complete 1 3 8 6 2 12 2 not used 40 32 32 50% done 2 30 5 13 17 2 20 10 10 Not starte...