Design and implement a new call-tracking system.
Design and implement a new call-tracking system on October 20, 2008 for $200,000
The project is currently on pace to implement the call-tracking system on November 2, 2008 for $209,000.
- Initial delays getting the project started and getting user approval of story specifications have been absorbed and are reflected in this schedule. User stories have all been approved.
- The projected budget increase reflects overtime in early September to regain lost time as well as expedite charges to accelerate delivery of hardware originally slated for October delivery.
- Data conversion went more smoothly than anticipated and is complete, eliminating the risk of schedule delays due to conversion issues.
- Conversion was completed ahead of schedule on 9/10.
- Hardware was made available early to support conversion.
- Current plans suggest production implementation 11/02 and project completion 11/20 versus the baseline values of 10/20 and 11/08.
- Overtime costs exceeded expectations in September in an attempt to regain time lost due to delays getting user stories approved. Overtime expenses were partially offset by savings from early completion of the data conversion. The net increase in project costs is estimated at $4,000.
- A one-time charge of $2,000 was incurred to expedite delivery and set up production hardware in order to support conversion efforts.
- Initial experience with the journaling feature suggests that it will be more complex than anticipated. Estimated cost of additional complexity $3,000.
- The initial budget of $200,000 did not include integration of the product with the organization's disaster recovery plan. A change order for $5,000 has been submitted to address this oversight (not included in figures below).
- Current projections suggest the final project cost will be $209,000 rather than the approved $200,000. The project is currently expected to remain within its 10 percent ($20,000) change budget.
- Data conversion has been completed.
- Change orders have been submitted for three user stories beyond the original fifty envisioned for the project. One of these stories accounts for disaster recovery and is likely not optional (it was an omission from the original charter). The other two represent simple reports identified during a joint design session (will be discussed as part of change management below).
- The data throughput/performance observed during data conversion exceeded requirements, validating the capability of the proposed production hardware configuration.
- Testing issues identified to date are being resolved promptly and do not suggest significant quality problems.
DB V11 and the Twonky
Need upgrade to
Issue discussed with
steering committee. Preferred approach is 4. Operations will explore
implications of early V11 implementation.
|The initial project
charter and plans omitted integration of the production system with
existing disaster recovery plans and procedures (see change order
The initial project
Two reports for CSD
The initial project
charter assumed that five reports would be required to support
production implementation of the Alpha system. During user design
sessions, two additional reports have been identified that would help
the customer service department better manage their workload. This
change order amends the charter to include the two additional stories
required to implement these reports and would authorize $2,000 from the
change budget to pay for this work. The schedule impact is expected to
be one to two days if this change is approved before October 1.
2008.09.12 - Opened
The implementation of
2008.09.15 - Opened
If the implementation
schedule expands beyond 11/15, the resource impact will become severe
and may jeopardize successful implementation due to operations,
applications, and contractor schedules.
Expected differences in
the data model between the existing call-tracking system and Alpha make
the cost and schedule estimates for the conversion unreliable and could
cause project cost and schedule issues
Apart from decisions related to change orders, there are no outstanding decisions awaiting steering committee action.
October 4 in Executive Conference Rm. 4 2:00pm