1. Sky High Donation Transport
Project Charter
INFO 461 – Information Systems Planning & Project
Management
Section 001
Corey M. Cross

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Table of Contents
I. Assignment Description.............................................................................................................3
II. Original Case Study Scenario and System Request ...............................................................3
III. Project Stakeholders ...................................................................................................................5
IV. Project Description....................................................................................................................11
V. Measureable Organizational Value (MOV)...........................................................................16
VI. Project Scope .............................................................................................................................17
VII. Project Schedule Summary......................................................................................................25
VIII. Project Budget Summary .........................................................................................................27
IX. Quality Issues ............................................................................................................................28
X. Resources Required ..................................................................................................................29
XI. Assumptions and Risks ............................................................................................................31
XII. Project Administration..............................................................................................................32
XIII. Executive Summary and Recommendations .........................................................................34
XIV. Acceptance and Approval ........................................................................................................34
XV. References..................................................................................................................................35
XVI. Glossary......................................................................................................................................35
XVII. Appendices.................................................................................................................................36

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Assignment Description
The Husky Air Pilot Angels project was a great learning experience. All members of Team X-
Men were an absolute pleasure to work with. Due to the demanding schedules of the team
members, we communicated with high frequency through conference calls, group text messaging,
emails, and in-person meetings when permissible. First, we would all read and understand the
assignments before each meeting for efficiency, then create individual projects from the
assignments. My main responsibilities were final spell and format checking, assignment
submissions, Work Breakdown Structures, the Risk Management Plan and the Earned Value
Analysis. Although we had individual core duties, we all took turns doing tasks as much as
possible. Overall, this project was an insightful and enjoyable adventure with zero conflict.
Original Case Study Scenario and System Request
Background
Husky Air opened for business in January 2008 when L. T. Scully and several other investors
pooled their life savings and secured a rather large loan from a Chicago bank. Located at DeKalb
Taylor Municipal Airport (DKB) in DeKalb, Illinois, Husky Air is a fixed base opera- tor (FBO)
facility that offers a full range of services to the growing demands for business and private aviation.
Currently, the company has 23 employees composed of pilots, mechanics, and office staff. As a
FBO, Husky Air provides:
 Business jet, propjet, helicopter, and propeller aircraft charter
 Refueling
 Airframe, engine, propeller, and avionics maintenance
 Aircraft rental
 Flight instruction
 Pilot supplies
Although FBOs at other airports offer similar services, Husky Air has been receiving increased
attention throughout the Midwest for its charter service, maintenance, and flight instruction.
Pilot Angels
In addition, Husky Air coordinates a charitable service called Pilot Angels. Working with
hospitals, health-care agencies, and organ banks, Husky Air matches volunteer private pilots,
willing to donate their time and aircraft, with needy people whose health-care problems require
them to travel to receive diagnostic or treatment services. In addition, Pilot Angels also provides
transportation for donor organs, supplies, and medical personnel. All flights are free of charge,

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and the costs are paid for by the volunteer pilots who use their own aircraft. The pilots who
volunteer for the Pilot Angels program need no medical training and offer no medical assistance.
The planes do not carry any medical equipment and do not have to accommodate any stretchers.
Patients, however, must be medically stable and able to enter and exit the aircraft with little or no
assistance. The Pilot Angels passengers typically travel to or from a hospital or clinic for diagnosis,
surgery, or some other treatment. Travel companions, such as a relative, friend, or nurse, are
common. Currently, a pool of pilot volunteers is kept in a file folder. If a hospital or person with
a medical or financial hardship contacts Husky Air, the name of the traveler, the destination,
dates/times, and the number of travel companions are requested. Because of limited weight
restrictions in small aircraft, the weights of the passengers and their luggage are needed as well.
After the initial information is provided, Husky Air contacts the volunteer pilots to determine their
availability. Although a volunteer pilot may be willing and avail- able for a Pilot Angels flight, the
plane may not have the range or weight-carrying requirements. This may be an inefficient use of
time since many pilots may have to be contacted until a pilot and suitable plane can be found.
Project Deliverables
Husky Air would like to have a computer-based system to keep track of all its Pilot Angels
volunteers. Basic information about the pilots may include their name, address, phone number,
and so forth, as well as their total hours, certifications, and ratings. Moreover, specific information
about a volunteer’s aircraft would be useful. Such information should include the type of plane,
aircraft identification number (called the N number), whether single or multi-engine, and its
capacity for carrying passengers and cargo. Some pilots own more than one plane. Husky Air also
wants to know more about the people, hospitals, clinics, and organ banks that request the Pilot
Angels service. In addition, they also would like basic information about the patients, their
passengers, and specific needs to help match volunteers with the request for transport. Finally,
Husky Air wants a list of all the Pilot Angels flights in order to recognize specific volunteers for
their contributions. This would include:
 The pilot who flew the flight
 The passengers onboard
 The plane that was used
 The total time of the flight
 The distance and destination of the flight
 The date and time of the flight
 The total fuel used

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Project Stakeholders
Team Charter
Team Name: X-Men
Team Members: Corey Cross
Zachary Krigelman
Harry Kalra
Team Mission Statement
To work together productively and efficiently on all assignments and produce high quality
results.
Team Core Values
Value Behavioral Example and counter Example (Please be specific)
Active Listening Listen to be engaged and to gain understanding, don’t listen as a means of
finding an opening to get your point across.
Honesty If a member is tasked with certain research or a section to write up and
given a date it needs to be done by, this task needs to be completed. I don’t
expect someone to give a perfect final copy, but at least come in with a
decent rough copy that can be added to and modified. If someone accepts a
task they should get it done and not lie or forget that they accepted this
task. Honesty is key, because to be an efficient and quality team we must
trust one another.
Responsiveness Members of the team must be available to one another. This part can be
most difficult for busy students, but it is necessary to have a team that can
talk to one another in a timely manner and actually get work done.
Pride Pride can be a valuable tool for a team. You want team members that will
put more the bare minimum of effort into their project. Members who will
do that little bit extra to have a truly good outcome. A team with good
pride will do their work not just for an okay grade, but will strive to have
something of value by the time they are done working. A team without
pride will merely skim through their task and seek to receive just a decent
grade.

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Respect Respect is key for good relations within any team. A respectful team
member listens and considers the work and opinions of their teammates,
shows up on time for meetings, and speaks to their peers in a mature
fashion. A disrespectful teammate is inconsiderate, fails to listen, and
shows up late for team gatherings.
Reliability Members of the team should all be trusted and counted on by one another.
It is this trust that makes assignments less stressful as members can focus
on their own individual duties. When everyone can count on one another,
consolidating data becomes a relatively easy task. A non-reliable team can
expect failures such as missed deadlines and incomplete assignments.
Strengths and Weaknesses
Team
Member
Strengths Hot Buttons Reactions under
stress
How you can help me
when any hot buttons are
pushed
Corey
Cross
Organizing events,
written
communication and
problem solving
Missed
deadlines
Complete tasks
by any means
possible
Express urgency when
deadlines are fastly
approaching
Harry
Kalra
Technical
experience
Showing up
late and not
calling
Limited attention
span
Show up to meetings on
time and if you cannot be
there, then call and let us
know
Zachary
Krigelman
Program platforms Missing
meetings
Accelerated work
speed, highly
focused
Allow me to solve problems
and delegate work as
needed

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Roles and Responsibilities
Name Roles and Responsibilities
Harry Kalra Analyst Gather requirements and analyze
business needs
Corey Cross Project Manager Manage team members, develop the
project plan, and be the primary point
of contact when people outside the
team have questions about the project
Zachary
Krigelman
Database Admin Design and layout database
structures.
Communication Matrix
Description Location Communication
Medium
Day Time Frequency
Team Status
Meeting
VCU In-Person/Conference
Bridge line
TBD TBD Weekly
Adhoc
Meetings
VCU Conference/Email TBD TBD As Needed
Team Communication Methods
Communication Need Agreed Mode of
Communication
Turnaround time (if
applicable)
General Logistics &
Coordination
After class discussion/email Within a day
Quick Question Text/email Within 30 minutes
Urgent Matter Phone call or text 30 minutes-1 hour
Personal Issue/Concern Email/text Within a day
Project Planning After class or meeting Within a day
Other Email/text Within a day

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Team Conflict Methods for Resolving Disagreement
Acceptable Behavior (in face to face, phone
and email situations)
Not Acceptable Behavior (in face to face,
phone and email situations)
Communicate with team members
respectfully
Interrupting the team member when he/she
is speaking or dismissing their opinions
Following through with all work assigned Asking or intimidating another team member
into doing their work
Process to be followed Accountability
Team Leader will meet with the offender to
discuss the offense and discuss ramifications
for their actions.
Offender should be made to apologize and
acknowledge their offense
Team member should have courage to report
a team member when they are not carrying
their own weight, they should report this
offense to the team leader. First offense, the
team lead should put the offender on
probation. Second offense removed from the
team.
Team member should be made to not only
complete their work, but also assist with the
work of the offendee.
Rules and Expectations
 Respect team members at all times
 Respect the opinions of others even when their opinions differ from your own
 Foster a team environment of inclusiveness and make sure each team member feels as though
their contributions to the team are valued
 We should not point fingers when we fall short. If one of us fall short in meeting a goal we
all fall short and we should work together to get us back on track. We should work as a team
at all times. Each success or failure will be reflected be the team as whole
 Be honest with positive feedback
 The conclusion to each meeting should end with a ‘next steps’ item. This will help us to
understand the next steps that we should take or identify an item that we need to follow-up
on for our next meeting
 All team members should contribute. The team should listen to all ideas, this will help to
foster a more creative team environment

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Code of Ethics
 Notify the team if you are going to be late or if you are unable to attend a scheduled meeting.
Many of us have jobs and this will happen on occasion, however we need to make sure all team
members are notified if other team members are unable to attend a meeting.
 Respect all team members
 Pull your own weight, don’t let other team members do the work that you were assigned and
you contribute nothing.
 Take responsibility.
Short Biographies
Zachary Krigelman - I am currently earning a Bachelor’s of Science in Information Systems at
VCU, while also working full time as a Warehouse Supervisor at RNDC. I have spent many years
in warehousing and believe that I will likely be seeking an IT position within this environment. I
currently am working on developing an Oracle based inventory system that coordinates with our
legacy systems including sales, warehouse activities, personnel labor management and HR. I am
highly driven to success and don’t often accept failures well. I never fully appreciated school until
turning to college. In my life I have learned mostly through self-instruction prior to attending VCU,
earning my Associates of Science in Networking and Business Administration through online
education forums. After graduating next spring, I plan on taking time off to embrace the
information I’ve learned and use it more in the field before continuing on to earn my MBA and a
Master’s of Science in Information Systems.
Harry Kalra - I work at Bell Techlogix as a desktop support analyst. I will be graduating from
VCU in December and would like to go into programming.
Corey Cross - I’m a full time student at Virginia Commonwealth University seeking a Bachelor
of Science degree in Information Systems with an expected graduation date of December 2017.
I’m also a full time employee for The Results Companies formerly known as TLK Group. I moved
up fast going from telephones sales, to order entry, to team lead, and finally, the IT department as
a billing systems credentials administrator and data analyst. While in order entry, I was assigned
a special project and management discovered my ability to write complex formulas in Microsoft
Excel. That’s how I ended up being promoted to the IT department before finishing my degree. I
have a love for technology and a great work ethic. Although I love school and I’m very proud of

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my accomplishments thus far, I am ready to graduate. Moving forward, I plan to go to graduate
school and get my Master’s degree at a slower part time pace.
Electronic Signatures
Zachary Krigelman
Corey Cross
Harry Kalra
*By submission of this document, we conclude that all team members agree and have signed
electronically.
Contact Information
Name Email Phone# (s) – Work/Home or Cell
Corey Cross crosscm2@vcu.edu Cell: (804) 398-3593
Zachary Krigelman krigelmanz@vcu.edu Cell: (804) 912-3130
Harry Kalra Kalrah2@vcu.edu Cell: (804) 304-3656

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Project Description
Husky Air operates a volunteer based program that provides the services of transporting medical
items or patients between locations. This service, while only providing minimal income, generates
a wide range of contacts for the organization to network with, and generates large amounts of
publicity. The patients who are flown to different hospitals in the area, are often unable to provide
payment for the transportation services provided. Therefore, these services often lead to charitable
donations that help support the company, such as additional volunteers.
At this time, Husky Air’s database of pilots and aircraft are disorganized. Often times when a
request comes in for transport, the office staff at Husky Air spends the majority of the available
time making multiple calls to locate a volunteer pilot that is available. Oftentimes, the end result
being is a pilot who doesn’t have a plane that is capable of meeting one or more of the requirements.
This lack of organization causes Husky Air to lose many volunteer opportunities and paid contract
services such as organ transport services.
Husky Air needs a network that will enable them to determine which pilots and planes are available
for use that meet the customer’s request. Locating pilots on standby often requires many phone
calls and a large quantity of time for the office staff. This system will allow for the Husky Air
team to do more, be faster, be better and limit costs for the organization. Team X-Men will develop
an information system for Husky Air that will allow their users to input the requirements for the
specified flights and return a list of available pilots who meet the specifications. Such requirements
include but are not limited to: pilot availability, plane engine size, weight restrictions, flight range,
etc. The system will also generate reports as needed that will display flight information and
volunteer information in order to recognize contribution levels.
Update:
6/8/16: Husky Air received an offer for donation from a very enthusiastic parent of a previous
rider. The promised donation will cover either 50% of all costs for the project, or $150,000,
whichever is greater.

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Learning Cycles
What we know What we think we know What we don’t know
Husky Air has activities
which it uses for its financial
income
The requirements to set up a
charitable flight
The quantity and types of
available resources such as
planes and volunteers
The medical charter service is
primarily for charity
The method of ordering
volunteer contributions
The managerial processes for
the charitable side of the
organization
Information types collected
about planes, pilots and
hospitals
Who is covering the costs for
the charitable flights
Action Plan
Who? Does what? By when?
Harry LC&AP Meeting, Project Resources and Costs 6/3/16 8:00PM
Corey LC&AP Meeting, Compensation Contract 6/3/16 8:00PM
Zach LC&AP Meeting, Measured Organizational Value 6/3/16 8:00PM
Metric
With customers as the primary focus, the new system will establish a good reputation for Husky
Air and increase the number of patients served by 30% over 1 year. For increased, efficient and
effective service, we propose that Husky Air initially increase the number of volunteer pilots by
15%. This decision is based on Husky Air’s current medical transport customer base and should
continue to grow as that customer base grows.
Time Frame
With more pilots, patients will immediately benefit from decreased response times. Response
times will be reduced by approximately 3 hours for all medical transportation service
requests. The new framework will address scheduling requirements by reducing associated
expenses by 25% within one year. The time and human resources needed for scheduling will be
dramatically reduced by 65%. This alone will absorb up to 70% of the project expense over the
first year, creating a breakeven point at fifteen months. Overall, this system will give Sky High

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the ability to increase customer satisfaction and increase its market share by an estimated 15% in
the next year.
Summary
Husky Air will be able to improve its operations by reducing scheduling time and accuracy. The
primary value of Husky Air’s new flight tracking system will be to increase the number of patients
served. Husky Air will have the capability to exact-match customer requests and coordinate flights
more effectively, thus reducing flight times and delays in transportation as well as missed
opportunities to service their customers. Consequently, scheduling costs and scheduling errors
will be dramatically reduced. The salary costs of associated personnel can then be reduced or
deleted and replaced with voluntary staff. Husky Air will be able track and generate reports of
pilot data, plane information, customer and service information. Husky Air will have a better
operational handle on its business allowing for a significant increase in customer service and
satisfaction.
Alternatives
A. Continue to use the current system and do nothing.
B. Use a packaged software. Team X-Men proposes the following solution: Flight Schedule Pro.
The Flight Schedule Pro meets all the requirements set forth by Husky Air.
C. Build a custom system using different tools. The system will be built down to the spec the way
Husky Air likes it.
About Flight Schedule Pro
Flight Schedule Pro is an integrated suite with the following features: Online Aircraft Scheduling,
Pilot Currency Tracking, Aircraft Maintenance, and Dispatching/Flight Recording,. The pricing
is based on the number of aircrafts, flight instructors, and simulators: 1 for $19 month, up to 10
for $49 per month, up to 30 for $74 per month and up to 50 for $149 per month. You can learn
more about Flight Schedule Pro at http://www.flightschedulepro.com/.
Total Cost of Ownership
There is a cost that is associated with every alternative. If Husky Air selects alternative 1, the cost
will be low. We estimate that the costs are at $400.00 per month If Husky Air selects alternative
2, the cost will rise. Husky Air will also need to purchase three workstations that will be networked

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to a server. The workstation that we propose is the Dell Inspiron 24 7000 Series for $999.00 for a
total of $2997. The server that we recommend is the PowerEdge T119 II Tower Server for $799.00.
Dell recommends the ProSupport Plus 3 year plan incase anything happens to the server. The cost
will be $257.00. We also estimate that it will cost $500 to train employees to use the workstations
and the server. If Husky Air selects alternative 3, they will still need to purchase the three
workstations and the server. For alternative 3, there will be an added cost for software developers
at $20,000.
Total Benefits of Ownership
After looking at the total cost of ownership, we can see that Husky Air will benefit if they select
option B. Their costs will be lower than if they decide to build their own system. In addition to the
financial benefits of ownership, the fringe benefits that the system offers with slight modification
will dramatically reduce the work required of the volunteer pilots to provide these charitable
donations. Small additions such as providing access through a mobile application will help retain
volunteers and make the addition and training of new volunteers an easier success.
Here is the summary of the costs:
Alternative A Alternative B Alternative C
Direct Costs
Required Software $3,000.00
Required Hardware $3,796.00 $3,796.00
Ongoing Costs-Monthly
Supplies $400.00 $400.00 $400.00
Maintenance $257.00 $257.00
Training $500.00 $500.00
Indirect Costs
Developers $20,000.00
Total Cost $400.00 $7,953.00 $24,953.00

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Recommendation
If Husky Air keeps using its current system, they will not be able to run their business effectively
and will spend more time than needed to manage their business. This will cause a reduction in
clients. We recommend that Husky Air go with Alternative B and purchase a software package.
This will save them time which will also save them money in the future. A software package is
the best solution as it has all the features that Husky Air needs. We can build a custom system for
Husky Air, however we feel that it would be unnecessary as Husky Air does not have any
requirements that the software package will not do.
Learning Cycle Iteration
The X-Men team has done 3 total assignments. In doing those assignments, we have finished the
work that was assigned to us in a timely manner. We have followed the team charter in doing
those assignments. The only thing we would change is the in-person meeting time. We meet
during class and discuss the assignments but I don’t think we need to meet in person as we can
email and text each other. The only time we will need to meet in person is if any issue arises.
Overall, we get along great and don’t expect any issues.

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Measureable Organization Value (MOV)
The organization is already successfully bringing in the funds to support their operation, but
can’t afford to scale with self-advertising, so their main need is public relations. As such, their
primary focus is on building customer base and establishing new relationships, a strategic focus.
Their current charitable program is very disorganized, creating a loss of customer faith in their
service. Being a reliable service that meets the goal of being able to fulfill 90% or more of
requested projects, and completing those projects on time with 100% accuracy, will increase
customer satisfaction, and the likeliness of future paid contracts. Husky Air isn’t currently very
well known by the public. They do have a small network through hospitals and medical
distributors, but these networks provide minimal recognition outside of services requested.
Creating a better social presence will generate additional revenue once the publicity is available.
This increased social presence will also lead to additional volunteer pilots.
With customers as the primary focus for this new project, the new system will establish a good
reputation for Husky Air and increase the number of patients served by 30% over the first year.
For increased, efficient and effective service, we propose that Husky Air initially increase the
number of volunteer pilots by 15%. This decision is based on Husky Air’s current medical
transport customer base and should continue to grow as that customer base grows.
With more pilots, patients will immediately benefit from decreased response times. Response
times will be reduced by approximately 3 hours for all medical transportation service requests.
The new framework will address scheduling requirements by reducing associated expenses by
25% within one year. The time and human resources needed for scheduling will be dramatically
reduced by 65%. This alone will absorb up to 70% of the project expense over the first year,
creating a breakeven point at fifteen months. Overall, this system will give Sky High the ability
to increase customer satisfaction and increase its market share by an estimated 15% in the next
year.
MOV Summary
The primary focus of the project is on the customer and developing stronger public relations, a
strategic focus. This project will decrease the turnaround timeframe of the charitable charters
from six hours to thirty minutes within the next six months. Additionally, all other medical
transport service requests (paid flights) will be reduced by approximately three hours within the
same six-month timeframe. Due to these changes in scheduling times, costs associated with
scheduling will be reduced by 25% over the first year and time and human resources will
decrease by 65%. Market share is expected to increase by 15% and customer service approval
ratings will make dramatic leaps.

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Project Scope
Use Case Diagram

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Deliverable Structure Chart

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Work Breakdown Structure

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Scope Change Process
1. Scope change requests are filled out completely and turned in to the Project Manager.
2. Request is then entered into the Scope Change Log for tracking initiation.
3. Ensure that the business value to the project is well defined. The sponsor will need this
information to make a final decision.
4. The project manager will take the scope change request, alternatives, business value and
project impact to the sponsor for a resolution.
5. Resolution and course of action are then recorded on the Scope Change Request Form.
6. Resolution and course of action are then briefly noted on the Scope Change Log. (If the
Sponsor does not agree and the change request is not approved, then the request should be
closed as 'not approved' on the scope change request form and the scope change request
log)
7. If the scope change request is approved, the approved course of action is added to the
project to ensure the change is implemented. The project plan and budget should also be
updated, if necessary.

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Scope Change Request Form
Project Name Sky High Donation Transport
Project Manager Organization
Requested by Organization
Submitted by Date Requested
Evaluated by Date Evaluated
Decided by Date Decided
Change Request Identification (Provided by the project manager)
Change Request # Number entered by project manager
Change Title Enter a brief descriptive title for the change request
Change Request Details (Provided by the requestor)
Description Provide a detailed descriptionofthe change being requested.
Justification Provide a business case for the change, including the impact of not implementing it.
Cause Note anything that could be helpful to understanding the cause of this change.
Priority high, medium, low.
Evaluation (Provided by the evaluation team) Include as appropriate:
Scope Discuss impactson project scope.
Schedule Discuss impactson project schedule.
Cost Discuss impactson the project budget. Include a detailed cost analysis.
Quality Discuss impactson the project’s quality objectives and how the change affects
quality assurance and control activities.
Risk Describe any new risks introduced by this change.
Project management Discuss the impact this change has on the project.
Alternativesand
recommendation
Describe compelling alternatives to this change.

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Implementation Options (Provided by the project manager)
Decision/Rationale: (Project Sponsor and/or Project Manager )
(Approved, Denied, Placed on Hold)
Describe the rationale for the decisionand who was involved.
If Approved
Resolution/Course of Action: (Project Sponsor and/or Project Manager )
Describe the resolution and course of actionof implementing the approved change.
Change Request Decision Signatures
Project Manager
_______________________________________________________ __________________________
(Signature) (Date)
Project Sponsor
_______________________________________________________ __________________________
(Signature) (Date)

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Scope Change Log
Scope
Chg #
Scope Change Description
Priority
(M/H/L)
Date
Reported
Requested
By
Assigned
To
Date
Resolved
Status Resolution/Comments

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Project Schedule Summary

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Project Budget Summary

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Quality Issues
Quality Management Plan
During development, the team will process multiple iterations of quality checks. Developing a
quality system before implementation is a high-priority for our team, and is key for the change
management plan. The reduction of compromising issues prior to implementation smooths the
changeover to the new system. Each iteration of quality check adds a small amount of time to the
project, but these time frames are built into the work breakdown structure. The time required to
fix issues that may have been missed without the checks would have had a far greater impact on
the project’s time and cost that weren’t originally in the budget. To maintain the focus on meeting
the triple constraints and provide the highest level of quality as possible is the first priority of the
team.
Type Metric Description
Process Documentation Defect
The documentation is in place with specific
instructions
Defect of
Communication
How many people are receiving the
communication in a timely manner
Product Implementation Quality Is the new system doing what it is required
Stability/Performance
The new system does not have any bugs and
does not crash
Project Risk Management
The number of risks that were not detected in
time
Time to Market
How long did it take to complete the project
compared to the schedule
Verification and Validation
Verification focuses on the process-related activities of the project to ensure that the product or
deliverable meets its specified requirements before final testing of the system begins. In this step,
we will evaluate and review all the requirements, review the schedule and budget, and go over the
deliverables to make sure the system has the specs and performs the way we want it to.
Validation is a product-orientated activity that attempts to determine if the system of project
deliverable meets the customer or client’s expectations and ensures that the system performs as
specified. In this step, we will have a company come in and test the system to see how the system
performs. This will give us unbiased results as the company will not have anything stake in the
system. We will confirm that all the goals that have been outlined have been met.

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Resources Required
Project Resources
People:
● Software Programmer-code the system (6 month extendable contract
● Network Administrator-set up a network for the office (6 month extendable contract)
Technology:
● 3 workstation
● 1 server
Facilities:
● Office Space (6 month lease)
Other:
● Training for employees (1 month training)
Resource Compensation
People
Software Programmer $36,000-6 month salary
Network Administrator $27,500-6 month salary
Technology
3 workstations $2997.00
Server $799.00
Server Support Plan $257.00
Facilities
Office Lease $3500 per month-6 month term
Other
Employee Training $500.00

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Compensation Contract
In alignment with our efforts to be transparent and honest with our clients, Team X-Men has
chosen a fixed-price contract for the Sky High Donation Transport project. This project has great
user-involvement, enthusiasm, good management support and a very clear order of requirements.
Most performance uncertainties can be identified and reasonable costs can be estimated and
negotiated. Our total evaluation of this project has determined a low-to-moderate risk involved.
Therefore, Team X-Men will take full responsibility for all costs and resulting profit or loss. We
believe that this will provide a maximum incentive for us to control costs and perform effectively,
while imposing a minimum administrative burden upon us as well as our client.

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Assumptions and Risks
Risk Analysis Report
RISK OWNER STRATEGY
Unexpected changes in the
project with more tasks and out
of budget costs
Project Manager Monitor the progress of the
project to make sure nothing
expected comes up and if it
does, the project manager needs
to get it back on track
Lack of User/Management
Involvement
Project Manager Try to have weekly status
meetings with the Husky Air
Management Team and get their
feedback and incorporate it into
the project if necessary
Security Vulnerability Network Admin Make sure the company data is
protecting and no one can gain
access through the firewalls
Behind Schedule Project Manager Make sure to create a schedule
at the beginning of the project
and have the deliverables listed
and try to follow the schedule
closely
Programming Errors Programmer Minimize coding errors by
ordering tasks. Communicate
and collaborate with team
members on programming
issues and bugs.

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Project Administration

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Earned Value Analysis
Actual Performance to Baseline Plan
Earned Value Metrics Value Analysis
Budget At Completion (BAC) 14040 N/A
Planned Value (PV) 14040 N/A
Actual Cost (AC) 9954 N/A
Earned Value (EV) 9954 N/A
Schedule Variance (SV) -3046 This project is behind schedule
Cost Variance (CV) 0 This project is still on budget
Schedule Performance Index (SPI) 0.77
The team at Bug Busters is not using
the planned schedule well and the
project has fallen behind schedule
Cost Performance Index (CPI) 1
The project resources are consuming
the budget very well and this project is
still on budget.
Projected Performance Based on Actual Performance
Earned Value Metrics Value Analysis
Estimate at Completion (EAC) 14040
If the current CPI continues then this
project will come in on budget.
Estimate to Complete (ETC) 4086
Variance at Completion (VAC) 0
To Complete Performance Index (TCPI) 1
Recommendation & Solution
This testing project still has the potential to be completed on time. This can be accomplished with
fast-tracking and scaling back some of the requirements. For instance, the business review and
identifying components that do not meet specifications can be run parallel and scaled back to 2
days total. Retesting and verifications can also be run partially parallel while scaling back to 3
days. This project is running right on the target with its budget and implementing these changes
should have zero to minimal impact.

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Executive Summary and Recommendations
The Husky Air Pilot Angels project has gained positive momentum since its inception.
Implementation of a new system was deemed feasible upon completion of a feasibility analysis.
Current workflow processes were studied to gain the most familiarity with problems and secure
insight on potential solutions. A use case diagram has been completed to show who would be
interacting with the system. Learning cycles were fostered to make the team experience more
efficient and effective and a Scope Management Plan was developed to control scope creep.
Schedule, budget, risk, earned value and quality, were strenuously evaluated during the planning
phase. The clearly defined Measurable Organizational Value (MOV) continues to be the backbone
of purpose for this project.
We are in the design phase with testing scheduled to begin in 14 days. Multiple test plans should
be developed to help manage change during the early phases of implementation. Internal training
will need to be employed to improve effectiveness and productivity during the early transition
periods. White box and black box testing should be completed as well.
Given the size of the company, direct conversion is the recommended implementation strategy. It
would be the easiest and most cost effective way to deploy the new system. There will be a
learning curve that may affect efficiency during peak hours of operation for an estimated maximum
of two weeks. Given the great culture of the workplace, good work ethics of the employees, and
positive eagerness of Husky Air’s employees and volunteers, the impact of the learning curve
should be very minimal. Lastly all change management activities including initial debugging
should be done before the new system is turned over to the operations for maintenance.
Acceptance and Approval
Project Manager
_______________________________________________________ __________________________
(Signature) (Date)
Project Sponsor
_______________________________________________________ __________________________
(Signature) (Date)

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References
Marchewka, Jack T. (4/23/2015). Information Systems Planning & Project Management, Custom
eBook for Virginia Commonwealth University, 1st Edition. [VitalSource Bookshelf Online].
Retrieved from https://bookshelf.vitalsource.com/#/books/9781119161318/
Glossary
Critical Path: the chain of linked dependent project tasks in a project network diagram that has
the longest required completion time. The end date of a project is dictated by the tasks that make
up this critical chain of tasks. Any change to the time required to complete a task on the critical
chain will impact the overall completion date of the project.
Deliverable: any measurable, tangible, verifiable outcome, result, or item that must be produced
to complete a project milestone.
Gantt Chart: a popular type of bar diagram that illustrates a project schedule. Gantt charts
illustrate the start and finish dates of the terminal elements and summary elements of a project.
The tasks and milestones in the Gantt chart are taken from the work breakdown structure of the
project. Some Gantt charts also show the dependency relationships between activities and can be
used to show the current schedule status of a project.
Measurable Organization Value (MOV) is the projects overall goal and measure of success. In
the IT field it must align with the organization's objective, mission, and goals.
Milestone: a scheduled event signifying the completion of a major deliverable or a set of related
deliverables. Typically, the project will be divided into five to ten major milestones. Each
milestone has a deliverable and a completion date associated with it, and has acceptance criteria
in the description of a deliverable.
Project Charter: a statement of the scope, objectives, and participants in a project.
Stakeholder: any person or group that is affected by the execution and success or failure of a
project. This includes team members, resource owners, end users, and operational owners of the
project outcomes. A project's sponsor is the most important stakeholder.
Work Breakdown Structure (WBS): a project management tool used to divide the total project
scope into manageable pieces of work. It is typically presented as an outline or a tree diagram. The
higher levels of a WBS describe deliverables and planned outcomes, and the lowest level of the
WBS describe the tasks required to complete the deliverables and outcomes. The work breakdown
structure is used to create the work schedule.

36. 36 | P A G E
Appendices
Microsoft Project Tutorial I

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38. 38 | P A G E

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Microsoft Project Tutorial II

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Microsoft Project Tutorial III

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