Professional Documents
Culture Documents
Sample Project
Prepared for:
XYZ .co
Sitoluama
Kab Toba Samosir 22381, Sumut-Indonesia
Signature: Date:
Print Name:
Title: Project Client
Role:
Signature: Date:
Print Name:
Title: Project Sponsor
Role:
Signature: Date:
Print Name: Kris Halter
Title: Project Lead
Role:
To consolidate the 36+ server rooms and closets on campus into a target of 4 centrally
governed, managed and supported multi-tenant data centers.
Goals and Objectives
Several factors are currently converging to make this an opportune time for the University
of Iowa to review its model for housing, securing, and managing its computing servers
and equipment. They are:
1. The commissioning of the Information Technology Facility (ITF) on the Research
Park/Oakdale campus provides highly efficient enterprise data center space
previously not available.
2. The University’s “2020 Vision” Sustainability Targets include a goal to achieve net-
negative energy growth from 2010 to 2020 despite projected campus growth.
Reduced IT energy use is expected to contribute to this.
3. Technologies such as virtualization and remote server management have matured
and can be more widely deployed.
4. University efficiency initiatives over several years have put continuing pressure on
IT staff resources, so changes that free up IT staff to work on higher-priority IT
needs are recognized as necessary.
Scope
Out of scope:
MEP Analysis
Each of the 36+ server rooms were evaluated on Mechanical and Electrical usage. A
Power Utilization Efficiency factor was applied. We then factored staff savings on
management of the facilities. Finally we added any systems to the current data centers as a
cost to run that Data Center.
Staffing analysis
Currently the ITS Server Support Team manages 487 physical and 1,010 virtual servers
with a staff of 19. This gives SST an average of 72 servers per systems administrator. The
departmental IT units report 659 physical and 487 virtual servers with an effort of 25.3
FTE of effort to manage the systems. The ITS Research Services team supports 629
servers on two clusters with a staff of 4.
Reviews of other campuses’ efforts to consolidate data centers indicate that savings and
benefits are generally achieved in the ways listed below. We recommend that these
methods facilitate the approach to optimize the Data Center model at the University of
Iowa.
1. Most actual ongoing savings is found in virtualizing stand-alone servers (savings in
IT staff time and energy reduction).
2. Significant ongoing savings can be found in converting out-of-date and less
efficient computing equipment to newer and more efficient equipment (savings in
energy reductions).
3. Additional savings is realized from moving equipment from dispersed or less
High-Level Risks:
• Significant up-front costs to either virtualize, buy new equipment or move
equipment.
• Significant labor needed to reconfigure existing services to perform in a virtual
environment or remote facility.
• Potential increase in staff time to travel to central facility for ongoing maintenance
and operations functions (no longer able to simply walk next door to fix a server).
• Overhead and start-up costs to develop and provide data center services in a more
“retail” environment (more procedures and policies are needed to broaden access
and usage of a data center to serve a variety of campus needs).
• Flexibility to rapidly deploy equipment or try novel approaches by Colleges,
Departments, and Researchers may be adversely impacted.
• Resistance to change by organizations that house equipment in and manage a local
data center or server room.
• Fractional Savings – Staffing savings are based on reduction of overall Systems
Admin management of servers. If we reduce the workload of a partial staff
responsibility but don’t reduce the head count then the University will not see all
the operational savings.
Constraints:
• Available funding to replace current non-rack mountable equipment with
rack-mountable systems for data center.
• Upgrades to building uplinks and/or other networking upgrades to support
latency and bandwidth requirements as needed.
• Server rooms not fully decommissioned may not fully realize forecasted energy,
staff and MEP expense savings.
Clients Contact Detail
Name: Paolo Rossi Name: Michael Cooper
Paolo.Rossi@Cliente.it, Tel 011.12312311 michael@westford.con, Tel 051.12312311
Company role: Marketing manager Company role: Manager
Department Marketing Department IT
Role in project/activity: Functional Role in project/activity: Business
Requirements Manager Development Manager
2.1 Introduction
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move
forward for project initiation within the research and development (R&D) group. This
project will result in the development of new voice recognition software and supports
TSI’s corporate strategy of providing progressive solutions to clients which improve
productivity in both the workplace and home environment. While voice recognition
software is currently available, TSI believes that new technological developments will
enable our team to develop a solution far superior to what is currently available.
TSI has been successful in gaining market share because of its aggressive pursuit of
product quality, ease of use, flexibility, and customer service. Additionally, customers
understand that our products may be applied to a wide range of uses for business and
personal functions. By leveraging our reputation for superior quality and user-friendly
products, and capitalizing on new technology, TSI can position itself as the premier
provider of effective and easy to use voice recognitions software in today’s marketplace.
Table 1 Milestone
Milestone Description Date
Complete Requirements All requirements for SmartVoice must be
Gathering determined to base design upon.
Complete SmartVoice This is the theoretical design for the
Design software and its functionality
Complete SmartVoice All coding completed resulting in
Coding software prototype
Complete SmartVoice All functionality tested and all identified
Testing and Debugging errors corrected
Complete Transition of Completed software and documentation
SmartVoice to TSI transitioned to operations group to begin
Production production
The WBS Dictionary defines all work packages for the SmartVoice Project. These
definitions include all tasks, resources, and deliverables. Every work package in the WBS
is defined in the WBS Dictionary and will aid in resource planning, task completion, and
ensuring deliverables meet project requirements.
If the change is approved by the Project Sponsor then it will be implemented by the
Project Manager who will update the schedule and all documentation and communicate
the change to all stakeholders in accordance with the Change Control Process.
The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix
A, Project Schedule and Appendix B, Work Breakdown Structure.
Once a preliminary schedule has been developed, it will be reviewed by the project team
and any resources tentatively assigned to project tasks. The project team and resources
must agree to the proposed work package assignments, durations, and schedule. Once this
is achieved the project sponsor will review and approve the schedule and it will then be
base lined.
The project team is responsible for participating in work package definition, sequencing,
duration, and resource estimating. The project team will also review and validate the
proposed schedule and perform assigned activities once the schedule is approved.
The project sponsor will participate in reviews of the proposed schedule and approve the
final schedule before it is base lined.
The project stakeholders will participate in reviews of the proposed schedule and assist in
its validation.
The Project Sponsor is responsible for approving all quality standards for the SmartVoice
Project. The Project Sponsor will review all project tasks and deliverables to ensure
compliance with established and approved quality standards. Additionally, the Project
Sponsor will sign off on the final acceptance of the project deliverable.
The Quality Specialists are responsible for working with the Project Manager to develop
and implement the Quality Management Plan. Quality Specialists will recommend tools
and methodologies for tracking quality and standards to establish acceptable quality
levels. The Quality Specialists will create and maintain Quality Control and Assurance
Logs throughout the project.
The remaining member of the project team, as well as the stakeholders will be responsible
for assisting the Project Manager and Quality Specialists in the establishment of
acceptable quality standards. They will also work to ensure that all quality standards are
met and communicate any concerns regarding quality to the Project Manager.
Quality control for the SmartVoice Project will utilize tools and methodologies for
ensuring that all project deliverables comply with approved quality standards. To meet
deliverable requirements and expectations, we must implement a formal process in which
quality standards are measured and accepted. The Project Manager will ensure all quality
standards and quality control activities are met throughout the project. The Quality
Specialists will assist the Project Manager in verifying that all quality standards are met
for each deliverable. If any changes are proposed and approved by the Project Sponsor
and CCB, the Project Manager is responsible for communicating the changes to the
project team and updating all project plans and documentation.
Quality assurance for the SmartVoice Project will ensure that all processes used in the
completion of the project meet acceptable quality standards. These process standards are
in place to maximize project efficiency and minimize waste. For each process used
The Project Manager will take the lead role in ensuring effective communications on this
project. The communications requirements are documented in the Communications
Matrix below. The Communications Matrix will be used as the guide for what information
to communicate, who is to do the communicating, when to communicate it, and to whom
to communicate.
Communications Conduct:
a. Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any
scheduled meeting and all participants are expected to review the agenda prior to
the meeting. During all project meetings the timekeeper will ensure that the group
adheres to the times stated in the agenda and the recorder will take all notes for
distribution to the team upon completion of the meeting. It is imperative that all
participants arrive to each meeting on time and all cell phones and blackberries
The cost baseline for the SmartVoice project includes all budgeted costs for the successful
completion of the project.
Planning $350,000 Includes work hours for all project team members for
gathering requirements and planning project
Design $250,000 Includes work hours for all project team members for
work on SmartVoice conceptual design
Testing $175,000 Includes all work hours for testing (including beta
Transition and $150,000 Includes all work hours for transition to operations and
Closeout project closeout
2.8 Deliverables
Table 5 Deliverables
Deliv.Id Deliverables Keterangan
ToR-KP-YY-AxxG Term of Reference Menjadi lampiran laporan KP
PiP-KP-YY- AxxG Project Implementation Dokumen ini
plan
Rep-KP- AxxG Laporan Kerja praktek Laporan kerja praktek