Broadway Training Partners New Training Centre - Report Example

University of Technology, Sydney Broadway Training Partners’ New Training Centre Project Project Charter Student Name: Student Number: Course Number: 32541 - Tutor Name: Lecturer Name: Due Date: Signatory Page ____________________________________ ___________________________ (Signature) (Date) Steve Jobs Project Manager Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) Ms Allanah Jones Chief Executive Officer Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) Wilson Stuart Group Manager – Training Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) James Franklin Chief Financial Officer Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) James Franklin Chief Information Officer Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) Bill Washington Group Manager Customer Service Broadway Training Partners ____________________________________ ___________________________ (Signature) (Date) Ashley Kate Group Manager Sales and Marketing Broadway Training Partners Executive Summary The success in securing clients and the rising demand for corporate training has prompted Broadway Training Partners (BTP) to create a new training centre. The technology components project, a sub-project of the larger New Training Centre project, provides the technology components and support systems for the new centre. The new system and network will allow BTP to double the courses run yearly and support 10 more major corporate clients. The main stakeholders include Ms Allanah Jones - Chief Executive Officer, James Franklin – Chief Financial Officer, Wilson Stuart – GM Training, Bill Washington – Chief Information Officer, Ashley Kate – Group Manager Customer Service, and Warren James – Group Manager Sales and Marketing. The project scope and deliverables include an IT architecture plan; hardware, software, database management system, infrastructure purchase and security solution purchase and their installation; transfer of existing business applications and data; staff and user training; test and evaluation, and going live with the full system. Maintenance of the system and network, refurbishment of training centre and availing of training and breakout rooms are out of scope for this sub-project. Finishing the project by May 2013, growth of BTP to a leader in corporate training, and ability of system/network to support increased courses and clients are the success criteria. Table of Contents Signatory Page 2 Executive Summary 4 1.Project’s Measureable Organization Value (MOV) 6 2.Project Stakeholders 6 3.Assumptions 7 4.Project Scope 7 a.In-scope items 8 b.Out-of-scope items 8 5.Work Breakdown Structure (WBS) 9 6.Success criteria 20 7.Recommendations 21 Background of the Project Broadway Training Partners (BTP) is a corporate training provider offering various training courses in areas such as management skills, technical skills and executive training. After securing a number of major clients the company decided to develop a New Training Centre to meet the rising demand for corporate training. It commissioned the New Training Centre Project to accomplish its aim. The focus of this document, however, is the technology components sub-project which is part of the New Training Centre project. The sub-project addresses the technology to be utilized in the training facilities as well as the support systems for managing the New Training Centre. Its emphasis is on the hardware, training software, network infrastructure, and security solutions for new training centre. 1. Project’s Measureable Organization Value (MOV) The following are the measureable organization value of the project: a. The new system and network will allow BTP to double the number of training courses run yearly. b. The system and network will also support not only the existing clients but also the additional 10 major corporate clients that BPT plans to secure. 2. Project Stakeholders The table below highlights the major stakeholders of the project. Table 1 - Major stakeholders of the project and their details Name Position Email Phone Number Ms Allanah Jones Chief Executive Officer (CEO) allanahjones@btp.com.au 042451867910 James Franklin Chief Financial Officer (CFO) Jamesfranlin@btp.com.au 042457867765 Wilson Stuart GM-Training wilsonstuart@btp.com.au 042458442384 Bill Washington Chief Information Officer (CIO) billwashingtom@btp.com.au 042459823233 Ashley Kate Group manager (GM) -Customer Service ashleykate@btp.com.au 042456344344 Warren James Group Manager (GM) -Sales and Marketing warrenjames@btp.com.au 042459343433 Steve Jobs Project manager stevejobs@btp.com.au 042452856584 3. Assumptions The following assumptions were made: a. The training software solution selected includes Course Development, Training Bookings, and Content Management systems. b. The operating systems packages to be purchased include the Web server software and DNS system. c. The internet service provider selected provides the wireless router needed to connect the wireless local area network (LAN) to the Internet. d. The antivirus software selected in addition to fighting antiviruses provides protection against malware and adware. 4. Project Scope The deliverables and boundaries below highlight the in-scope and out-of-scope items of the technology component sub-project. a. In-scope items i. Develop an IT architecture plan for the new training centre. ii. Research and select training software solution and database management system for the new training centre system determined by BTP staff. iii. Purchase, through request for proposal, and install software and database management system for the new training centre. iv. Purchase and setup (implement) hardware and network infrastructure components for the new training centre. v. Purchase and implement security solutions on the new training centre system and network. vi. Transfer existing Business Applications and Business Data to the new training centre system. vii. Train of BTP staffs, system support team, and other users of the new BTP system/network. viii. Test and evaluate the new system and network. b. Out-of-scope items Maintenance of the system and network, including the hardware, software, security solutions, and network components is out of scope. In addition, the following two items are out of scope for the technology components sub-project: i. Refurbishment of the training center premises. ii. Availing training rooms (for technical training, management training, and executive training) as well as breakout rooms. 5. Work Breakdown Structure (WBS) The table below presents a three level Work Breakdown Structure (WBS) for the technology components sub-project. Table 2 - Work Breakdown Structure Level 1 Level 2 Level 3 1. New Training Centre Project 1.1 Set up a Project Management Office (PMO) 1.1.1 Allocate office space and equipments to project teams. 1.1.2 Select project team leaders. 1.1.3 Constitute the project teams. 1.1.4 Delegate roles to project teams. 1.1.5 Develop a communication plan. 1.2 Develop the training centre’s IT architecture plan 1.2.1 Develop and document system plan. 1.2.2 Develop and document evaluation plan. 1.2.3 Develop and document testing plan. 1.2.4 Develop and document IT/network security plan. 1.3 Establish software requirements. 1.3.1 Select BTP staffs to establish software requirements. 1.3.2 Develop and document software requirements. 1.3.3 Research available product and review the requirements. 1.3.4 Select training software solutions and database management system. 1.4 Purchase system software, database management systems and application software “off the shelf.” 1.1.1 Purchase server operating systems. 1.1.2 Purchase client operating system (business package). 1.1.3 Purchase the recommended database management system. 1.1.4 Purchase the selected training software solutions. 1.1.5 Purchase Remote Management software. 1.5 Purchase hardware and network infrastructure components through Request for Proposal (RFP). 1.5.1 Prepare RFP for delivery/ purchase of new hardware and network infrastructure. That is, server and client computers, and wireless access points) 1.5.2 Distribute RFP to vendors. 1.5.3 Review vendors’ proposals. 1.5.4 Interview and select vendors. 1.5.5 Receive purchases and make payment. 1.6 Purchase security solutions through RFP. 1.6.1 Prepare RFP for delivery/ purchase of antivirus software, network monitoring tools, firewall software, and WPA2. 1.6.2 Distribute RFP to security solutions vendors. 1.6.3 Review vendors’ proposals. 1.6.4 Interview and select vendors. 1.6.5 Receive purchases and make payment. 1.7 Broadband Internet connection. 1.7.1 Prepare RFP for broadband internet connection. 1.7.2 Distribute RFP to Internet service providers (ISPs). 1.7.3 Review ISPs’ proposals and conduct interviews. 1.7.4 Select ISP. 1.7.5 Make initial (installation and deposit) payment. 1.8 Hardware installation and set up 1.8.1 Set up server computers. 1.8.2 Set up client computers 1.8.3 Set up LAN access points for training rooms and common areas. 1.9 Installation and configuration of system software and network software. 1.9.1 Install and configure server operating systems on servers. 1.9.2 Install and configure client operating systems on client computers/laptops. 1.9.3 Install and configure web server software and domain name system (DNS). 1.10 Set up and configure wireless local area networks (LANs) on training rooms and common areas (as pilot systems). 1.10.1 Configure servers to connect to a LAN access point. 1.10.2 Configure client computers on training room and common areas to connect to the LAN access point 1.10.3 Configure the wireless LAN to connect to the Internet. 1.11 Installation and configuration of database management system and application software. 1.11.1 Install and configure database management system. 1.11.2 Install and configure the Content Management package, Course Development package, Training Bookings package, and other necessary package of the Training software solution (System). 1.11.3 Install and configure remote management software. 1.12 Install and configure security solutions. 1.12.1 Install and configure firewalls on the network. 1.12.2 Install and configure antivirus software. 1.12.3 Install and configure network management and monitoring systems. 1.13 Training. 1.13.1 Train the system and network administrator and support staff. 1.13.2 Train BTP managers. 1.13.3 Train other BTP staff (trainers of BTP courses). 1.13.4 Train other users – students. 1.14 Piloting the BTP systems and network. 1.14.1 Transfer selected Business Applications into the new platform for testing. 1.14.2 Transfer selected Business Data into the new platform for testing. 1.15 Feedback analysis and review 1.15.1 Collect feedback from users. 1.15.2 Analyze feedbacks. 1.15.3 Review the system and network implementation. 1.15.4 Make necessary improvements. 1.16 Full migration of business applications and data. 1.16.1 Transfer all purchasing applications and data. 1.16.2 Transfer all accounting applications and data. 1.16.3 Transfer all payroll applications and data. 1.16.4 Transfer all other necessary applications and data. 1.16.5 Go live with the new system and network. 6. Success criteria There are several aspects that define the success of the project. One is completing the project tasks as well as the whole project within the allocated time frames and budget. The project should be completed by the end of May 2013 to allow BTP to start it training courses and within the approved budget. BTP growth to a leader in the corporate training industry within Australia by the end of 2014 is an indication of the project success. The ability of the New Training Centre systems and networks to handle the increasing training courses and BTP clients is also a success criterion. 7. Recommendations The success of this project depends to a large extent on the delivery of specific deliverables within the allocated time and budget. The project has measurable values to the organization and we recommend its implementation. We also recommend adherence to the project plan by all stakeholder, including the pledge by the executive sponsor to support the project to avoid delays and associated costs. Read More