Appendix C – Project Close-out ChecklistSection 1.General Inf.docx

Appendix C – Project Close-out Checklist
Section 1.General Information
Project Name
Project Start Date
Project End Date
Project Sponsor(s)
Title
Department
Division
Project Manager
Title
Department
Division
Section 2.Final Deliverable Checklist
Item
Question
Response
2.1
Do you agree that the product and/or service is ready to be
deployed?
Yes |_|No |_|
2.2
Do you agree the product and/or service has sufficiently met the

stated business goals and objectives?
Yes |_|No |_|
2.3
Do you fully understand and agree to accept all operational
requirements, operational risks, maintenance costs, and other
limitations and/or constraints imposed as a result of ongoing
operations of the product and/or service?
Yes |_|No |_|
2.4
Do you agree the project should be closed? If no, please
explain:
Yes |_|No |_|
Rate your level of satisfaction with regards to the project
outcomes listed below
2.5
Project Quality
Yes |_|No |_|
2.6
Product and/or Service Performance
Yes |_|No |_|
2.7
Scope
Yes |_|No |_|
2.8
Cost (Budget)
Yes |_|No |_|
2.9
Schedule
Yes |_|No |_|
Section 3.Project Documentation Checklist

Item
Question
Response
3.1
Have project documentation and other items (e.g., Business
Case, Project Plan, Charter, Budget Documents, Status Reports)
been prepared, collected, filed, and/or disposed?
Yes |_|No |_|
3.3
Were audits (e.g., project closeout audit) completed and results
documented for future reference?
Yes |_|No |_|
3.4
Identify the storage location for the following project
documents items:
Item
Document
Location (e.g., Google Docs, Webspace)
Format
3.4a
Business Case
|_| Electronic
|_| Manual
3.4b
Project Charter
|_| Electronic
|_| Manual
3.4c
Project Plan
|_| Electronic
|_| Manual
3.4d
Budget Documentation and Invoices

|_| Electronic
|_| Manual
3.4e
Status Reports
|_| Electronic
|_| Manual
3.4f
Risks and Issues Log
|_| Electronic
|_| Manual
3.4g
Final deliverable
|_| Electronic
|_| Manual
3.4h
If applicable, verify that final project deliverable for the project
is attached or storage location is identified in 3.4.
Section 4.Project Team
List resources specified in the Project Plan and used by the
project.
Name
Role
Type
(e.g., Contractor, Employee)

Section 5.Project Lessons Learned
Identify lessons learned specifically for the project. State the
lessons learned in terms of a problem
(issue). Describe the problem and include any project
documentation references (e.g., Project Plan,
Issues Log) that provide additional details. Identify
recommended improvements to correct a similar
problem in the future.
Problem Statement
Problem Description
References
Recommendation

Section 6.Post-Implementation Support Plans
Identify plans for post-implementation activities after project
closeout. Refer to the Benefits Realization
review gate for information about the Post-Implementation
Review of Business Outcomes deliverable.
Action
Planned Date
Assigned To
Frequency
Post-Implementation Review of Business Outcomes (actual
review)
Post-Implementation Review of Business Outcomes (approval)
Section 7.Open Issues
Describe any open issues and plans for resolution within the
context of project closeout. Include an open
issue for any “no” responses in the Final Product and/or Service
Acceptance Checklist and the Project
Artifacts Checklist sections.
Issue
Planned Resolution

Running head: PROJECT PROGESS REPORT1
PROJECT PROGRESS REPORT10
Project Management Plan
The Revolutionary Technology of Cloud Computing
Team Magenta
November 15, 2019
PMAN 634 9040 - Foundations of Project Management
Camille Lee
Erica Ellsworth
Erinn Tichenor
Khalia Hart
Orbrae Griffin
Shelby Hensley

Change History
Date changed
Change details
Reason for change
Responsible for change
October 11, 2019
Initial draft
Outline drafted
Khalia
October 11, 2019
Content Added
Project overview and purpose
Khalia
October 12 , 2019
Content Added
Project Deliverables
Erica
October 15, 2019
Content Added
Risk Register
Shelby
October 16, 2019
Content Added
updated project objectives
Erinn

October 16, 2019
Content Added
Project Schedule, project milestones, budget
Orbrae
October 18, 2019
Content Added
project communications and communication management matrix
Erinn
October 18, 2019
Content Added
Project Gantt Chart
Orbrae
October 25, 2019
Content Added
Project Scope Statement
Erica
October 25, 2019
Content Added
Erica
October 26, 2019
Content Added
Revision to Purpose
Khalia
November 12, 2019
Content Added
WBS
Erinn
November 14, 2019
Content Added
Organization Chart
Erica
November 15, 2019
Content Added
Revision to Project schedule, deliverables and milestones
Orbrae

November 20, 2019
Content Added
Revision to Project Delieverables
Erica
Table of Contents
Project Overview and Purpose4
Project Scope Statement5
Project Communications10
Project Schedule (orbrae)12
Project Budget14
Project Risk Management15
Project Evaluation18
Project Close-out (all)20
References21
Appendix A – Project Charter22
Appendix B – Risk Register23
Appendix C – Project Close-out Checklist24
Revolutionary Technology of Cloud Computing
Advancement in technology has revolutionized operations in
various industrial sectors. Currently cloud computing is
trending across businesses and companies and is gaining
momentum in the industrial sector. This new technology will
eliminate bulky filing systems--offering more than just storage.
Requiring a very low infrastructure investment, cloud
computing is also an attractive option to customers, eliminating
the need to assemble and maintain a large-scale information and
calculating system (Marinescu, 2013). Furthermore, cloud
computing has the potential to provide increased flexibility,
improve collaboration and access to a variety of other options
by increasing availability of high-performance applications
across the business (Rittinghouse & Ransome, 2017). In this

proposal, Webgenta 6.0 intends to suggest a whole new method
of storage that will reduce implementation and maintenance cost
as well as minimize the need for large resources. Gateway
Computing has lost a lot of information through accidental
fires, misplacement of documents, among other issues related to
hard copy storage of data. Webgenta 6.0 will entirely focus on
the need for Gateway Computing to adopt and implement cloud
computing to modernize the company, to gain competitive
advantage, and to be better stewards of customer and internal
documents.Project Overview and Purpose
various industrial sectors with cloud computing currently
trending across businesses and companies. Cloud computing
allows for a more agile workforce, flexibility in teleworking,
increased collaboration, and elimination of paper filing systems.
Webgenta 6.0 hired by Gateway Computing to adopt and
implement cloud computing to modernize the company, to gain
competitive advantage, and prove they are better stewards of
customer and internal documents. Flexible business solutions
are needed in today’s economic backdrop. Change can occur
frequently and without notice, so having a tool that can allow
for flexibility and reactionary performance can present a
significant advantage to the organization. Gateway Computing
will benefit from this venture after implementation by having
finite storage space and cloud computing expands beyond a
physical limit.
The purpose of the project is to develop an efficient and
succession cloud management service for Gateway Computing.
Webgenta 6.0 will serve superb service by having a wide range
of services to fit each need, the ability to customize application
and complete access anytime and anywhere with an internet
connection. Being that Webgenta 6.0 is totally customized it
provides the benefit of less data loss, less pay structures and
faster development speeds. This will enable easy access to
Gateway Computing programs, reduce computing power by
storing such programs and implement remote servers.Project

Scope Statement
To implement cloud computing, Webgenta 6.0 will start with
series of team meetings to explain the move to cloud computing.
Once employees have been onboarded to the changes, Webgenta
6.0 will begin working the Gateway Computing’s IT team to
transition the business to cloud computing. Onboarding will
allow Webgenta 6.0 to begin to not only acclimate Gateway
Computing’s team but also identify early adopters and project
champions. These individuals will assist Webgenta 6.0 in
changing the culture of the business surrounding technology and
document storage.
During the onboarding process, Webgenta 6.0 will work with
Gateway Computing’s technology team to begin to identify the
three phases needed to be completed to move Gateway
Computing to cloud computing.
Phase One
Identify all documents and artifacts that need to be archived to
on-site server or moved to cloud computing platform
Phase Two
Triage items to be move to cloud computing platform. Critical
items are those that are needed for day-to-day organization
function and must be moved to cloud computing platform first.
Urgent items are elements that are important to organization
function but are not critical. Ordinary items are items used
infrequently but cannot be archived due to infrequent business
use. During this process, a Digital Asset Management System
will be created to categorize and index material.
Phase Three
Complete on-site server archival process. During this process, a
Digital Asset Management System will be created to categorize,
and index archived material.
Table 1: Scope Phases
Webgenta 6.0 will also offer training sessions that will help
employees move seamlessly to cloud computing. Training will
be offered first to early adopters and champions. This will give
Webgenta 6.0 and Gateway Computing’s IT team a chance to

have a trained group of peers to use when the training is offered
throughout the organization. The second phase of training will
be completed on a departmental basis with each department
getting specialized, department specific training. The third
phase of training will be offered to anyone who has not
completed the previously offered training. Finally, Webgenta
6.0 will assist Gateway Computing in setting up a rapid
response team comprised of Gateway Computing’s IT staff as
well as early adapters and champions. This team will assist in
responding to training and remediation after the training phases
are complete.
Project Objectives
Project Webgenta 6.0 will allow Gateway Computing to convert
utilization of servers, software, licensing, application and
storage to pay-per-use instead of full investment (Chen,
Chuang, & Nakatani, 2016). Cloud computing will increase
digital efficiency and allow for the benefits of e-commerce to
be fully activated. Relying less on door-to-door marketing
techniques not only creates faster accessibility to resources, but
also reduces consumables and energy output decreasing
environmental impact (Bajdor, 2016). Competitive advantage is
gained through faster communication with the consumer market
and freeing up the organization to allot more time focusing on
customer relations. Keeping our shareholders happy is a high
priority. An overall outcome of increased business functions
and capability should produce favorable shared revenue with
investors. Tying the goals of project Webgenta 6.0 together
with a solid training program that gives voice to our workforce
and considers their feedback an essential part of business
routines will support successful integration of new technology.
· Cut operational costs by 30% in 6 months.
· Convert 75% of paper mailings and marketing literature to
digital by the end of
year one, cutting consumable expenses and lessening
environmental impact.
· Increase revenue by 25% each quarter, with a 5% increase paid

towards shareholder dividends.
· All end users should be up to speed on the new system within
3 months.
· Methods for onboarding newcomers, continuing
education/strategic management
of workforce and routines for updating security compliance
will be developed
within 3 months from the project completion/reflection
stage.
Webgenta 6.0 will introduce a whole new method of storage that
will reduce implementation and maintenance cost as well as
minimize the need for large resources. Gateway Computing has
lost a lot of information through accidental fires, misplacement
of documents, among other issues related to hard copy storage
of data. Webgenta 6.0 will entirely focus on the need for
Gateway Computing to adopt and implement cloud computing to
modernize the company, to gain competitive advantage, and to
be better stewards of customer and internal documents.
The key deliverables of the project include:
Phase One: Infrastructure
Complete needs assessment and focus group interviews
1. Determine high level needs
2. Determine department needs
3. Determine special circumstances
4. Determine technology consequences
Based on needs assessment results, create a Digital Assets
Management system to begin organizing and categorizing all
assets.
1. High level categorization
2. Department categorization
3. Business activity categorization
Determine how to manage all artifacts.
1. Determine what artifacts will be archived to the on-site

server system
2. Determine what artifacts will be added to the cloud
computing platform
3. Create a triage system for all available artifacts on the cloud
computing platform
a. Critical
b. Urgent
c. Ordinary
Determine Human Resources needed.
1. Digital Asset Manager
2. Triage Team
3. Archival Team
4. Cloud Computing Team
5. Backup and floater team
Determine technical equipment needed
1. Scanners and digitizers
2. Digital Asset Management software
3. Software or applications for on-site computers to access
cloud computing platform
Phase Two: Training
Conduct a benchmark survey
1. What is employee level of technology ability?
2. What is employee level of change acceptance?
3. What specific needs to employees note?
4. What specific needs do managers note?
5. What specific needs does the organization note?
Using benchmark survey, begin to plan the needed training
events.
1. What are the basic needs?
a. Apply basic technology needs from benchmark survey to
determine baseline training needed.

b. Offer basic training in smaller segments of no more than 30
minutes to mitigate cognitive overload.
2. What are the intermediate needs?
a. Use the basic technology needs to build to intermediate
needs; ensure questions carried over from basic training are
addressed.
3. What are the advanced needs?
a. Advanced needs should be encompassing and should prepare
employees to manage their own system.
b. Advanced needs should consider specialized needs like
financial, human resources, etc.
4. What are immediate needs?
a. Needs that must be addressed within 60 – 90 days.
5. What are short term needs?
a. Needs that must be addressed within 6 months.
6. What are long term needs?
a. Needs that must be completed within one year to 18 months.
Determine trainers
1. In house tech support trainers
a. Completed as a train the trainers even to have in-house
support staff
2. Webgenta 6.0 trainers
a. Begin training to pass off to in-house training team
3. Outside trainers
a. Consider utilizing cloud service add on for technical support
for one year (this will increase the initial cost estimate)
Begin training for all employees
1. Start with immediate needs
a. These are crucial needs that must be completed within 60-90
days
b. These needs will include financial and human resource needs
c. These needs will address any crucial business needs not
identified
2. Next wave is basic needs

a. This training will be 30 minutes
b. This training will focus on basics like email migration, cloud
storage basics, digital asset basics
3. Third wave is immediate needs
a. This training will be a continuation of the basic training but
will add in elements like working in the digital asset
management system and beginning to store and move
documents.
4. Fourth wave is short term needs
a. Training will be on needs that will be completed within 6
months
5. Fifth wave is advanced needs
a. Training will encompass strategies employees need to manage
their own system.
b. Training will consider specialized needs like financial,
human resources, etc.
6. Pause to see if training gaps are evident
7. Address training gaps
8. Final wave to is long term needs
Phase Three: Transition to the Cloud
Prepare all devices with appropriate software for
implementation
1. On site devices
2. BYOD
3. Printers
4. Scanners
Prepare cloud storage
1. Digital Asset Management System is set and tested
2. Based on test, adjustments are made as needed
Prepare onsite server
1. Review requirements for material that will stay within the on-
site server

2. Archive one copy of on-site material to the cloud
3. Create Digital Asset Management System specifically for on-
site server
Prepare digitizer scanner
1. Plan for digitizing and scanning based on needs and priorities
a. Consider evening and weekend times
2. Prepare digital asset management plan and implement plan
a. Review all training questions and needs assessments based on
the digital asset management plan
3. Begin digitizing and scanning
4. Begin movement to cloud
Table 2: Project Deliverables
Project Requirements
The following list presents the requirements that Webgenta 6.0
must meet for the project
objectives to be satisfied.
Business Requirements
c. The cloud service must be fully implemented, available for
use by all end users of Gateway Computing
d. Service implementation must meet all budget requirements
and specifications
Functional and Operational Requirements
e. Webgenta 6.0 must support service delivery, implementation,
modification and termination during the service life cycle.
f. The provider must provide end-to-end quality of service
assurance, reliability and continued availability of cloud
services according the service level agreed upon by the service
provider and Gateway Computing.
g. Access of the service from any remote location and the
ability to support

h. All applicable laws and regulations must be respected,
protecting Gateway Computing’s clients and their subsidiaries’
privacy.
i. The service must be appropriately secured to protect the
interests of all end users and any information uploaded into the
cloud by Gateway Computing.
j. Webgenta 6.0 and the cloud services they provide must be
supported by all software and hardware utilized by Gateway
Computing and its end users.
Project Milestones
Project Milestones
Completion Date
· Project Initiated
September 23rd,2019
· Project Approved
November 5th ,2019
· Budget Approved
November 6th ,2019
· Needs Assessment Completed
February 19th, 2020
· Team Assembled
February 28th, 2020
· Equipment Purchased
March 5th, 2020
· Equipment Delivered
March 18th, 2020
· Service Set Up Training Completed
May 29th, 2020
· IT Help Desk Training Completed
July 10th, 2020
· Admin Training Completed
August 28th, 2020
· System Configuration Implemented
November 6th, 2020
· System Migration Completed
January 29th, 2021

· System Accepted
February 15th ,2021
· System Deployed
June 7th, 2021
· Project Completion/Deployment
August 2nd, 2021
Table 3: Project Milestones
Project Assumptions, Constraints, Risks and Concerns
Assumptions
1. Resources:
a. Webgenta 6.0 will be available for delivery, implementation,
modification and training as needed during the project life
cycle.
b. The necessary hardware and software needed to properly
implement the cloud services will be available.
c. Training will be provided, and training rooms will be
available as needed.
2. Budget
a. Project costs will adhere to the initially budgeted costs.
b. Training will be conducted internally, provided by Webgenta
6.0, with no additional training costs required.
3. Scope
a. Project activities and tasks are aligned with the project scope
b. Project scope will not change once approved by the
appropriate stakeholders and management representatives
c. If project scope is expected to change, a change control
process will be followed.
4. Delivery
a. Cloud service software and hardware will be set up and
modified to the needs of Gateway Computing
b. Services will be available as scheduled to all end users of
Gateway Computing.
Constraints
Time Constraints
1. Complete cloud services for Gateway Computing must be
implemented within 18 months, as scheduled.

2. Training for all end users of the cloud services must be
completed within 3 months of successful implementation.
Resource Constraints
1. Complete cloud services are implemented within the
estimated budget.
2. Compatibility of Webgenta 6.0 with Gateway Computing’s
existing software and hardware.
Risks
1. If the existing hardware components are at the end of the
manufacturer warranty, then they could be too degraded or
outdated to accept new software.
2. If the new cloud computing software is new to the market,
then there may not be enough resources with the experience to
install, setup, and maintain the software.
3. If the hardware and software components take longer to
acquire, install, and activate than 36 months, then the cost to
the company will be much greater and will result in
dissatisfaction of the customer and project stakeholders.
4. If any of the team members get pulled to work on other
projects or otherwise become unavailable, then the project team
may end up having to reorganize tasks and potentially extend
the project schedule beyond 36 months.
5. If the company is not selective in who is given specific levels
of access on the project, then significant cybersecurity concerns
can be presented in the form of hacking vulnerabilities.
Concerns
1. With product customization, the team runs the risk of
experiencing scope creep on the project.
2. As resources are used, less become available for later phases
of production and quality design. The team may need to refocus
procurement efforts on the later phases of production as a
result.
3. Product quality will be impacted if constraints are not met
with effective mitigation strategies that include corrective
actions.
Project Organization

Webgenta 6.0 is a composite project management team. The
team uses the functional model in that the team is comprised of
functional team members to complete specific functions. The
team also uses a matrix model with one manager and a specific
reporting structure. The project manager is Erica Ellsworth.
The remaining team members will also serve as functional
managers with specific authority and focus. Erinn Tichenor
serves as the information manager and will track meeting notes
as well as team assignments and the WBS. Khalia Hart will
serve as document manager and will manage all documents and
artifacts that are created. Orbrae Griffin in the budget
manager. Shelby Hensley is the risk manager and archivist.
Camille Lee is the Gateway Computing representative that is
working with the team as the major stakeholder. The project
manager will have approval on all aspects of the project.
Functional managers will work with the project manager for
final approval on all aspects of the project. The structure is
used my Webgenta 6.0 because it allows the team to make
functional decisions to move the project along the timeline.
This type of organization also allows Webgenta 6.0 to work
with onsite stakeholder teams more seamlessly because
functional managers can make decisions to move the project
forward. The reporting structure of the team is that functional
managers manager team members within their functional area.
Functional managers will report to the project manager for all
final decisions.
Figure 1: Team Organization
Work Breakdown Structure
Aligning the WBS with project deliverables and objectives will
ensure Webgenta 6.0 a well-defined scope and path to project
success (Brotherton, Fried & Norman, 2008). Complex tasks
become more measurable with the usage of a properly developed
work breakdown structure. The WBS provides guidance for
assigning responsibility to each task in the subcategories. Table
4 illustrates Webgenta 6.0’s WBS in relation to the scope

statement.
WBS
Task
1
Cloud Computing Conversion
1.1
Project Initiation
1.1.1
Infrastructure Needs Assessment
1.1.2
Project Approval
1.1.3
Budget Approval
1.1.4
Assemble Team
1.2
Phase One
1.2.1
Categorize Assets
1.2.2
Purchase Equipment
1.2.3
Hardware
1.2.4
Software
1.2.5
Service and Apps
1.2.6
Train IT Staff
1.3
Phase Two
1.3.1
Train Admin
1.3.2
Instructional Handouts
1.3.3

Print Handbooks
1.3.4
System Demo
1.4
Phase Three
1.4.1
Configuration
1.4.2
Deployment
1.4.3
Migration
1.4.4
Digital Marketing Conversion
1.4.5
Testing
1.4.6
Acceptance
1.5
Closure
1.5.1
Confirm Deliverables Satisfied
1.5.2
Client Sign-off
1.5.3
Release Training Team
1.6
Reflection
1.6.1
Feedback Sessions
1.6.2
System Backups
1.6.3
System Upgrades
1.6.4
Analyze Cuts in Operational Costs
1.6.5

Analytics Report for Marketing
Table 4: WBS for Webgenta 6.0
Responsibility Assignment Matrix
Based on the WBS, the follow Responsibility Assignment
Matrix (RAM) will be utilized for this project. Questions
regarding specific duties should be made to the functional
leader. Questions or concerns regarding changing timeline or
budget should be addressed to the project manager.
Task
Project Manager
Task Manager
Gateway Computer Personnel
Project Initiation
Infrastructure Needs Assessment
xx
xx
Project Approval
xx
Budget Approval
xx
Assemble Team
xx
Phase One

Categorize Assets
xx
xx
Purchase Equipment
xx
xx
Hardware
xx
xx
Software
xx
xx
Service and Apps
xx
xx
Train IT Staff
xx
xx
Phase Two
Train Admin
xx
xx
Instructional Handouts
xx

xx
Print Handbooks
xx
xx
System Demo
xx
xx
Phase Three
Configuration
xx
xx
Deployment
xx
xx
Migration
xx
xx
Digital Marketing Conversion
xx
xx
Testing
xx
xx
Acceptance
xx

xx
Closure
Confirm Deliverables Satisfied
xx
xx
Client Sign-off
xx
xx
Release Training Team
xx
xx
Reflection
Feedback Sessions
xx
xx
System Backups
xx
xx
System Upgrades
xx
Analyze Cuts in Operational Costs

xx
Analytics Report for Marketing
xx
Table 5: RAM for Webgenta 6.0
Project Communications
Transparency and open communication are shared values
between Webgenta 6.0 and Gateway Computing. In order to
maintain high standards and exceed project expectations, a solid
communications plan is imperative to guide this project to
success. A variety of communication methods may be utilized
in order to keep everyone informed and one
track (Rajkumar, 2010).
It is necessary to call a formal meeting outlining the plan to
initiate a new IT project to introduce its need and benefits to the
Gateway Computing staff prior to project launch. This allows
the chance for clarity, approval and the ease of onboarding what
could potentially be a difficult transition for those who may not
take well to the idea of new IT implementation. Supporting
change management through communication for the duration of
the project will be a key focus.
Daily communication directed at reviewing and understanding
the WBS needs to exist between Webgenta 6.0 and the PM in
order to maximize the work-day potential and move along the
path to completion. This can be achieved through monitoring
the WBS on a shared OneDrive document and group email
forum. Progress reports will track such events as milestone
status and spending records and delivered on a weekly basis.
All stakeholders will have to meet, at a minimum, weekly to
discuss ongoing training and development techniques and
feedback. As individual needs vary and everyone has different
learning curves, the PM will need to determine if training
resources should be modified (Watt, 2014). Conflict
management should be addressed every other week or
immediately between team and PM if there is a dire need. To

ensure funds are being used wisely, a monthly live meeting will
be called to review spending reports. Lastly, as the project
approaches deployment and close-out, several areas will be
reviewed amongst all involved parties including phases of
testing and recap before declaring the conclusion of project
Webgenta 6.0.
Communications Management Matrix
Recipients
Area of Interest
Content
Delivery
Method
Frequency
Facilitators
Webgenta 6.0; Gateway Computing Staff
Project Objectives; Project Initiation
Informational Q & A
On-site
Meeting
Once
PM; Gateway
Computing Sponsor
Webgenta 6.0
Work Breakdown Structure
Key Deliverables
OneDrive; Email Dialogue
Daily
PM
Webgenta 6.0
Progress Reports

Budget; Schedule; Milestones
OneDrive
Weekly
PM
Training and Development
Lesson Status; Guidance Needed
On-site
Meeting
Weekly; More Often if Needed
PM; Gateway
Computing Sponsor
Webgenta 6.0
Conflict
Management
Risk Assessment and
Solution
s
Video Conference
Bi-Weekly
PM
Webgenta 6.0

Project Funding
Budget Tracking
On-site Meeting
Monthly
PM; Gateway
Computing Sponsor
Project End Phase
Testing; Deployment; Reflection
Email Dialogue; On-site Meeting
As Needed
PM; Gateway
Computing Sponsor
Table 6: Communications Matrix
Project Schedule
Gateway Computing’s project schedule organized based on the
phases of the project. Each phase includes the corresponding
tasks relevant to the main objective. As our project schedule
developed, we were able to efficiently and proactively assign

the estimated resource to each task within each of the phases of
the project. Estimated duration of each activity was defined
along with its cost after a resource was assigned to it.
MSP File 1: Schedule
Project Gantt Chart
In addition to the project schedule, we thought that developing a
Gantt Chart would be highly recommended due to its ability to
help establish realistic time frames and identifies the
dependencies between tasks.
MSP File 2: Gantt Chart
Project Critical Path
The project critical path essentially defines the longest amount
of time to finish all of the project tasks within the project
management plan. Below shows a portion of our project critical
path. The critical tasks are highlighted in pink which have the
most have the most bearing on the project’s completion date. By
identifying the project’s critical tasks, we can allocate
additional resources to shorten the processing time of those
tasks.
MSP File 3: Critical Path

Project Budget
Gateway Computing’s budget will be based on the costs
incurred during each phase of the project’s life cycle. The total
cost for each phase will be summed together to determine an
estimated project budget. These costs will include the fees from
consultants and analysts that will gather requirements from the
stakeholders and current system. The surveys and tests used to
gather those requirements will also incur a fee. In the
implementation phase, we will conduct a vendor bid analysis to
select a contractor to implement Webgenta 6.0. The labor and
material expenses will factor into the budget. In the closing
phase, training sessions will be conducted by professionals to
explain how to use the new product and a budget for system
maintenance and updates will also be included in the project
budget.Project Risk Management
The goal of project risk management is to identify, assess,
respond to, monitor and control risks that may occur throughout
a project as a result of external and internal factors.
Risk Identification
The identification method for risk used by our project team will
be through observance. This will be especially beneficial to
identify known risks, which would either be associated with our
milestone events and products or would be based off of similar
projects. This is a continuous process and will be conducted
throughout the project life cycle. Updating the risk register will

fall in line with the risk identification process.
Risk Assessment
Risks will be assessed continuously throughout the project
through observance and brainstorming. This is the preferred
method to deal with the unknown risks, where the team may not
be aware of them until after they have impacted the project. The
scale used to assess each risk was the standard 1 to 5 scale, with
1 representing a low impact to the project and 5 representing a
high impact to the project. An impact severity score of 10 or
more indicate the potential for that event to cause project
termination, whereas a score of 9 or less indicate minimal to no
impact on the project.
Risk Assessment Matrix
RISK DESCRIPTION
PROBABILITY1 – Low5 – High
IMPACT1 - Low5 - High
SEVERITY(P x I)
MITIGATION
If the existing hardware components are at the end of the
3
3
9
Exploit the risk by integrating a hardware upgrade package.

Negotiate with procurement sources for software to have them
sponsor hardware upgrades.
If the new cloud computing software is new to the market, then
there may not be enough resources with the experience to
1
3
3
Mitigate this risk by selecting software that has been verified by
leading experts and that has been on the market for at least a
year.
If the hardware and software components take longer to acquire,
install, and activate than 36 months, then the cost to the
company will be much greater and will result in dissatisfaction
of the customer and project stakeholders.
2
5
10
Avoid any procurement delays by establishing deadlines with
suppliers and contractors as part of negotiations. Establish “no
later than” thresholds for deliveries and installations to
eliminate the risk of impact to the project schedule.
If any of the team members get pulled to work on other projects
or otherwise become unavailable, then the project team may end
up having to reorganize tasks and potentially extend the project

schedule beyond 36 months.
1
1
1
This is the least likely event to occur on the risk register. The
team has already identified primary and alternate roles in the
event a team member becomes unavailable. This risk can be
exploited to increase the value each team member brings to the
project and to establish clear and equal workloads across the
board.
If the servers and hardware that make up the cloud computing
database do not meet the requirements for sustained
performance of the network, then the cloud computing database
will present significant cybersecurity vulnerabilities in today’s
digital landscape.
3
4
12
The team can mitigate this risk by taking inventory of the age of
hardware that would be used in the new cloud computing
system. Any hardware older than 5 years old should be
considered for replacement.
If the company is not selective in who is given specific levels of
access on the project, then significant cybersecurity concerns

4
2
8
The team can avoid this risk by establishing a clearance
requirement for the project team and hiring ethical hackers to
test and identify vulnerabilities that can be repaired.
Table 7: Risk Assessment Matrix
Risk Response
The focal concept of our response measures will involve
exploitation and avoidance of identified known risks. Being
able to leverage the risk where we can will allow the group to
build in controls directly to the project, which will allow the
team to adjust to specific courses of action depending on the
triggering events associated with each risk.
Risk Monitor and Control
The risk register and probability impact matrix will be updated
throughout the project to account for any known or unknown
risks that will occur. All team members are responsible for
identifying near-misses and potential areas of the project that
we may assume some risk. Project Evaluation
Implementation of cloud services by Webgenta 6.0 will be
evaluated to monitor and assess its success in meeting its
objectives and milestones. The purpose of this evaluation plan
is to ensure that implementation of cloud services for Gateway

Computing is monitored thoroughly and systematically as well
as on an on-going basis. Project progress and activities will be
assessed by specific formative and summative measures to
ensure that they are aligned with project goals, targets,
objectives and deliverables. The Project Manager and Team
Magenta will collaboratively ensure that an extensive formative
evaluation is conducted on a biweekly basis, until project
completion. Summative evaluations will be conducted at three
scheduled points during the project life cycle, one of which will
occur at project completion. Team Magenta recommends a
monthly evaluation for 6 months after project completion to
monitor the overall success of the project. Separate progress
reports will be documented to summarize the results of both
formative and summative evaluations. This progress reports will
be submitted to all project partners and to the project manager
for analysis.
Goals of Project Evaluation:
1. Ensure that implementation of cloud services by Webgenta
6.0 and training of end-occurs within the planned schedule
specifications
2. Maintain quality of project implementation and training from
the start of the project through its completion
3. Stay within budgeted cost parameters through the project life
cycle
4. Uphold and meet stakeholder and Gateway Computing’s

satisfaction.
Evaluation Plan
Formative Evaluation
Formative assessments will occur biweekly through surveys that
will be taken by all end users and staff of Gateway Computing.
Data from the surveys will be collected and compiled by Team
Magenta which will be discussed and evaluated in a biweekly
progress meeting with Gateway Computing management,
stakeholders, the project manager and Team Magenta. The
surveys will relate to the effectiveness of project procedures
and activities in implementing cloud services. The purpose of
the surveys will be to collect data from end-users and staff
throughout the project life cycle that will help ensure that
project activities are aligned with project goals and meets
project deadlines and timelines. An online Gantt chart, which
can be viewed and accessed by participating members of the
project will be integrated to physically monitor project
progress.
Summative Evaluation
Summative efforts will focus on assessing the quality and
success of reaching project goals, objective and deliverables.
Feedback surveys will be administered with all participating
members of the project and all staff and end-users of Gateway
Computing to collect data regarding project quality and success.
Additionally, tests to evaluate training methods and retention of

information will be administered to ensure full understanding of
the service being implemented. Changes in this data will be
collected, measured and analyzed. Project Close-out (all)
[Describe how your organization will terminate/close a project.
This section will include the necessary information needed to
close out a project. Discuss the major activities required to
close out the project as part of the natural termination process.
Include a discussion of financial and administrative close out
and project retrospectives/lessons learned. Insert your project
close out checklist at Appendix C of this document.]
References
Bajdor, P. (2016, June). The Environmental Benefits of Cloud
Computing. Retrieved October 2,
2019, from https://www.aconf.org/conf_71415.html
Brotherton, S. A., Fried, R. T., & Norman, E. S. (2008).
Applying the work breakdown structure
to the project management lifecycle. Paper presented at PMI®
Global Congress 2008—

North America, Denver, CO. Newtown Square, PA: Project
Management Institute.
Chen, T., Ta-Tao Chuang, & Kazuo Nakatani. (2016). The
Perceived Business Benefit of Cloud
Computing: An Exploratory Study. Journal of International
Technology & Information
Management, 25(4), 101–121. Retrieved from
http://search.ebscohost.com.ezproxy.umuc.edu/login.aspx?
direct=true&db=bth&AN=122416572&site=eds-live&scope=site
Rajkumar, S. (2010, January 14). Art of communication in
project management. Retrieved
October 18, 2019, from
https://www.pmi.org/learning/library/effective-communication
better-project-management-6480.
Watt, A. (2014, August 14). Communication Planning.
Retrieved October 18, 2019, from

https://opentextbc.ca/projectmanagement/chapter/chapter-15-
communication-planning
project-management/.
Appendix A – Project Charter
The Revolutionary Technology of Cloud Computing
various industrial sectors
with cloud computing currently trending across businesses and
companies. Cloud computing
allows for a more agile workforce, flexibility in teleworking,
increased collaboration, and
elimination of paper filing systems. Webgenta 6.0 has been
hired by Gateway Computing to
assist in adopting and implementing cloud computing to
modernize the company, to gain
competitive advantage, and to be better stewards of customer

and internal documents. Flexible
business solutions are needed in today’s economic backdrop.
Change can occur frequently and
without notice, so having a tool that can allow for flexibility
and reactionary performance can
present a significant advantage to the organization. Gateway
Computing will benefit from this
venture following company-wide implementation where finite
storage space and cloud
computing expands beyond a physical limit.
Purpose for the Project
The purpose of the project is to develop an efficient and
succession cloud management
service for Gateway Computing. Webgenta 6.0 will serve superb
service by having a wide range
of services to fit each need, the ability to customize application

and complete access anytime and
anywhere with an internet connection. Being that Webgenta 6.0
is totally customized it provides
the benefit of less data loss, less pay structures and faster
development speeds. This will enable
easy access to Gateway Computing programs, reduce computing
power by storing such
programs and implement remote serves.
Project Scope Statement
Gateway Computing is a new, fast growing start-up. In the last
year, the company has
noticed the need for a more agile, collaborative was to share
information. Webgenta 6.0 will
work with Gateway Computing to move Gateway Computing
form a paper-based information
system to cloud computing. Cloud computing will allow
Gateway Computer to continue its

growth trajectory as well as retain their innovative workforce
and attract additional talent. The
change to cloud computing will also allow Gateway Computing
to reduce IT costs, increase
mobility, virtual collaboration, and lessen environmental impact
through elimination of paper
only (Barron & Barron, n.d). To implement cloud computing,
Webgenta 6.0 will start with
series of team meetings to explain the move to cloud computing.
Once employees have been
onboarded to the changes, Webgenta 6.0 will begin working the
Gateway Computing’s IT team
to transition the business to cloud computing. During this time,
Webgenta 6.0 will also offer
training sessions that will help employees move seamlessly to
cloud computing. The key

deliverables of the project include:
1. Cloud computing infrastructure
2. Employee informational sessions
3. Transition from paper systems to cloud computing
4. Employee training sessions
Project Objectives and Success Criteria
Project Webgenta 6.0 will allow Gateway Computing to convert
utilization of servers,
software, licensing, application and storage to pay-per-use
instead of full investment (Chen,
Chuang, & Nakatani, 2016). Cloud computing will increase
digital efficiency and allow for the
benefits of e-commerce to be fully activated. Relying less on
door-to-door marketing techniques
not only creates faster accessibility to resources, but also
reduces consumables and energy output
decreasing environmental impact (Bajdor, 2016). Competitive
advantage is gained through
faster communication with the consumer market and freeing up
the organization to allot more
time focusing on customer relations. Keeping our shareholders
happy is a high priority. An
overall outcome of increased business functions and capability
should produce favorable shared

revenue with investors. Tying the goals of project Webgenta
6.0 together with a solid training
program that gives voice to our workforce and considers their
feedback an essential part of
business routines will support successful integration of new
technology.
· Cut operational costs by 30% in 6 months.
· Convert 75% of paper mailings and marketing literature to
digital by the end of year one, cutting consumable expenses and
lessening environmental impact.
· Increase revenue by 25% each quarter, with a 5% increase paid
towards shareholder dividends.
· All end users should be up to speed on the new system within
3 months.
· Methods for onboarding newcomers, continuing
education/strategic management of workforce and routines for
updating security compliance will be developed within 3 months
from the project completion/reflection stage.
Project Requirements
The following list presents the requirements that Webgenta 6.0
must meet for the project
objectives to be satisfied.

Business Requirements
· The cloud service must be fully implemented, available for use
by all end users of Gateway Computing
· Service implementation must meet all budget requirements and
specifications
Functional and Operational Requirements
· Webgenta 6.0 must support service delivery, implementation,
modification and termination during the service life cycle.
· The provider must provide end-to-end quality of service
assurance, reliability and continued availability of cloud
services according the service level agreed upon by the service
provider and Gateway Computing.
· Access of the service from any remote location and the ability
to support
· All applicable laws and regulations must be respected,
protecting Gateway Computing’s clients and their subsidiaries’
privacy.
· The service must be appropriately secured to protect the
interests of all end users and any information uploaded into the
cloud by Gateway Computing.
· Webgenta 6.0 and the cloud services they provide must be
supported by all software and hardware utilized by Gateway
Computing and its end users.
Risk Analysis and Mitigation
RISK DESCRIPTION

PROBABILITY1 – Low5 – High
IMPACT1 - Low5 - High
SEVERITY(P x I)
MITIGATION
If the existing hardware components are at the end of the
3
3
9
Exploit the risk by integrating a hardware upgrade package.
Negotiate with procurement sources for software to have them
sponsor hardware upgrades.
If the new cloud computing software is new to the market, then
there may not be enough resources with the experience to
1
3
3
Mitigate this risk by selecting software that has been verified by
leading experts and that has been on the market for at least a
year.
If the hardware and software components take longer to acquire,
install, and activate than XX months, then the cost to the
company will be much greater and will result in dissatisfaction

of the customer and project stakeholders.
2
5
10
Avoid any procurement delays by establishing deadlines with
suppliers and contractors as part of negotiations. Establish “no
later than” thresholds for deliveries and installations to
eliminate the risk of impact to the project schedule.
If any of the team members get pulled to work on other projects
or otherwise become unavailable, then the project team may end
up having to reorganize tasks and potentially extend the project
schedule beyond XX months.
1
1
1
This is the least likely event to occur on the risk register. The
team has already identified primary and alternate roles in the
event a team member becomes unavailable. This risk can be
exploited to increase the value each team member brings to the
project and to establish clear and equal workloads across the
board.
If the servers and hardware that make up the cloud computing
database do not meet the requirements for sustained
performance of the network, then the cloud computing database
will present significant cybersecurity vulnerabilities in today’s

digital landscape.
3
4
12
The team can mitigate this risk by taking inventory of the age of
hardware that would be used in the new cloud computing
system. Any hardware older than 5 years old should be
considered for replacement.
If the company is not selective in who is given specific levels of
access on the project, then significant cybersecurity concerns
4
2
8
The team can avoid this risk by establishing a clearance
requirement for the project team and hiring ethical hackers to
test and identify vulnerabilities that can be repaired.
Milestone schedule (summary)
Project Milestones
Time Frame
· Business Goals/ Objectives Defined
September 16th – September 23rd
·

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