Final Project PresentationMentoring ProgramGroup Number AB.docx

Final Project Presentation
Mentoring Program
Group Number A/B/C etc
20 minutes per team.
Project Team
Names of all teams
Business Case & Charter Statement (2-3 slides)
A good business case is credible and compelling. It provides
qualitative and quantitative cost-benefit analysis information.
Charter launches the project
Why the Program?
What are the benefits?
Program Life Cycle (details 2 slides)
Structure of the Program
5
Program Oversight and Governance
6
Program Oversight

Management Review
Financial Review
Senior Management
Program Steering
Committee
Program
Management Team
Project Stage Gate Reviews
Major Program Review
Program Management Plan Review
Project Stage Gate Reviews
Monthly Program Review
Describe the Key points from Report
Risks (3 risks max)
Budget – Estimated (or show that from MeisterPlan)
Communication etc
Project Overview

Role of projects
Milestones – MeisterPlan Reports
Boston University
MET AD 646 Program Management
Summer II 2019
YOUR LO
Program Plan Elements:
No One Goes Hungry
Alan Brou
Suhui Liu
Linrui Liu
Qizhen Li
07/24/2019
Final Version
Executive Summary

This report outlines our program on the topic about a
charitable activity. As graduate students, our team members are
also thinking about what we can do for the society. Fortunately,
one of our team members was involved in a public welfare
project several years ago, which was about collecting food and
daily supplies for the poor. The serious phenomenon of poor
community intrigued our program management team due to our
connection with the concept.
To address this issue, our team decided to develop and
launch a website that is designed to make our task easier. In
order to operate and promote the website to be well known in
the country or even in the world, we need to do some projects
include fundraising, recruitment of volunteers, community
service and marketing. This report will also take into
consideration all risks that we may encounter during the
program. We are confident that all those risks will be hedged
using appropriate strategies.
Introduction to the Program Plan
In this report, you will find our initial summary of the following
using the Smartsheet Templates:
Business Case
A good business case is credible and compelling. It provides
qualitative and quantitative cost-benefit analysis information.
Program Master Calendar
Easily communicate milestones and important meetings across
multiple projects. With the Program Master Calendar, it is easy
to keep items up to date, share the latest schedule with

stakeholders
Program Management Charter
A good charter not only establishes the scope, goals, and budget
of the PMO, but also stimulates discussion.
Program Governance Structure
Documenting a program’s governance structure helps
stakeholders understand the program's methodologies,
frameworks and context for how decisions are made.
Program Milestones
This template can be used to create a milestone chart for
monitoring progress of the various projects. You include this
chart as part of the program plan to highlight major events.
6. Program Change Control
Manage change requests with this change control form template.
This form includes sections for documenting the reason for the
change, costs and benefits, priority level, work required,
approval, and implementation.
7. Program Governance Structure
Documenting a program’s governance structure helps
stakeholders understand the program's methodologies,
frameworks and context for how decisions are made.
Detailed Project Plan for Any One Project
We are also describing a complete Initiation phase and Project
plan – including subsidiary plans for one project using the
Kanabar Templates.

BUSINESS CASE (No One Goes Hungry Program)
BRIEF PROJECT BACKGROUND
People in many poor areas lack food and food, in which case
many social welfare organizations need help and donations.
GENERAL AIMS
Goal - Our program is a platform for caring people in society
who want to care and donate to people in poor areas.
INITIAL RISKS
High risk: Fundraising(strategic)
Medium risk:Time management(strategic and objective)
Low risks: Communication(strategic and objective), Food
contamination(objective), Volunteers’ safety
Acceptable risk: Food waste
EXPECTED OUTCOMES
1. Ensure that more than 15% of poor community can eat
nutritious food.
2. Increase donations by 10% in a six months period.
3.Increase people’s awareness and number of volunteers
PROGRAM BENEFITS
OPERATIONAL BENEFITS – 10% increasing donations would
increase in six months.
STRATEGIC BENEFITS – promote our program’s awareness in
public
COST or SIZE ESTIMATES
Three point method for all projects and non-project work.
P 4L O /6
P1 = Feasibility 750,000 + 4(1,000,000) + 1,250,000 =
1,000,000
P2 = Developing website … 15,000, 20,000 25,000
10% contingency

TIME ESTIMATES
21days+31.7days+5.2days+5.2days+5.2days+5.2days+30.8days+
3days=107.2days
Samaritan Center Program-Charter and Management
PlanPrepared by: Qizhen Li
Program Name: No one goes hungry
Program Sponsor: JP Morgan
Program Manager:QIZHEN LI
Estimated start date:09/01/2019
Estimated finish date:01/20/2020
Program Scope
Program description
We expect to raise around 1 million dollars for our program
that we describe as a journey to create a better community. We
intend to hire staff, cook and provide food to people in the
street every week.
Preliminary Understanding of Business Need
In order to realize our goal, we will need the help of sponsors
and a lot of volunteers.
Benefits
This section describes the Benefits to be gained by our program.
Brief name
Description
Tangible or intangible?
Metrics
Expected benefit delivery date
Related program milestones and component projects
· Food sharing
· Less hungry people in the street .
intangible

Less beggar in the street ( decreased by 3%)
114 days
Serving
· Program awareness
Promote Program’s awareness
intangible
More volunteers & more donations (5-10% more)
60 days
Social Media and Marketing
H Healthier neighborhood
provide nutritious & healthier food / less risk of disease
intangible
Less people dying of food disease (3% less )
114 days
Cooking/ Healthy food menu
Program components and/or member projects
Component / Project name
Manager
Description
Primary deliverables
Estimated delivery date
Fundraising
Alan Brou
Negotiate with JP Morgan
14 days
21 days max
Hiring staff
Suhui Liu
Hire staff to help us accomplish programs
20 days
30 days
Cooking /healthy food menu
Linrui Liu
Cooking for community

4 days /w
5 days /w
Organizing and preparing ( includes testing food )
Xiansen Wu
Testing food / putting food in boxes etc..
4 days /w (2-3 hours )
5 days / w (2-3 hours)
serving
Haiqian Long
Distribute food to different locations for less favored
communities
4 days /w
5 days /w
cleaning after service
Huijun Cai
Cleaning after services ( plastic boxes, recycle etc.)
4 days /w
5 days/ w
Social Media marketing
Azizah
Record our work and publish it on social media so that people
can be aware of our program and activities.
1 day /w
2 days /w
Looking for volunteers (websites /school)
Dan Podeanu
Looking for people that want to occasionally participate in this
program for free, and help community.
25 days
30 days
Training volunteers
Jasmine
Training students who want to participate in our activities
2 days
3 days

In Scope
This section lists the items that are to be included in this
program.
Out of Scope
This section lists the items that are not to be included in this
program.
Work and Program Processes
Preliminary Description of Work
This is a high level statement of the work that is required to
complete this program.
Standard project management activities
This is a formal description of how changes will be submitted,
evaluated, and either included or rejected in a member project.
Some of the larger projects may be required to appoint a change
review board.
Program steering committeeSteering committee structure and
members
This section includes the steering committee members and roles
as well as an outline of the meeting schedule. Decisions
This section describes the decision making approach the
committee will follow. It includes a detailed list of decision
guidelines and agreed upon priorities against which decisions
will be made. This section should also outline how decisions
will be documented and communicated.Reviews
Stage gate reviews:This section outlines stage gate reviews and
their requirements. It should include when these reviews will
be held, what will be reviewed, and the data to be reviewed
prior to determining whether to move to the next stage.
Program performance reviews:This section establishes the dates
for which program performance will be reviewed. These
reviews concentrate on the overall performance and
management of the program. This section also describes the
required program performance information that must be
provided in support of these reviews.
Program and component change requests: This section

identifies the process the steering committee will use to manage
change to the program. A process will be outlined for changing
the scope of the program and initiating or terminating program
components. Risks, impacts, and dependencies
This section includes:
· Identification and ranking of program level and critical project
level risks based on probability of occurrence and level of
impact. Each risk will have a mitigation plan and one safe
contingency plan.
· Dependencies matrix for components and other closely related
activities.
· Description of impacts the program and its member projects
may have on other University work and organizations.
Program and critical project risks
Risk
Risk Description
Impact (How would this risk impact schedule, budget or scope)
Likelihood of Occurrence (What is the chance or this risk
situation occurring on this project: High/Medium/Low)
Mitigation and Contingency Plan (What steps would be taken to
avoid the risk? What would be done if it happened?)
Owner and Trigger (Who monitors for this risk and how do we
know the risk has become reality?)
Fund raising
Risk in terms of raising enough funds from sponsors. Without
money we can not start the program.
This would prevent us from hiring staff, and providing food to
the community.
High because Banks might not support us or agree with our
budget.
Accept to delay our program if we do not find any sponsor / ask
multiple sponsors to increase the probability of finding at least
one sponsor (transfer method)
Alan Brou
Time management

Time to hire staff / training time may vary
This would delay the length of our program, and reduce
efficiency .
Medium
Suhui Liu
Communication
Miscommunication between organism representatives and
sponsors, staff/ transition between hiring - cooking - serving -
cleaning.
A lack of communication would delay the accomplishment of
our projects / less efficiency
Low
Prevent - more training for staff.
Linrui Liu
Food contamination
Food that we serve might get contaminated
Spread disease in the community - the total opposite of our
program. This may ruin everything we worked for
Low
Prevent by testing our food before serving it to community.
Shanice Liang
Volunteers safety
Our volunteers might be serving food in dangerous
neighborhoods.
If volunteers are hurt while working, our corporation’s image
will be affected ,and we might lose staff.
Low
Prevent- by paying an insurance for our staff and volunteers
Blair Zheng
Food waste
Left over after serving
this would embody a less efficient cooking and service from us
but this is manageable.
Acceptable

Accept it. We will just try to be more efficient in future
services.
Kenneth Kai
Dependencies
The information for this section is best represented with a
network diagram showing program components and milestones
and their dependencies.
Component A
Component B
Milestone 1Program level timeline
This section includes:
· Gantt chart of major project deliverables and their
dependencies.
· Identification of program level and key project decision
points, decision makers, and a description of the decision
process to be used.
· Program level milestones and check-up points for program
sponsors.Preliminary Estimate of Program Size
This is the initial estimate that is based upon the program
proposal. This estimate should be the best guess at the time of
filling out the charter & may not necessarily match what is
listed in the program proposal or what will eventually be listed
in the project charters and plans. Detailed estimates will be
coming at a later date.Initial roles and authority
Role and Name
Authority and decisions
Approval
Program Sponsor
JP morgan
Y
Program Manager

QIZHEN Li
Y
Steering committee (see above section for full details)
Alan Brou - Fundraiser
Y
HR
Suhui Liu
Y
Operation Manager
Linrui Liu
Y
PROJECT SPONSOR: Jamie Dimon PROJECT
MANAGER: QIZHEN Li
SIGNED:JD DATE: 7/25/2019
[No One Goes Hungry] Program Governance and Steering
Committee
Prepared by: [Qizhen Li]
Program Name:No One Goes Hungry
Program Sponsor:JP Morgan
Program Manager:Qizhen Li
Steering committee structure and members

This section includes the steering committee members and roles
as well as an outline of the meeting schedule. Decisions
This section describes the decision making approach the
committee will follow. It includes a detailed list of decision
guidelines and agreed upon priorities against which decisions
will be made. This section should also outline how decisions
will be documented and communicated.Reviews
Stage gate reviews:This section outlines stage gate reviews and
their requirements. It should include when these reviews will
be held, what will be reviewed, and the data to be reviewed
prior to determining whether to move to the next stage.
Program performance reviews:This section establishes the dates
for which program performance will be reviewed. These
reviews concentrate on the overall performance and
management of the program. This section also describes the
required program performance information that must be
provided in support of these reviews.
Program and component change requests: This section
identifies the process the steering committee will use to manage
change to the program. A process will be outlined for changing
scope of the program and initiating or terminating program
components. Stakeholder WorksheetPrepared by: [Qizhen Li]
Do NOT distribute after completed
Thistable contains sample information to help start the process.
It is not complete. Please do not limit your stakeholders to the
items in this table.
Name and Role
Main Goal of Communication
Communication Preferences (how often, method, and detail)
Overrun Tolerances
Notes
Examples: project sponsor, team member, end user, support,
program sponsor, project managers,
Examples: encourage collaboration | action on specific risks or
issues | provide money or time or resources | prioritize project |
provide public support/sponsorship | improve team morale |

recognize team performance | influence attitude | manage
expectations | ensure future timely responses
How often examples: daily | weekly | major milestones |
exceptions only as they occur | on demand
Method examples: in person | sharepoint | email | report |
informal conversations | presentations | conferences | special
events | newspaper articles | newsletters | web sites | web casts |
through executive sponsor only
Detail examples: all tasks and details | milestones and issues |
issues only | general progress against schedule| general
information about program
Describe their tolerances for a budget or schedule overrun.
Which would they prefer? What are acceptable reasons for such
an overrun.
Other notes (not all need to be documented, but they should be
thought about): special interests, impacts on their group, higher
priority initiatives, how will they measure success, what is their
attitude, do they have a big influence over other stakeholders,
how have they affected other projects, who do they influence
and who influences them, perceived benefits if program
succeeds, perceived benefits if program fail.
Campus IT Groups
To market the project within the campus hence boosting
contributions to the project.
Daily through online presentations
Any amount contributed will be highly appreciated
Other students interested to join the move are welcomed with a
registration fee of $10
Other folks using program resources
Supporting the project financially
On demand
Not limited to any contribution limits
Helps in achieving the project goals
Owners of any systems that interface with or can be affected by

this program
Support the project in developing online links
As the come
Limited to the campus
Helps in reaching many well wishers as possible
Potential clients including current clients of other ongoing work
Providing financial support to the project
Any time when they are ready through the campus website
Not limited to the amount of contribution
Boosts the project financially.
Specific Clients
Moral support besides financially
Weekly in the project milestones
Minimum of the agreed contribution but not limited to any
maximum contribution
Financially boosts the project
Specific Functional Representatives
Helps the project team in identification of shortcomings.
Weekly via presentations
All the time
Prevents downfall of the project
Specific team members
Supporting the project agendas
Daily through conferences and presentations
Limited to project supporting information
Helps in marketing the project agendas
Support team
Encourages the project besides offering financial assistance and
advice
Any time via presentations
Not limited in their support
Gives morale to the project team
Vendors
Supporting the project with quality food products (Eskerod, &
Jepsen, 2016).
Daily

Not limited to their support
Helps in the realization of the project goals
Students
Helps in the distribution of food staffs
Daily
Only during off studies sessions
Helps in reaching out for the hungry ones
Campus Business Managers
Supporting the group with project implementation tips
Daily
Not limited on their support
Helps in reaching out for potential sponsors of the project
Faculty
Supporting the project financially and in terms of human
resource like advisors
Daily
Not limited in project support
Helps in attaining the project goals
Principal Investigators
Helps in ensuring smooth flow of activities
Daily
Not limited in their duties
Helps in project agenda implementation.
Granting agencies
Helping financially
Any time
Not limited to their assistance
Helps in finding potential sponsors
Community members
Helping in identification of poor individuals in the community
Daily
Not limited in their support
Helps in meeting the project agendas
[No One Goes Hungry] Communication PlanOverview
This section provides a summary of the communication strategy

for the overall program. It should provide an overview of how
information flows between components, from components to the
program level, and out to internal and external customers. If
there are common approaches and goals for specific stakeholder
groups, these approaches and assumptions should be detailed
here. Escalation and feedback
This section contains an outline of the escalation process for
communication activities. It also documents how feedback such
as email questions, service desk tickets, newspaper articles,
interviews, etc.are handled. Responsibility and authority
This section provides an outline of the type of communication
activities that will occur during this process and the person who
is generally responsible for those types. This section also
identifies the person who generally has the authority to approve
or implement the communication. In many cases the
responsible person and the authorizer are the
same.Communication activities
What
Who/Target
Purpose
When/Frequency
Type/Method(s)
Program Kick-off Meeting
Project team
Planning for subsequent proceedings
Once
Meeting
Stage Gate Review
Project team
Assuring that the OMB and HHS requirements are observed
(Yamaguchi et al. 2018).
Monthly
Meeting
Program Component Status Reports and Review
Project Stakeholders and project team
To inform on the project progress

Weekly
Meeting
Component Status Meetings
Project team and stakeholders
Reflection of the project’s current UI components.
Weekly
Meeting
Sub team working meetings or discussions
Project sub-team members.
Sharing on the progress and finding solutions for the problems
faced.
Weekly
Face to face meeting
Sponsor Meetings
Project design, technical and team members
Discussing the achievements, progress besides the changes that
might be necessary in the initial plan.
Monthly
Meeting
Steering Committee Meetings
Project manager, stakeholders, and sponsors
Discussing the implementation of the proposed changes in the
project
Monthly
Face to face Meeting
Program Review
Project team and stakeholders
Identification of the deliverables which have been produced to
the present besides examining whether the project has met its
objectives.
Monthly or after every project phase
Face to face meetings
Periodic Demos and Target Presentations
Audience
Presenting the project progress and the project impact to the

society
Monthly
Communications to component team members
Project team
Reviewing the component status and design proceedings
(Comins, Llewellyn, & Offiler, 2017).
Weekly
Email and conference call
Program level issues. risks, and escalation
Project manager and stakeholders
Discussing on the effective implementation of the ERM system
in the project
Weekly
Roll-out, change and deployment announcements
Project sponsors, stakeholders and project manager
Endorsing the necessary changes to the project.
As needed
Program decisions
Project manager and project team
Deciding on the shortcomings and making the necessary
decisions
Weekly
Lessons learned
Project team
Making the necessary changes from the learnt lessons
Monthly
Reviews for program performance. benefits realization, risks,
change requests, and resources
Project manager and the project risk manager
Making general overview of the additional resources in the
project besides ascertaining the risks associated with the project

(Budde, Alkemade, & Hekkert, 2015).
As needed
Project community awareness creation
Audience and Project manager
Discussing the benefits of the project to the community
Once
Face to face meeting.
WBS Tree Diagram for the Program & Projects
PROGRAM TITLE
No One Goes Hungry
COMPANY NAME
Samaritan Center
PROGRAM MANAGER
Qizhen Li
DATE
09/01/2019
MILESTONE CHART (for all the projects and Non-project
work)
MILESTONE
PROJECT MANAGER
DEADLINE Month/year
Get fundings around $900,000
Qizhen Li
10/2019
Partner with local restaurants and supermarkets
Qizhen Li
10/2019
Hire full-time employees

Qizhen Li
9/2019
Hire IT people to establish website
Qizhen Li
10/2019
Partner with schools and volunteer websites
Qizhen Li
11/2019
Training Volunteers
Qizhen Li
10/2019
Acquire place settings for program & projects operation
Qizhen Li
9/2019
Collecting from donations or purchasing equipment & tools
Qizhen Li
9/2019
Promotion in local communities
Qizhen Li
9/2019
More than 200 local poverty group join the program
Qizhen Li
11/2019
Timeline settings for operation time
Qizhen Li
10/2019
Risk Analysis and Assessment
Qizhen Li
9/2019
Complete project charter
Qizhen Li
9/2019
Food and daily goods quality and safety control
Qizhen Li
1/2020
Food and daily goods serving

Qizhen Li
1/2020
RISK ANALYSIS FOR THE PROGRAM
RISK DESCRIPTION
LIKELIHOOD
(high, medium, low)
IMPACT
(high, medium, low)
ACTION REQUIRED
OWNER
Fund raising
High
High
Mitigate : ask more sponsors than expected and pitch on
benefits of program through facebook and other social media
before creating our own website
Managers
Time management
Medium
Medium
Mitigate : start each project earlier than expected. Also,
overestimate time for project accomplishment so that there are
no bad surprises.
Managers
Communication
Low
High
Mitigate : getting sponsors and stakeholders more involved in
the projects by meeting them every month or two weeks.

Managers
Food contamination
Low
High
Prevent : Test the food before serving it to people
Scientists
Volunteers safety
Low
High
Transfer: by purchasing insurance for employees
Insurance
Food waste
Low
Low
Accept
NA
PROJECT DEFINITION FORM FOR ANY ONE PROJECT
PROJECT TITLE
Food & daily goods project
PROJECT SPONSOR
JP morgan Chase
PROJECT BACKGROUND
In order for this project to make a good first impression and
also get stakeholders and sponsors more involved, we need
good organization. In fact, we consider working with a lot of
volunteers, but we need to hire and train cooks and get staff
more involved in our vision. This project involves training staff
to cook, serve and organized the distribution of healthy
nutrients to community.
PROJECT BENEFITS
Less hungry people in the street- Food sharing - Healthier food

in poor community - less diseases caused by the consumption of
unhealthy food- Less death by hunger.
PROJECT OBJECTIVES
Distribute food to poor community 5 times a week. ( Cook,
place food in boxes, go to poor neighborhood, share, clean )
PROJECT DELIVERABLES
114 DAYS
MEASURABLE CRITERIA FOR SUCCESS
Less sick people in poor community (3%).
CONSTRAINTS
Not too much diversity in foods we will provide / distribution of
foods will be limited to 1-2 times a day.
KEY ASSUMPTIONS
More poor people will eat healthier, and avoid certain diseases.
PROJECT MANAGER
Linrui Liu / ROLE RESPONSIBILITIES : Reach out sponsors
for
PROJECT SPONSOR
JP MORGAN CHASE / ROLE RESPONSIBILITIES: Provide us
funds to pay for food, cooks , people who will test the food etc.
OPTIONAL
Change Control Form Template
PROJECT TITLE
PROJECT SPONSOR
CHANGE REQUEST
ORIGINATOR NAME
DATE OF REQUEST

ORIGINATOR CONTACT INFO
CHANGE
ID NO.
ITEMS TO BE CHANGED
ARGUMENT REFERENCE(S)
CHANGE DESCRIPTION
ESTIMATED FINANCIAL IMPACT
ESTIMATED TIMELINE IMPACT
PRIORITY / CONSTRAINTS
CHANGE EVALUATION
ASPECTS AFFECTED
WORK REQUIRED
RELATED REQUESTS
DATE EVALUATED
EVALUATOR NAME
EVALUATOR SIGNATURE
CHANGE APPROVAL
ACCEPTED - REJECTED - HOLD
DATE APPROVED
APPROVED BY

SIGNATURE
COMMENTS
CHANGE IMPLEMENTATION
ASSET
IMPLEMENTER
DATE EXECUTED
SIGNATURE
CHANGE
ID NO.
AUTHORIZER
CHANGE DESCRIPTION
DATE EVALUATED
DATE EVALUATED
DATE APPROVED
DATE EXECUTED

Final Project PresentationMentoring ProgramGroup Number AB.docx

Conclusion and Findings: In this paper, we decided to
evaluate the implementation of a program called "No One Goes
Hungry " designed to manage the problem that poor community
lacks of food and daily goods. In order to set up this program,
we focused on some important program management tools and
area that helped us to achieve the final goal of our program. It
includes the program management charter, program governance
and steering committee, WBS trees, program communication,
key risks and milestone assumptions. Our team made a lot of
efforts and commitment to set up a website and make it
functional to satisfy our stakeholders expectations.
In order to prove our program is efficient, the measurement
might be the key factor. First, we five program managers have

learned many lessons from the program. In the process of
completing this program, we learned how to use Wechat app and
google drive to communicate our creative ideas and some
formal documents. All the knowledge we have learned here in
this program will be useful for other programs in the future as
well. In other words, the accumulated experience increased the
probability of success of other programs. Although there will be
some differences between programs and specific problems need
to be analyzed, some parts of teamwork are almost the same.
Therefore, lessons learned from this program can serve as
recommendations for other programs.
For the project itself, by building a website, Raising
donations and food can help people in many deprived
communities to Increase health in more deprived community.
We increase people's awareness and number of volunteers in our
program. This kind of donation and helping activity can guide
more people into the area of donation. The issue of poor
community will come back on the stage.

Final Project PresentationMentoring ProgramGroup Number AB.docx

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