MYH Case Study

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Manage Your Health, Inc.

Case Study

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Introduction

Manage Your Health, Inc. (MYH) is a Fortune 500 company that provides a variety of health care services across the globe. MYH has more than 20,000 full-time employees and more than 5,000 part-time employees. Before deciding which projects to pursue, MYH wants to develop a methodology for managing all information technology projects. Management has decided to develop an approach where suggested project management outputs will be similar based on the size of the project.

Furthermore, MYH management updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve the development and delivery of its health care products and services.

This document serves to show the work completed by Dejan Petrovic (alias Tony Prince) on the selection and managing one of the proposed projects, which will satisfy the most of the company’s needs defined by the new methodology and strategic plan.

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5 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project categories

Date: Thursday, September 20, 2007

After reviewing information technology projects completed in the past few years, I noticed that MYH, Inc. has a large volume of projects with varying schedules, budgets and complexities. In order to determine the project management methodology that future projects should follow, I focused on five basic characteristics of every project:

1. Project implementation (Is the project add-on to the existing system or separate system?) 2. Time frame (Can the project be implemented within a period of 1 year or more?)

3. Costs (What is the budget for a project?)

4. Project’s goal (Does the project satisfies the key goals of strategic plan?) 5. Technology (What kind of technology is included in the project?)

Taking in consideration these five characteristics, I categorized Information technology projects to three major groups:

1. Very business driven (solving a problem, choosing an opportunity or executing a prime directive from management)

2. Time based (< year, 1-2 years, >2 years) 3. Priority/value (low, medium, high)

However, I believe the Business Driven categorization is the best one, since it will allow us to best prioritize projects, and make the right choices in project selection.

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6 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project Management process Date: Tuesday, September 25, 2007

Project management has 5 stages: - Initiation

- Planning - Executing

- Monitoring and Controlling - Closing

Initiating processes include and authorizing a project or project phase. To initiate a project or just a concept phase

of a project, management must define the business need for the project. We also need a project sponsor and a project manager. Initiating phase takes place during each phase of a project. An organization should put

considerable thought into project selection to ensure that it initiates the right kinds of projects for the right reasons. An organization may initiate information technology projects for several reasons, but the most important one is to support business objectives.

After reviewing the important guidelines Manage Your Health, Inc. (MYH) should include in its project management methodology, I believe main outputs of project initiation should be:

- Project Manager assignment - Business Case completed

- Project charter completed and signed - Key stakeholders identified

Project manager has already been assigned (Tony Prince). Business case needs to contain the following information:

 Introduction  Business Objective

 Current situation and problem/opportunity statement

 Critical assumptions and constraints  Analysis of options and recommendation

 Preliminary project requirements  Budget estimate and financial analysis  Schedule estimate

 Potential risks  Exhibits

Project charter needs to contain:  Project Title

 Start and Finish dates  Budget information

 Project Manager information

 Project Objectives  Approach description  Roles and responsibilities  Comments (if any)

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Planning processes include devising and maintaining a workable scheme to ensure that the project addresses the

organization’s needs. There normally is no single “project plan”, but several plans such as the scope management plan, procurement management plan schedule management plan. To account for changing conditions on the project and in the organization, project teams often revise project plans during each phase of the project life cycle. Plans must be realistic and useful, so people knowledgeable with the work need to plan the work.

After reviewing planning process through all of the knowledge areas and MYH guidelines, I chose the following outputs for project planning:

- A project scope statement

- A work breakdown structure (WBS) - Milestones list

- Project schedule network diagram - Resource assignments

- Activity cost estimates - Cost baseline

- Project funding requirements - Quality Requirements

- Quality metrics (measurement) - Roles and responsibility matrix - Project organization charts

- Communications management plan - Risk register

- Probability/impact matrix - Proposal scoring

Executing processes include coordinating people and other resources to carry out the project plans and produce

the product, service, or a result of the project or phase. They also include work required to introduce any new hardware, software, and procedures into normal operations. The products of the project are produced during project execution and it usually takes the most resources to accomplish this process.

The most common output in project execution is a Milestone report.

Monitoring and controlling processes include regularly measuring and monitoring progress to ensure that the

project team meets the project objectives. The project manager and staff monitor and measure progress against the plans and take corrective action when necessary. A common monitoring and controlling process is performance reporting, where project stakeholders can identify any necessary changes that may be required to keep the project on track. Some of the common reports for this stage are:

- Issue log

- Weekly status report - Conflict management

Closing processes include formalizing acceptance of the project or project phase and ending it efficiently.

Administrative activities are often involved in this process group, such as archiving project files, closing out

contracts, documented lessons learned, and receiving formal acceptance of the delivered work as part of the phase or project. Having all that in mind some of the outputs MYH should use are:

- Final product, service or result - Closed contracts

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9 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Summary of four projects Date: Monday, October 1, 2007

Project 1

Recreation and Wellness Intranet Project

Project goal description

Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports.

Allow employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues.

Track data on employee involvement in these recreational and health-management programs.

Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.)

Business strategy compliance

This project should contribute to reducing internal costs of the company, as one of the strategic key goals. MYH, Inc. pays 20% more that industry average for employer health care premiums.

This add-on to the existing Intranet will help employees improve their health and at the same time, lead to lower health insurance premiums.

Benefits

Net savings of at least $30/employee/year for full-time employees over the next four years.

Total financial benefit for 20,000 full-time employees, with $30 saving per employee per year, for 4 years is $2,400,000.

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10 Project 2

Health Coverage Costs Business Model

Develop an application to track employee health care expenses and company health care costs. Application an add-on to the current Intranet and must be secure.

Application should allow several managers and analysts to access and download selective data for further analysis. The new application must be compatible with an existing system, so it can import data about employee expenses submitted to the company and the company’s costs to the insurance provider.

This project should contribute to reducing internal costs of the company, as one of the strategic key goals. This add-on to the existing Intranet will help employees improve their health and at the same time will lead to lower health insurance premiums.

Benefits

Net savings of about $20/employee/year for full-time employees over the next four years.

Total financial benefit for 20,000 full-time employees, with $20 saving per employee per year, for 4 years is $1,600,000, minus costs of application development $100.000.

Estimated savings $1,500.000.

It will help revise polices concerning employee contributions to health care premiums and help us negotiate for lower premiums with insurance companies.

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11 Project 3

Cross Selling System

Develop an application that would improve cross-selling to current customers.

This project should contribute to increasing cross-selling of products.

Benefits

Increase of profit for $1,000,000 each year in next three years.

Costs of development and maintenance would be around $800,000 each year Total earnings would increase for $200,000.

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12 Project 4

Web-Enhanced Communication System

Should enable customers and suppliers to provide suggestions, enter orders, view status and history of orders, and use e-commerce capabilities to purchase and sell their products.

This project should allow Web-based communication between employees, customers, and suppliers in order to improve development and delivery of health care products and services.

Benefits

This system should save about $2,000,000 each year for three years after implementation. It will take one year to complete, $3,000,000 to develop and about 20% of development costs ($600,000) each year to maintain.

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13 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Weighted Scoring Model Date: Tuesday, October 2, 2007

MYH recently updated its strategic plan, and key goals include reducing internal costs, increasing cross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve development and delivery of its health care products and service. From four projects in the table, I needed to select one that would be the best for the company.

Criteria Weight Recreation and Wellness Intranet Project Health Coverage Costs Business Model Cross Selling System Web-Enhanced Communication System

1. Satisfies business objective 35% 25 25 25 25

2. Provides positive NPV 30% 100 70 25 50

3. Can be implemented in 1 year or less 15% 100 100 30 100

4. ROI within 3 years 20% 80 100 0 25

Weighted Project Scores 100% 69.75 64.75 20.75 43.75

0 10 20 30 40 50 60 70 80 Recreation and Wellness Intranet Project Health Coverage Costs Business Model Cross Selling System Web-Enhanced Communication System

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14 In order to select the most appropriate project, I used a Weighted Scoring Model. Weighted Scoring Model is a tool that provides a systematic process for selecting projects based on many criteria. In this case, I used four criteria in selection of a process:

1. To what degree project satisfies business objectives? 2. How big is the Net Present Value (NPV) of the project? 3. Can project be implemented in one year or less?

4. How big is the Return of Investment (ROI) within three years?

Since, all four projects cover one instance out of four business objectives, covered in new strategic plan, all projects received 25 points under the 1st criterion.

Project 1 has the highest NPV and was graded with 100 points. Right after comes Project 2, followed by Project 4 and at the end Project 3.

All projects except Project 3 can be implemented in a year or less. Project 3 extends through a period of three years. After the comparison of ROI within three years for all four projects, it appears that Project 2 (Health Coverage Costs Business Model) has the biggest ROI. Therefore this project got 100 points in this section. A little bit smaller ROI has Project 1 (Recreation and Wellness Intranet Project), so I graded it with 80 points. On the third place, with 25 points is Project 4 (Web-Enhanced Communication System). The only project with a negative ROI is Project 3 (Cross Selling System) that got 0 points under this criterion. This project provides no financial benefits to the company.

After taking all of the results in all four criteria, the project with the most points (69.75) is Recreation and Wellness

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15 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Business case

Date: Tuesday, October 2, 2007

1.0 Introduction/ Background

Manage Your Health’s (MYH) core business goal is to provide a variety of health care services across the globe. MYH’s management believes that company can reduce internal costs and increase business by developing Recreation and Wellness Intranet Project.

2.0 Business Objective

MYH’s strategic goals include reduction of internal costs, increasingcross-selling of products, and exploiting new Web-based technologies to help employees, customers, and suppliers work together to improve development and delivery of its health care products and service. The Recreation and Wellness Intranet Project will allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. It will also enable employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this new application, management will be able to track data on employee involvement in these recreational and health-management programs, as well as offer incentives for people to join the programs and do well in them (e.g.

incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for the company.

3.0 Current Situation and Problem/Opportunity Statement

MYH already has an Intranet that is connected to the systems that track employee expenses submitted to the company and the company’s costs to the insurance providers. MYH, Inc pays 20% more than the industry average for employee health care premiums, primarily to poor health of its employees. There is an opportunity to provide an application that will help employees improve their health within one year of its rollout, so that the company can negotiate lower health insurance premiums.

4.0 Critical Assumption and Constraints

The proposed application must be a valuable asset to MYH. Employees must actively support the project, and it must pay for itself in one year after it is implemented, by reducing internal costs and improving health of the employees. The Project Manager must lead the effort and the project team must include employee representatives, as well as consultants that would lead the company-sponsored recreational activities, health-management classes and programs. The new system must be compatible with the existing Intranet system and should be completed in six-month period and should not exceed the budget of $200,000.

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16 5.0 Analysis of Options and Recommendation

There are three options for addressing this opportunity:

1. Do nothing. Business is doing well, and we can continue without reducing costs.

2. Purchase access to specialized software to support this new capability with little in-house development. 3. Design and implement the new intranet capabilities in-house using mostly existing hardware and software. Based on discussions with stakeholders, we believe that option 3 is the best option.

6.0 Preliminary Project Requirements

The main features of Recreation and Wellness Intranet Project include the following:

1. Allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports.

2. Allow employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues.

3. Track data on employee involvement in these recreational and health-management programs.

4. Offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.)

5. Other features suggested by users, if they add value to the business. 7.0 Budget Estimate and Financial Analysis

A preliminary estimate for the costs for the entire project is $200,000. This estimate is based on the project manager working about 20 hours per week for six months and other internal staff working a total of 60 hours per week for six months. A staff project manager would earn $60 per hour. The hourly rate for the other project team members would be $70 per hour, since some hours normally billed to clients may be needed for this project. The initial cost estimate also includes $20,000 for purchasing outsourced software and $20,000 for outsourced services. Project benefits are based on a reduction of costs for health insurance premiums paid to insurance company. If each of our employees used this feature of our intranet and improved their health condition, it would save at least $30 per employee per year for full-time employees over the next four years. Therefore, total financial benefit for 20,000 full-time employees, would be $2,400,000.

Exhibit A summarizes the projected costs and benefits and shows the estimated net present value (NPV), return on investment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminary financial analysis. All of the financial estimates are encouraging. The estimated payback is within one year as required by project sponsor. The NPV is $1,787,276, and the discounted ROI based on a four year system life is excellent at 894 percent.

8.0 Schedule Estimate

The sponsor would like to see the project completed within six months, but there is some flexibility in the schedule. We also assume that the new system will have a useful life of at least four years.

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17 9.0 Potential Risks

We have several risks involved with this project. To foremost risk is a lack of interest in the new Recreation and Wellness Intranet Project. Users need to use the system in order to improve their health. If they are not introduced properly to the new system and are not involved in its development, they might not be aware of the benefits it provides them with. The main business risk is investing the time and money into this project and not realizing the projected benefits.

10.0 Exhibits

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18 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project charter

Date: Tuesday, October 2, 2007

Project Title: Recreation and Wellness Intranet Project

Project Start Date: September 17, 2007 Projected Finish Date: March 17, 2008

Budget Information: The company has allocated $200,000 for this project. The majority of costs will be company’s

internal labor. An Initial estimate provides a total of 80 hours per week.

Project Manager: Tony Prince, 555 927 4365, [email protected]

Project Objectives: Develop an add-on for Manage Your Health, Inc. intranet site that would allow employees to

register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. Furthermore, the intranet site should support registration for company-sponsored classes and programs to help employees manage their weight, reduce stress, stop smoking, and manage other health-related issues. System must keep track of data on employee involvement in these recreational and health-management programs, as well as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.)

Approach:

 Research all of the company-sponsored recreational programs, all of the company-sponsored classes and programs that help employees manage their health issues

 Research a software to manage user search the intranet for adequate programs and classes  Develop an intranet site using interactive approach, soliciting a great deal of user feedback

 Determine a way to measure the value of the intranet site in decreasing the costs of health insurance premiums

Roles and Responsibilities

Name Role Organization/Position Contact

Anthony J Dionisio, Jr Sponsor MYH, Inc. , COO [email protected]

Tony Prince Project Manager MYH, Inc. , consulting manager [email protected] Sandra Minski Team Member MYH, Inc. , senior consultant [email protected]

Jonathan Shtiel Team Member MYH, Inc. , consultant [email protected]

Dave Smith Team Member MYH, Inc. , IT department [email protected]

Kevin Strom Team Member MYH, Inc. , IT department [email protected]

Steve Buskin Advisor MYH, Inc. , recreation programming instructor [email protected] Samantha Troy Advisor MYH, Inc. , health classes instructor [email protected]

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19 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Stakeholders Analysis Date: Tuesday, October 2, 2007

Anthony J Dionisio, Jr Sandra Minski Jonathan Shtiel Dave Smith

Organization MYH, Inc. MYH, Inc. MYH, Inc. MYH, Inc.

Role on project Sponsor Team Member Team Member Team Member

Unique facts about stakeholder

COO of the company; experienced in project management, easy-going, but very demanding

Senior consultant; knows entire health care system and user side of using it; nice European sense of humor

Consultant; smart and reliable, but very stubborn

IT System Administrator; very intelligent, but not good with people; knows his job well, but has trouble presenting

Level of interest Very High Medium to High Medium Medium

Level of influence Very High Very High Medium High - irreplaceable

Suggestions on

managing relationships

Meet weekly with him to submit the reports on the project and present the updates concerning the needs and expectations; follow his guidelines

Keep her involved during system design

If you disagree with him, do not start an argument; it will go on for ever

Meet with him during every stage of the project planning and execution; Listen to his suggestions

Kevin Strom Steve Buskin Samantha Troy

Organization MYH, Inc. MYH, Inc. MYH, Inc.

Role on project Team Member Advisor Advisor

Unique facts about stakeholder

Software developer; real geek; quiet and shy; communicates only through e-mail; doesn't have a cell phone

Instructor; coordinates all of the recreation programs; loves working out and macrobiotic food; cannot stand fast food

Instructor; teaches several health care classes; loves interior design (feng shui)

Level of interest Low Low Low

Level of influence Low to Medium Medium Medium

Suggestions on

managing relationships

Make him present during outsourced software implementation and adaptation

Has all the info about the company-sponsored programs; let him order some healthy food for your meetings

Wants to share everything she knows about maintaining your health; make her give a free lecture to your team members; it can improve the moral of the team members

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21 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Scope Statement (Draft Version) Date: Sunday, October 7, 2007

Project Title: Recreation and Wellness Intranet Project

Date: October 5, 2007 Prepared by: Tony Prince, Project Manager, 555 927 4365, [email protected]

Project Justification: Company’s management requested the project to assist the company in meeting its

strategic goals. After the analysis, The Recreation and Wellness Intranet Project appeared to be most beneficial for the company. This project involves creation of the add-on to the intranet system that will allow employees to register for company-sponsored recreational programs, such as soccer, softball, bowling, jogging, walking, and other sports. It will also enable employees to register for company-sponsored classes and programs to help them manage their weight, reduce stress, stop smoking, and manage other health-related issues. By using this new application, management will be able to track data on employee involvement in these recreational and health-management programs, as well as offer incentives for people to join the programs and do well in them (e.g. incentives for achieving weight, winning sports team competition, etc.). Furthermore, this project will help decrease internal costs for the company. The budget for this project is $200,000. Estimated benefits are $600,000 each year.

Product Characteristics and Requirements:

1. Search option: Users will be able to search for the programs or courses they are interested in. 2. User application: This add-on will allow authorized users to apply for the program or course to which

they want to go.

3. User tracking: Company’s management will be able to track the user involvement in these programs. 4. Incentives: This add-on will be able to send incentives to the employees to join the program.

Summary of Project Deliverables

Project management-related deliverables: business case, charter, scope statement, WBS, schedule, cost

baseline, status reports, final project presentation, final project report, lessons-learned report, and any other documents required to manage the project.

Product-related deliverables:

1. Program list: This will include listings of all the company-sponsored recreation programs. 2. Course list: This will include listings of all the company-sponsored classes and health programs. 3. Employee profiles: Intranet add-on will provide reports about each employee’s involvement in any of

these programs/courses.

4. Employee application form: The online form employees will be able to use to apply for the program/course.

5. Intranet design: An initial design of the add-on interface that will include site-map, suggested formats, appropriate graphics, etc. The final design will incorporate comments from users on the initial design.

6. Intranet site content: Intranet site will include descriptions of programs and courses, application form, search option, employee profile and security.

7. Test plan: The test plan will document how the intranet site will be tested, who will do the testing and how problems will be reported.

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Product-related deliverables (continued):

8. Announcement: A plan for announcing the availability of the new intranet add-on.

9. Project benefit measurement plan: It will measure the financial value of the new intranet add-on.

Project Success Criteria: Our goal is to complete this project within six months and within a budget of

$200,000. The project sponsor, Anthony J Dionisio, Jr, insisted on project paying for itself one year after the intranet add-on is completed and implemented. To meet the financial goal, the intranet add-on must have a strong employee usage. We also need to find the method to capture benefits while the intranet add-on is being developed and tested, and after it is rolled out. If a project takes a little longer to complete, or costs a little more than planned, the company will still view it as a success if it has a good payback.

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23 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Work Breakdown Structure Date: Tuesday, October 9, 2007

1.0 Initiating

1.1 Assign project manager 1.2 Prepare business case 1.3 Prepare project charter 1.4 Identify key stakeholders 2.0 Planning

2.1 Hold project initiation meeting 2.2 Prepare scope statement 2.3 Prepare WBS

2.4. Prepare milestones list 2.5 Prepare project cost model

2.5.1 Project cost model estimate 2.5.2 Project cost model baseline

2.6 Prepare project variances, estimates and values 2.7 Identify quality standards/requirements 2.8 Identify progress measurement variables 3.0 Executing

3.1 Prepare list of programs

3.1.1 List of recreational programs 3.1.2 List of health programs and courses 3.2 User inputs

3.3 Intranet add-on content

3.3.1 Course/programs descriptions 3.3.2 Application form

3.3.3 Search options 3.3.4 User profile template 3.4 Intranet add-on design 3.5 Intranet add-on construction 3.6 Intranet add-on testing

3.7 Intranet add-on announcement 3.8 Intranet add-on roll-out

3.9 Project benefits measurement 4.0 Controlling

4.1 Weekly status reports 5.0 Closing

5.1 Prepare final project report 5.2 Prepare final project presentation 5.3 Lessons learned

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24 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager

Subject: Work Breakdown Structure – Gantt chart Date: Tuesday, October 9, 2007

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25 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Scope verification and change control Date: Thursday, October 11, 2007

Even though our project scope is fairly well defined, we do not want to suffer from scope creep – the tendency for project scope to keep getting bigger and bigger. For that reason, we developed a method for scope verification as well as the process for controlling scope changes.

Scope verification involves formal acceptance of the completed project scope by the stakeholders. In order to achieve acceptance, we will include customer inspections and sign-off on key deliverables. Project team needs to create clear documentation of the project’s products and procedures to evaluate if they are completed correctly and satisfactorily.

The main input for our scope verification are the project scope statement, Work Breakdown Structure, project scope management plan, and deliverables. And our main tool for performing scope verification is inspection. Our sponsor and users (stakeholders) will inspect the work after it is delivered. Our main outputs of the scope verification process will be accepted deliverables, requested changes, and recommended corrective action. Besides scope verification, another important process in project management is scope control. Scope control involves controlling changes to the project scope. Our users might not be sure how they want our intranet add-on interface to look and what functionalities they will really need in order to easily and efficiently use the add-on. Furthermore, our developers might not be sure how to interpret user requirements, and they also have to deal with constantly changing technology.

The main goal of scope control is to influence all these factors that cause scope changes, to assure changes are processed according to procedures developed as part of integrated change control, and to manage changes when they occur.

The main input to scope control are the project scope statement, project scope management plan, Work Breakdown Structure, performance reports, work performance information, and approved change requests. We incorporated several important tools for performing scope control: change control system, configuration management, replanning project scope and variance analysis. Variance is the difference between planned and actual performance. The outputs of scope control will include requested changes, recommended corrective action, and the updates to the project scope statement, Work Breakdown Structure, scope baseline, organizational process assets, and project management plan.

Four factors that are related to scope verification and control, and that determine project’s success are user involvement, clear business objectives, minimized scope and firm basic requirements. Therefore, it is crucial for us to improve user input and reduce incomplete and changing requirements and specifications. Lack of user input leads to problems with managing scope creep and controlling change.

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26 In order to improve user input, we will do the following:

- Develop a good project selection process. Insist that all projects have a sponsor from the user organization. Make project information easily available in the organization.

- Include users on the project team.

- Organize regular meetings with well defined agendas. Maintain regular interaction with users. Require users to sign-off on key deliverables presented at the meetings.

- Regularly deliver something to project users and sponsors.

- Promise not to deliver what cannot be delivered in a particular time frame. - Co-locate users with the developers.

To reduce incomplete and changing requirements, we will perform the following actions:

- Develop and follow a requirements management process that includes procedures for initial requirements determination.

- Employ techniques such as prototyping, use case modeling, and Joint Application Design (JAD) to understand user requirements thoroughly.

- Put all requirements in writing and keep them current and readily available.

- Create a requirements management database for documenting and controlling requirements. - Provide adequate testing to verify that the project’s products perform as expected.

- Use a process for reviewing requested requirements changes from a system perspective. - Emphasize completion dates.

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28 MEMO

Subject: Work Breakdown Structure – new activities Date: Friday, October 12, 2007

After reviewing the project’s Work Breakdown Structure (WBS) and Gantt chart, we decided to add four more activities in order to improve project planning and improve functionality of our intranet add-on.

The first three components we added to planning process of the project. Those three components are: 1. Determine task resources (2.6.1)

2. Determine task durations (2.6.2) 3. Identify, discuss and prioritize risks (2.8)

Determination of task resources is part of the project scheduling. Some of the tasks are broken so the team members have a better understanding of what they have to do and when.

Furthermore, team members need to keep their workloads and cost constraints in mind when developing the duration estimates. That is why determination of task durations is so important. The team members provide us with the information how many work hours they will spend on each task, enabling us to create as specific schedule as possible.

One more important thing, we have overseen while making the first WBS, was risk assessment. To efficiently represent all the risks, we should make a list of prioritized risks

The fourth one, Access Security specification (3.3.5), we added to execution process of the project. After discussion with our stakeholders, we agreed that different security levels need to be built in our intranet add-on. All internal employees already have access to intranet after entering their security information. However, access to Recreation and Wellness part of the intranet needs to be granted only to full-time employees.

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29 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project milestones

Date: Friday, October 12, 2007

In order to have a better overview of project’s progress, we decided to use milestones. By using the SMART criteria, we decided on 9 milestones within this project:

1. Identify key stakeholders – with this process completed, we are completing the Initiating phase of our project and we can see if we accomplished everything before move on to another phase.

2. Prepare milestone list – up to this point we should have our kick-off meeting, created scope statement and WBS. After this point we are moving to scheduling and cost estimates, so it would be very useful to have everything clearly defined before this point.

3. Identify progress measurement variables – this is the last task in planning phase. At this point we should have completed all the operations involved in planning and be ready for execution phase of the project.

4. List of health programs and courses – in order to go and ask users for their input, we need to have lists of recreational and health programs/courses ready.

5. User inputs – we need to make sure we summarized all of the users comments, suggestions, opinions. That way we will be able to turn to creation of the content of our add-on.

6. Search options – this task is the longest one in defining the content of our Recreation and Wellness Intranet. Upon completion of this task, all other tasks included in this phase should be completed. After this point, we are turning to the process of designing.

7. Intranet add-on design – when we finish the design, we need to get the approval from our stakeholders (users). That way, we will be sure we took all the suggestions and comments into consideration and implemented it in design. After this point, and users’ approval, we can continue toward Intranet add-on construction.

8. Intranet add-on construction – the completion of this phase will give us a final product of this project. At this point we need to know if all the functionalities are included, so we can start testing the product.

9. Intranet add-on testing – this is the final stage of product development. If all the tests are completed successfully, our product, in this case Recreation and Wellness Intranet site can go live after this point. 10. Prepare final project presentation – this is the final point of the project; after this task project is closed.

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30 MEMO

Subject: Updated WBS Gantt chart and Network Diagram Date: Monday, October 15, 2007

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Determine task resources Start: 10/19/07 ID: 15 Finish: 10/23/07 Dur: 3 days Res:

Planning Start: 10/11/07 ID: 6 Finish: 11/1/07 Dur: 16 days Comp: 0%

Determine task durations Start: 10/19/07 ID: 16 Finish: 10/23/07 Dur: 3 days Res:

Identify, discuss and prioriti ze risks Start: 10/25/07 ID: 18

Finish: 10/26/07 Dur: 2 days Res:

Project cost model estimate Start: 10/19/07 ID: 12 Finish: 10/23/07 Dur: 3 days Res:

Project cost model baseline Start: 10/19/07 ID: 13 Finish: 10/24/07 Dur: 4 days Res:

List of recreational programs Start: 11/2/07 ID: 23 Finish: 11/12/07 Dur: 7 days Res:

List of health programs and courses Milestone Date: Fri 11/2/07

ID: 24 Application form Start: 12/11/07 ID: 28 Finish: 12/24/07 Dur: 2 wks Res: Search options Milestone Date: Tue 12/11/07

ID: 29

User profile template Start: 12/11/07 ID: 30 Finish: 12/24/07 Dur: 10 days Res:

Access security specification Start: 12/11/07 ID: 31 Finish: 12/17/07 Dur: 5 days Res:

Intranet add-on design Milestone Date: Tue 1/1/08

ID: 32

Intranet add-on construction Milestone Date: Tue 1/22/08

ID: 33

Intranet add-on testing Milestone Date: Tue 3/4/08

ID: 34 Intranet add-on content

Start: 12/11/07 ID: 26 Finish: 12/31/07 Dur: 15 days Comp: 0%

Prepare list of programs Start: 11/2/07 ID: 22 Finish: 11/12/07 Dur: 7 days Comp: 0%

Prepare project cost model Start: 10/19/07 ID: 11 Finish: 10/24/07 Dur: 4 days Comp: 0%

Prepare project schedule Start: 10/19/07 ID: 14 Finish: 10/23/07 Dur: 3 days Comp: 0%

Intranet add-on announcement Start: 3/18/08 ID: 35 Finish: 3/24/08 Dur: 1 wk Res:

Intranet add-on roll-out Start: 3/18/08 ID: 36 Finish: 3/24/08 Dur: 1 wk Res:

Lessons learned Start: 3/31/08 ID: 43 Finish: 4/1/08 Dur: 2 days Res:

Prepare final project report Start: 3/25/08 ID: 41 Finish: 3/26/08 Dur: 2 days Res:

Weekly status reports Start: 10/11/07 ID: 39 Finish: 3/24/08 Dur: 23.6 wks Res:

Executing Start: 11/2/07 ID: 21 Finish: 3/24/08 Dur: 102 days Comp: 0%

Closing Start: 3/25/08 ID: 40 Finish: 4/1/08 Dur: 6 days Comp: 0% Controlling Start: 10/11/07 ID: 38 Finish: 3/24/08 Dur: 118 days Comp: 0%

Prepare final project presentation Milestone Date: Thu 3/27/08

ID: 42 Hold project initiation meeting

Start: 10/11/07 ID: 7 Finish: 10/11/07 Dur: 1 day Res:

Prepare scope statement Start: 10/12/07 ID: 8 Finish: 10/15/07 Dur: 2 days Res:

Prepare WBS Start: 10/16/07 ID: 9 Finish: 10/16/07 Dur: 1 day Res:

Prepare project variances, est imates and values Start: 10/25/07 ID: 17

Identify quality standards/req uirements Start: 10/30/07 ID: 19

Prepare milestones list Milestone Date: Wed 10/17/07

ID: 10

Identify progress measurement variables

Milestone Date: Thu 11/1/07 ID: 20

User inputs Milestone Date: Tue 11/13/07

ID: 25

Course/programs descriptions Start: 12/11/07 ID: 27 Finish: 12/31/07 Dur: 3 wks Res:

Project benefits measurement Start: 12/11/07 ID: 37 Finish: 2/12/08 Dur: 46 days Res:

Critical Noncritical Critical Milestone Milestone Critical Summary Summary Critical Inserted Inserted Critical Marked Marked Critical External External Project Summary Highlighted Critical Highlighted Noncritical Page 1

Project: Network_chart_updated Date: Tue 11/27/07

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32 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Resource assignment Date: Tuesday, October 16, 2007

In order to assign hours to my team members, I used several different characteristics: - Expertise of a team member related to the task

- The volume of the task that needs to be completed

- Duration of the period during which the task must be completed plus buffers

Taking these constraints in considerations you can see that most of the stuff in the Initiation phase will be done by Project Manager, Business Analyst and Finance Department.

In the Planning phase, all of the team members will take an active part. We will need financial estimates, business analysis, hardware and software requirements, as well as users’ feedback.

Later on in Execution process, people from Finance department and Human Resources department will not have such an important role. This part is the part of software developing and design, where network specialist and programmers play the biggest part and take the most of the workload.

Furthermore, in Controlling the project’s planning and execution, everyone but people from Finance Dept. and Human Resources will be very involved constantly performing checks and implementing the changes.

Finally, at the project Closing, Project Manager will prepare reports about the completion of the project. In doing so, he will need help from Financial Dept. to get all the information about the financial side of the project, as well as from the HR Dept. to find out all about the benefits employees got from using the product.

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33 Tony Prince programmer / analyst (PM) Patrick network specialist Nancy – business analyst Bonnie – programmer / analyst Yusaff – human resources Casandra – finance department 1.0 Initiating

1.1 Assign project manager 2 2 2 2 2 2

1.2 Prepare business case 7 5 12 3 - 12

1.3 Prepare project charter 4 - - - - -

1.4 Identify key stakeholders

3 - - - - -

Initiating – total hours 18 7 14 5 2 14

2.0 Planning

2.1 Hold project initiation meeting 2 2 2 2 2 2 2.2 Prepare scope statement 5 - - - - - 2.3 Prepare WBS 5 3 3 3 4 -

2.4. Prepare milestones list 4 3 1 6 1 -

2.5 Prepare project cost model 2.5.1 Project cost model estimate

4 2 4 2 2 5

2.5.2 Project cost model baseline

3 1 4 1 1 6

2.6 Prepare project schedule 2.6.1 Determine task resources 8 3 6 4 1 - 2.6.2Determine task duration 8 4 3 4 1 - 2.7 Prepare project variances, estimates and values

7 3 2 3 1 3

2.8 Identify, discuss and prioritize risks 5 5 5 5 - 5 2.9 Identify quality standards/requirements 6 3 3 5 - - 2.10 Identify progress measurement variables 3 3 3 3 3 3

Planning – total hours 60 32 36 38 16 24

3.0 Executing

3.1 Prepare list of programs 3.1.1 List of recreational programs

2 - - - 5 -

3.1.2 List of health programs and courses

2 - - - 6 -

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34 Tony Prince programmer / analyst (PM) Patrick network specialist Nancy – business analyst Bonnie – programmer / analyst Yusaff – human resources Casandra – finance department 3.3 Intranet add-on content

3.3.1 Course/programs descriptions 24 - - 75 - - 3.3.2 Application form 12 8 - 45 - - 3.3.3 Search options 20 7 - 22 - - 3.3.4 User profile template 5 2 - 12 - - 3.3.5 Access security specification 2 22 - 9 - -

3.4 Intranet add-on design 8 6 - 30 - -

3.5 Intranet add-on construction

30 15 - 60 - -

3.6 Intranet add-on testing 10 10 10 30 10 10

3.7 Intranet add-on announcement

3 - - - 10 -

3.8 Intranet add-on roll-out 5 5 - 5 - -

3.9 Project benefits measurement

20 - - - 32 40

Executing – total hours 150 75 36 320 88 50

4.0 Controlling

4.1 Weekly status reports 70 47 47 70 - -

Controlling – total hours 70 47 47 70 0 0

5.0 Closing

5.1 Prepare final project report

11 - - - 2 2

5.2 Prepare final project presentation

12 - - - 2 2

5.3 Lessons learned 12 6 6 6 - -

Closing – total hours 35 6 6 6 4 4

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35

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36 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project cost estimate

Date: Thursday, October 25, 2007

In process of developing project cost estimate, I took in consideration that project management is continuously done throughout the project in a period of 6 months. Furthermore, project management is performed at the same time as other processes, while all other major groups of processes are performed in a certain order. According to the WBS provided, a specific process group needs to be completed before another process group can be started. Nevertheless, processes within the same group can be performed in parallel manner.

Unfortunately, by using the given fixed hourly wages for Project Management ($100) and everyone else ($60), it appears that Project Management takes 48% of the budget. If we were allowed to change that, the value would most likely be around 25-30%.

WBS Items # Units/Hrs. Cost/Unit/Hr. Subtotals WBS Level 1 Totals % of Total

1. Project Management 950 $100 $95,000 $95,000 47.5%

2. Requirements Definition 195 $60 $11,700 $11,700 5.9%

3. Web Site Design $34,400 17.7%

3.1 Registration for recreational programs 170 $60 $10,200

3.2 Registration for classes and programs 170 $60 $10,200

3.3 Tracking system 135 $60 $8,100

3.4 Incentive system 115 $60 $6,900

4. Web Site Development $41,100 20.6%

4.1 Registration for recreational programs 205 $60 $12,300

4.2 Registration for classes and programs 220 $60 $13,200

4.3 Tracking system 155 $60 $9,300

4.4 Incentive system 105 $60 $6,300

5. Testing 160 $60 $9,600 $9,600 4.8%

6. Training, Rollout and Support 120 $60 $7,200 $7,200 3.6%

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37 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project cost baseline

Date: Friday, October 26, 2007

This is the representation of costs for each month. You can see that Project Management costs are equally divided throughout 6-month period. Requirements Definition should be completed in October. Web site design starts in November and lasts till the mid January, when it should be completed and should allow a start of Web Site Development phase. Web Site Development should continue from last week of January to the beginning of March. After development completion, we will start Testing for two weeks, and after all the tests are finished, we will start Training, Rollout and Support processes which should end on April 1, 2008.

WBS Items October November December January February March Totals

1. Project Management 15,800 15,800 15,800 16,000 15,800 15,800 95,000

2. Requirements Definition 11,700 11,700

3. Web Site Design

Registration for recreational programs 3,825 3,825 2,550 10,200 Registration for classes and programs 3,825 3,825 2,550 10,200

Tracking system 3,037.5 3,037.5 2,025 8,100

Incentive System 2,588 2,588 1,724 6,900

4. Web Site development

Registration for recreational programs 3,690 7,380 1,230 12,300 Registration for classes and programs 3,960 7,920 1,320 13,200

Tracking system 2,790 5,580 930 9,300

Incentive System 1,890 3,780 630 6,300

5. Testing 9,600 9,600

6. Training, Rollout and Support 7,200 7,200

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38 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Project earned value chart Date: Monday, October 29, 2007

This is the given status of the project after three months: Planned value (PV) = $120,000

Earned value (EV) = $100,000 Actual cost (AC) = $90,000

a) Cost Variance (CV) = EV-AC = $10,000 Schedule Variance (SV) = EV-PV = $20,000 Cost Performance Index (CPI) = EV/AC = 111,111% Schedule Performance Index (SPI) = EV/PV = 83,333%

b) According to these values project is behind the schedule, and estimated time to complete the project is 7.2 months instead of initially planned 6 months. However, costs of the project are lower than expected, and if we continue with this trend, we will complete the project with a budget of around $180,000.

c) According to the CPI value, Estimate at Completion (EAC), where EAC = planned budget / CPI, is $179,820. Therefore, project is performing better considering budget.

d) As I said before, SPI shows us that our project is behind the schedule, and according to the formula: Estimated time to complete = planned time / SPI, it will take us 7.2 months to complete the project. e) -50,000 100,000 150,000 200,000 250,000 1 2 3 4 5 6 7 8 $ Month Planned Value (PV) Actual Cost (AC) Earned Value (EV)

Budget at Completion (BAC) Estimate at Completion (EAC) Budget at Completion (BAC)

Estimate at Completion (EAC) Planned Value (PV)

Actual Cost (AC) Earned Value (EV)

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39

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40 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Quality standards

Date: Thursday, November 1, 2007

After the meeting with stakeholders and taking in consideration their requests, we developed a list of quality standards:

1. Number of people that used the system to register for Health and Recreational programs and courses

We will log online registration processes to monitor how many people used the system for search and registration purposes. Our built-in feature will log all online registrations for programs and courses by username and department. The total number of registered users will then be compared to total number of employees giving us a percentage that we can compare to our requirements.

2. Number of people on medical leave

We will monitor the number of people that took medical leave after 6 months and 1 year of implementation of the system. We expect people to use the system to register for health programs, participate in programs and improve their health condition. Therefore, they will take less medical leaves that before, leading toward decreased healthcare costs. From each department, we will acquire the list and number of people that are on medical leave. We will compare the numbers to the numbers from previous period and in that way be able to see what the percentage of people on medical leave is now and how big it was before system rolled out.

3. Healthcare costs

The main business purpose of the development of the system is a decrease in healthcare costs. Financial department will provide us with healthcare costs for a period of a year after system rolled out. We will compare these results to the results from previous year and to an industry standard.

4. System response time

This was one of the requests made by user. We do not want users to give up, because the system did not respond in timely fashion. Interface, database and reporting must be optimized and fast. A feature in the system will log the system response time. Through analysis of this data we will be able to track system’s performance and work on the improvements if necessary.

5. User satisfaction

We will use surveys to measure user satisfaction. If our employees find the system easy to use and fun, they will continue using it in the future and therefore continue the work on improving their health. We will conduct a user satisfaction survey for the new system one month after the system rolled out. This survey will target the points like ease of use, user-friendliness and fun-to-use factors. The survey will be mandatory for all employees that used the system for registration. We will then go over the results and compare the number of satisfied and very satisfied users to the total number of users that filled the survey.

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41 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Progress measurement Date: Friday, November 2, 2007

For different quality standards, we will use different mechanisms for measuring progress.

1. Number of people that used the system to register for Health and Recreational programs and courses

Number of employees that used the system for registration must be between 90-100% two months after the system rolls out.

2. Number of people on medical leave

Number of people that used medical leave should decrease by 50% in 6 months after the system rolls out, and 85% after one year.

3. Healthcare costs

The amount spent on healthcare costs must be decreased by 30% after first year, which will bring the healthcare expenditures of the company to an industry standard.

4. System response time

Access to the Intranet add-on must be fast. Intranet page response time must be under 2 seconds. Listing the content of the course and programs database, must not be longer than 5 second. Generating reports for management must take under 15 seconds.

5. User satisfaction

98% of system users must respond with satisfy or very satisfied to a user-satisfaction survey that we will conduct in the first month after system rolls out. If there are 97% or less of the satisfied or very satisfied users, we will read the feedback about what needs to be improved that will also be included in the survey.

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42 MEMO

Subject: Analysis of survey information – Pareto Diagram Date: Friday, November 2, 2007

After collecting all completed surveys, we got these results:

Requested Programs/Classes # of times requested % of Total Cumulative %

Weight reduction class 8875 30.4% 30.4%

Walking program 7115 24.3% 54.7%

Stop smoking class 4889 16.7% 71.5%

Soccer program 3297 11.3% 82.7%

Volleyball program 2054 7.0% 89.8%

Stress reduction class 1894 6.5% 96.2%

Softball program 976 3.3% 99.6%

Table tennis program 120 0.4% 100.0%

Total 29220

We can see that most popular programs/classes are Weight reduction class and Walking program. Furthermore, we can see that Table tennis program has the least amount of employees interested in.

Here is the graphical representation of data displayed in Pareto diagram:

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% 0 1000 2000 3000 4000 5000 6000 7000 8000 9000 10000 Weight reduction class Walking program Stop smoking class Soccer program Volleyball program Stress reduction class Softball program Table tennis program Cumulative % #of times requested

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43

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44 MEMO

Subject: Responsibility assignment matrix and RACI chart Date: Monday, November 12, 2007

In our WBS, Testing phase is divided into these sub-processes:

5. Testing

5.1 Writing a test plan 5.2 Unit testing

5.3 Module integration testing

5.3.1 Registration module integration testing 5.3.2 Tracking module integration testing 5.3.3 Incentives module integration testing 5.4 System testing

5.5 User acceptance testing

In order to create Responsibility Assignment Matrix (RAM) and RACI chart, I made these assumptions:

1. Project manager is involved in all processes of testing. He is responsible and is performing in writing a test plan, unit testing and user acceptance testing. He is also performing in integration testing and system testing.

2. Patrick, a network specialist is performing in writing a test plan, integration testing and is responsible for and is performing in system testing.

3. Nancy, a business analyst, is performing only in writing a test plan.

4. Bonnie, a programmer/analyst is performing in writing a test plan. Furthermore, Bonnie is responsible for and performing in all three phases of module integration testing.

5. User representatives are performing in all the testing processes, but not in writing a test plan. 6. Outside consultants are involved in unit, module integration, and system testing.

WBS Testing Activities

5.1 5.2 5.3.1 5.3.2 5.3.3 5.4 5.5

OBS Units Project manager R P R P P P P P R P

Network specialist P P P P R P

Business analyst P

Programmer/analyst P P R P R P R P

User representatives P P P P P P

Outside consultants P P P P P

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45 Below is a RACI chart (Responsibility, Accountability, Consultation, and Informed roles for project stakeholders)

Tony Prince

programmer / analyst & project manager

Patrick - network specialist Nancy - business analyst Bonnie - programmer / analyst User representatives Outside consultants

Writing a test plan R C C C I I

Unit testing R I I A A A

Registration module integration

testing I A I R A C

Tracking module integration

Incentives module integration

System testing C R I I C C

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46 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Resource histogram

Date: Tuesday, November 13, 2007

In response to the requests from user representatives and outside consulting group, I created a resource histogram to show how many of their employees will be needed for testing and when.

Outside consulting group has Senior and Junior testers, while user representatives have workers and managers that will be involved in testing processes.

Below is the table with the requirements and a resource histogram.

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

Senior testers 1 1 1 1 1 1 Junior testers 0 0 2 2 2 2 Workers 2 0 0 4 4 4 Managers 0 0 0 0 2 2

0

1

2

3

4

5

6

7

8

9

10 Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Number o

f People

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47 MEMO

Subject: Issue log: Working effectively with users during testing Date: Thursday, November 15, 2007

I have people with different personalities working in the testing team. Some members in my project team are very introverted and strong thinking types, while several members in the users’ group are very extroverted and strong feeling type. This means that these two groups will possibly have trouble in communicating and expressing thoughts, needs, and ideas. Since not all of my team members are introverts, nor all members in the users’ group are extroverts, I will not assign them to the same jobs.

Introverted individuals in my group will be assigned jobs that can be performed by an individual. On the other hand, tasks needed to be accomplished by a group of team members will be assigned to extroverts from users’ group. That way, all of them will stay inside their comfort zones able to provide their best performance without wasting time and energy on conflicts with each other.

Furthermore, in cases where I need to put some of both groups together, I would allow enough time for the teams to get through the basic team-building stages of forming, storming, norming, performing, and adjourning. That will give them time to get to know each other and understand the way everyone functions.

In addition, teams will not be larger than 4 people, because it is much easier to manage groups of moderate amount of people.

And at the end, in case the problem still occurs, I will avoid putting blame on people for the problem, but instead I will do all that I can to fix it and encourage them to work together.

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48

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49 MEMO

To: Anthony J Dionisio, Jr, COO MYH From: Tony Prince, project manager Subject: Communication plan

Date: Friday, November 16, 2007

Communication is a major component of successful project delivery. Without effective communication, vital information may not be exchanged between the project team and other stakeholders. Lack of communication among project team members and stakeholders may prohibit or delay the execution or completion of scheduled tasks. Success is enabled through the effective development and execution of a Communication Management Plan. The Communication Management Plan identifies project stakeholders and the information that is to be exchanged between the project team and stakeholders. In addition, the Communication Management Plan documents the methods and activities needed to ensure timely and appropriate collection, generation, dissemination, storage, and ultimate disposition of project information among the project team and stakeholders.

Below you can find Stakeholders communication analysis, presented in a table.

Stakeholders Document Name Document Format Contact Person Due Date

Internal Management Monthly Status Report Hard Copy Bonnie, Nancy and Patrick

First of month Internal Management Weekly Status Report Hard Copy Testing Consultants Mondays at 9am Internal Management Daily Status Report E-mail Bonnie, Nancy,

Patrick and User workers and managers

Daily at 8pm

User Management Monthly Status Report Hard Copy Tony Prince First of month Internal business staff Monthly Status Report E-mail Tony Prince First of month

Comments: All emails need an acknowledgement reply or a receipt. All hard copy documents should have the title clearly printed in the header to state the type and content of the document.

MYH Case Study

Manage Your Health, Inc.

Case Study

Table of Contents

Introduction

0

1

2

3

4

5

6

7

8

9

10

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Number o

f People