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留学生项目管理作业定制,Project Charter
Revision History Date
Approval
The following people are considered key stakeholders in this process, and should review and indicate their approval by signing below.
Sponsors
Name Title Signature Date
Core Team
Name Role Signature Date
Change Management
Substantial changes to these agreements will be assessed for impact to project objectives and constraints and will be reviewed and approved by the Change Control Board (CCB).
CCB Members
Name Role
XXXXXXXX Project Charter
Overall Goals – What benefits are we creating?
Core Team – Who is going to make it happen?
Role
Name
Target Customer/Audience
Target Price
Expected distribution channel
Key Competitors
Key Metrics – How will A+ + Success be Measured?
What this Project is NOT
Key Benefits, Features and Requirements
Top Risks & Mitigation Strategies
Critical Success Factors to Achieve Goals
Decision Priority List – How will we make trade-offs?
Assumptions
Target Dates for Major Milestones Rough Order of Magnitude Budget Estimate
Date
Milestone
iStream Project Charter
Prepared by:
iStream Project TeamLeslye McKay
Project Planning & Control
November 8, 2010
Sponsor & Core Team
Name Title (Role) Signature Date
John Bryan Venture Capitalist (Sponsor)
Leslye McKay Project Manager
Sue St. Michelle Product Manager
Jeff Lu App Architect
Nick Michaels Lead Software Engineer
Executive Summary
This project will develop a universal video content streaming application (app) for the Apple iPhone and iPod Touch. The app will interface with popular commercial video content sites such as Hulu, Fancast, Netflix, Youtube, Roku, Starz, etc. and enable iPhone users to stream content directly from these sites. Development of this app will span 6 months, commencing in January 2011, and cost $500K. The app will be distributed and marketed via the Apple iPhone App Store and retail for $2.99.
Project Scope
iPhone users will have direct and easy access to a wealth of commercial video content such as TV shows, movies and video clips hosted by popular video content providers. This will enable iPhone users to stream commercial video content and will obviate the need to purchase the video content in order to view it. This app will not only save iPhone users money, but also relieve the memory usage burden of having to download and save the video content on their iPhones. It will give users greater flexibility and ease in viewing commercial video content.
Project Deliverables
#p#分页标题#e#
The project will include (in scope):
App definition, design, development and testing
Delivery and Acceptance of App to iPhone Dev Center
The project will not include (out of scope):
Marketing or Sales
User support
App Pricing details
Product documentation
Support for platforms other than iPhone (e.g. Android Platform, BlackBerry Application Platform, etc.)
Bug fixes after initial product release
Success Criteria
Objective Criteria for Evaluation
Approval of App by Apple and launch in iPhone App Store Launch date July 1, 2011
Integration with third-party content provider. Access and deliver content provided by third party provider.
Successful completion of all internal testing prior to product acceptance. 100% passing rate for testing.
Keep project within budget. Budget <= $500,000.
Project completion within schedule Completion date June 2011
指导assignment Assumptions
Standard format documents/knowledge available before start of project
Product can handle application expansion (Hulu and Starz)
External content to be supplied by 3rd party
Several portable mobile application platforms, unlimited data plans
All media servers are configured to stream mobile applications across computer networks
iPhone App store provides marketing and sales support
At the point in time there’s no video streaming applications for the iPhone
Apple Development Center approval procedures will not change
Constraints
Lack of standardization, content owned or leased
Content compatible technology may be superseded in the future
Controlling content distribution, royalties
Re-configured video content once purchased
Limited budget to develop
Resource Availability
Competition
Time-to-market
First to Market
Stakeholders Analysis
Stakeholder Needs & Expectations
Venture Capitalist (Sponsor) On-time release of universal iPhone application that streams video for sale on Apple's app site.
iPhone App Store (Customer) On-time delivery of fully functional, fully-tested, universal iPhone streaming video application.
Software Engineer Receive complete and accurate product specification. Design and develop iPhone application according to specifications. Integrate third party content.
QA Engineer Collaboration with SW Engineer on test suite development; software available for testing early enough to meet product release schedule; collaboration with SW Engineer on bug fixes.
Product Manager Management of app development effort
Third-party content provider Complete integration and distribution of content via the iPhone application according to the content-use agreement .#p#分页标题#e#
Apple Development Center New, inexpensive video streaming application for sale at App Store to maintain iPhone and iPod Touch market position.
Angel Investor??
App Users To be able to stream videos using Apple handheld Products
Work Breakdown Structure
Delete Content once downloaded?
Gantt Chart
Monitoring and Control Plan
Type Schedule Mechanism Who Initiates Recipient
Status Report Every Monday Team Meeting Product Manager Project Team
Schedule & Effort Tracking Report Weekly Email Product Manager Program Manager
Design Review One per feature Face-to-face Software Engineer Architect/Software Engineer/QA Team/Product Developer
Risk Mitigation Status As mitigation actions are completed Email Responsible Team Member Product Manager
Requirement Changes As changes are approved Email and change control tool Any Team Member Product Manage
Risk Ranking Criteria
Probability – What is the likelihood the risk will happen?
Level Approach
Low Not Likely Will avoid or mitigate
Medium Likely Possible workarounds
Different approach when needed
High Almost Certain Impossible to mitigate
No known workarounds available
Impact – What would be the magnitude of the impact?
Level Technical Schedule Cost
Low Minimal or No impact Minimal or No impact 0 – 2%
Medium Some disruption, workarounds possible Additional activities required, NOT able to keep to key dates 3 - 10 %
High Unacceptable, no workarounds possible Not able to achieve major milestones > 10%
Risk Response
Risk Event Major competitor release similar product ahead of iStream.
Impact Losing market share.
Risk Event Drivers Popularity of iPhone platform
Competitor has shorter time to market
Hard to find app in the Apple store due to volume of existing applications
First to Market - Competitors beat us in launching this first
Impact Drivers Competitor app has more features than iStream
Competitor’s app is cheaper
Competitor’s app has better content than ours
Response Plan Prepare for early beta version release
Hire extra engineer to speed development by three weeks
Develop marketing strategy at a cost of $25K.
Contingency Plan Define must have features. Bring on additional resources to build extra features.#p#分页标题#e#
Offer free limited feature version.
Design for other platforms as well.
Risk Response
Risk Event Apple approval takes longer than expected.
Impact Project delayed by four weeks.
Risk Event Drivers Review delayed due to bugs.
Volume of apps seeking approval.
Impact Drivers Regression testing takes 1 week.
Application resubmission to the Apple Development Center takes 1 week.
Response Plan Add unit testing to identify bugs as early as possible.
Develop automated regression testing to reduce delay to 1 day.
Contingency Plan Allocate engineering resources to focus on bug fixing and reduce delay to 1 week. Additional engineer will cost $92K.
Risk Response Changes to Scope, Schedule, and Budget
Initial Scope Scope Changes
Limited Marketing / Sales Active Marketing / Sales effort
No release for beta version Beta release
Support for iPhone platform only Develop platform for Andrio指导assignment Initial Budget Budget Changes (Contingency)
$470K Additional engineer - $92K
Marketing strategy - $25K
$117K Contingency Budget + $470K = $550K Total
How much allocated for Management Reserve?
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